E-mktng1

Marketing has pretty much been around forever in one form or another. Since the day when humans first started trading whatever it was that they first traded, marketing was there. Marketing was the stories they used to convince other humans to trade. Humans have come a long way since then, (Well, we like to think we have) and marketing has too.

The methods of marketing have changed and improved, and we've become a lot more efficient at telling our stories and getting our marketing messages out there. eMarketing is the product of the meeting between modern communication technologies and the age-old marketing principles that humans have always applied.

That said, the specifics are reasonably complex and are best handled piece by piece. So we’ve decided to break it all down and tackle the parts one at a time. This week we’ll be looking at the "what" and "why" of eMarketing, outlining the benefits and pointing out how it differs from traditional marketing methods.


Very simply put, eMarketing or electronic marketing refers to the application of marketing principles and techniques via electronic media and more specifically the Internet. The terms eMarketing, Internet marketing and online marketing, are frequently interchanged, and can often be considered synonymous.

eMarketing is the process of marketing a brand using the Internet. It includes both direct response marketing and indirect marketing elements and uses a range of technologies to help connect businesses to their customers.

By such a definition, eMarketing encompasses all the activities a business conducts via the worldwide web with the aim of attracting new business, retaining current business and developing its brand identity.

is it important?

When implemented correctly, the return on investment (ROI) from eMarketing can far exceed that of traditional marketing strategies.

Whether you're a "bricks and mortar" business or a concern operating purely online, the Internet is a force that cannot be ignored. It can be a means to reach literally millions of people every year. It's at the forefront of a redefinition of way businesses interact with their customers.

The benefits of eMarketing over traditional marketing
Reach

The nature of the internet means businesses now have a truly global reach. While traditional media costs limit this kind of reach to huge multinationals, eMarketing opens up new avenues for smaller businesses, on a much smaller budget, to access potential consumers from all over the world.
Scope

Internet marketing allows the marketer to reach consumers in a wide range of ways and enables them to offer a wide range of products and services. eMarketing includes, among other things, information management, public relations, customer service and sales. With the range of new technologies becoming available all the time, this scope can only grow.
Interactivity

Whereas traditional marketing is largely about getting a brand's message out there, eMarketing facilitates conversations between companies and consumers. With a two-way communication channel, companies can feed off of the responses of their consumers, making them more dynamic and adaptive.
Immediacy

Internet marketing is able to, in ways never before imagined, provide an immediate impact.

Imagine you're reading your favourite magazine. You see a double-page advert for some new product or service, maybe BMW's latest luxury sedan or Apple's latest iPod offering. With this kind of traditional media, it's not that easy for you, the consumer, to take the step from hearing about a product to actual acquisition.

With eMarketing, it’s easy to make that step as simple as possible, meaning that within a few short clicks you could have booked a test drive or ordered the iPod. And all of this can happen regardless of normal office hours. Effectively, Internet marketing makes business hours 24 hours per day, 7 days per week for every week of the year.

By closing the gap between providing information and eliciting a consumer reaction, the consumer's buying cycle is speeded up and advertising spend can go much further in creating immediate leads.


Demographics and targeting

Generally speaking, the demographics of the Internet are a marketer's dream. Internet users, considered as a group, have greater buying power and could perhaps be considered as a population group skewed towards the middle-classes.

Buying power is not all though. The nature of the Internet is such that its users will tend to organise themselves into far more focussed groupings. Savvy marketers who know where to look can quite easily find access to the niche markets they wish to target. Marketing messages are most effective when they are presented directly to the audience most likely to be interested. The Internet creates the perfect environment for niche marketing to targeted groups.
Adaptivity and closed loop marketing

Closed Loop Marketing requires the constant measurement and analysis of the results of marketing initiatives. By continuously tracking the response and effectiveness of a campaign, the marketer can be far more dynamic in adapting to consumers' wants and needs.

With eMarketing, responses can be analysed in real-time and campaigns can be tweaked continuously. Combined with the immediacy of the Internet as a medium, this means that there's minimal advertising spend wasted on less than effective campaigns.

Maximum marketing efficiency from eMarketing creates new opportunities to seize strategic competitive advantages.

The combination of all these factors results in an improved ROI and ultimately, more customers, happier customers and an improved bottom line.

e-mktng 2

eMarketing is essentially part of marketing. But what is the difference between eMarketing and Internet or web marketing? What are the eMarketing tools? And how do marketers plan for eMarketing? This lesson aims to answer these questions.

Marketing is an organizational function and a set of processes for creating, communicating and delivering value to customers and for managing customer relationships in ways that benefit the organization and its stakeholders.

Therefore eMarketing by its very nature is one aspect of an organizational function and a set of processes for creating, communicating and delivering value to customers and for managing customer relationships in ways that benefit the organization and its stakeholders. As such an aspect, eMarketing has its own approaches and tools that contribute to the achievement of marketing goals and objectives.

This also helps us to differentiate between eMarketing and E-commerce, since E-Commerce is simply buying and selling online.
What is the difference between eMarketing and internet or web marketing?

There is no real difference between eMarketing and internet or web marketing. However, with the arrival of mobile technologies such as PDA's and 3G mobile phones, as well as Interactive Television, both terms tend to be stretched to include these new media technologies. On the other hand, others would see eMarketing and internet or web marketing as subtly different.
internet marketing is achieving marketing objectives through applying digital technologies.

eMarketing is achieving marketing objectives through use of electronic communications technology.

Whilst this distinction is wholly acceptable, it is difficult to see where the distinction lies between digital technologies and electronic communications technologies, especially with the convergence of technologies such as mobile devices.
What are the eMarketing tools?

The Internet has a number of tools to offer to the marketer.

* A company can distribute via the Internet e.g. Amazon.com.
* A company can use the Internet as a way of building and maintaining a customer relationship e.g. Dell.com.
* The money collection part of a transaction could be done online e.g. electricity and telephone bills.
* Leads can be generated by attracting potential customers to sign-up for short periods of time, before signing up for the long-term e.g. which.co.uk.
* The Internet could be used for advertising e.g. Google Adwords.
* Finally, the web can be used as a way of collecting direct responses e.g. as part of a voting system for a game show.

How do marketers plan for eMarketing?

There are two ways of looking at this.

* An existing organization may embark upon some eMarketing as part of their marketing plan.
* An organization trades solely on the Internet and so their marketing plan focuses purely on eMarketing.

The marketing plan in either case is the next step, whether focused upon eMarketing or all marketing. The next lessons focus upon a tailor-made eMarketing plan which conforms to the acronym AOSTC (from our generic marketing planning lesson).

* A - Audit - An audit of internal strengths and weaknesses, an external opportunities and threats.
* O - Objectives - SMART eMarketing objectives.
* S - Strategy - eMarketing strategies.
* T - Tactics - an eMarketing mix.
* C - Controls - measuring the performance of our eMarketing plan.

e-publishers

* Negligible investment by the publisher translates to a greater willingness to take on untried writers and non-traditional characters, story lines, and manuscript lengths.

* Faster publishing time for accepted manuscripts. Rather than waiting up to two years for a manuscript to see print, e-publishing generally publishes work within a few weeks to a few months after acceptance.

* Greater flexibility within the writer/publisher relationship. E-publishing affords more say to writers in preparing works for publication. A paper publisher might ask a writer to change a character, plot line, or other features of a story to make it more marketable. An e-publisher might also make suggestions, but the writer will generally have more say. The writer might also be instrumental in providing graphics for the work, such as an electronic jacket.

* Writers have the ability to update text often and easily at virtually no cost. This is particularly handy for works related to fast-moving industries such as computer technology. Since the e-publisher does not have an investment in printed books already lining shelves, text can be electronically updated in seconds.

* E-publishing offers greater longevity for works with slower sales. While paper publishers will remove slow movers from active status , electronic storage affords unlimited archiving. This gives new writers time to build a following by having their entire catalog available over extended periods of time.

* Works published electronically have an ISBN number, just like printed books. This means anyone can walk into a storefront bookstore and order an electronic copy of the book.

* Writers get a higher percentage of royalties through e-publishing because the initial financial layout for the publisher is so much less than for a paper publisher. Some writers receive as much as 70% of the profits in royalties.

* With e-publishing writers normally retain all other rights to the work, such as the option to go to a paper publisher later, adapt a screenplay, or use the work in some other capacity. Paper publishers, on the other hand, tend to covet as many rights as possible from the writer in the initial boilerplate contract.

If this all sounds a little too rosy, note the disadvantages of e-publishing:

* To date, electronic works sell far fewer copies than paper books. Many people aren’t aware of e-publishing and others prefer reading a book from print rather than electronically. Good sales, according to one e-publisher, amount to 500 copies for a successful manuscript.

* Writers are responsible for providing their own ongoing marketing for e-published work. A book might be great, but if nobody knows about it, it won’t sell. Authors also can’t count on the public seeing their books on shelves or in store windows.

* If interested in building credentials, e-published works do not carry the same weight as traditional paper publishers. The sense is that the bar is somehow lower for e-published works than for printed works. However, this may change with time as e-publishing becomes more established.

* Writers do not receive an advance. This is not just a financial disadvantage, but might disqualify e-published authors from participating in certain organizations where membership requirements include works paid by advance. That said, sales royalties are often paid more frequently by e-publishers, such as quarterly rather than annually.

* Piracy is another concern in the e-publishing industry. It is a fairly simple thing, technically speaking, for a recipient of an e-work to edit the file, make several copies, and sell the work out from under the nose of the e-publisher and author. Some e-publishers counter that the relatively small market for e-works provides little impetus for this.

* Prices are not always significantly cheaper for e-works, despite the lower overhead. This might be a deterrent to sales.

Despite the disadvantages, e-publishing can be a good way for a new writer to gain a following. Romance, science fiction, murder mystery and fantasy are all possible genres for e-publishing. It is also ideal for How-To books that must be updated frequently. Businesses can also save money on employee manuals and training materials by e-publishing them. An added advantage here is that works can be clickable. Table of contents and indexes can all make navigating through technical e-books a breeze.

E-publishers can be found online using any search engine. Read contracts carefully and consider the e-publisher’s catalog before deciding which company might be best to handle your work.

Chicken--Auction

Chicken market is used to represent one of the stock market trends represented through the index. Bearish and bullish markets implicate downward and upward trends respectively, whereas a chicken market interprets no significant movement of the stock market index. The term chicken is used for an investor who is afraid to take risks.

e Auction

Auctions are common in markets where the goods sold are valuable (like art) or when their prices can't be easily determined. The process of an auction aims to find a fair price for the goods by identifying buyers who need them the most. Such auctions are called forward auctions. In forward auctions buyers compete with each other by placing bids for the goods to be sold.
At metal junction, we pioneered the concept of eAuctions for steel by moving the entire process of auctions to the Internet. With state-of-art technology and unique services to support buyers and sellers in the decision making, financing and logistics stages we make sure that our auction tools help enterprises realize their sales and procurement goals with considerable cost savings.

• People do not naturally want to be led by you. It may come as a shock, but no one is particularly interested in working for U.
• A promotion and a title might bestow grudging tolerance and even a little bit of deference, but never credibility or true respect. First, prove your credibility and then earn their respect.
• Everyone has an agenda…they just don’t always share it.
• New leaders like to believe that everyone looks at business challenges, department objectives and initiatives from the same perspective – theirs. Learn to truly pay attention to your associates, in order to understand their unique agendas,motivations, interests, and ambitions.
• The personal problems of your associates will become your problems if you let them (and sometimes you can’t help it).
• New Managers, and even experienced ones, attract their team’s personal problems like flowers attract bees. You will find yourself on the receiving end of people’s challenges in their personal lives, with their health, their finances, their romances, their children, and just about every other dilemma that humans encounter.
• Learn to keep the focus on business but remember to be a human being.
• Your instinct says “Do it because I’m the boss.” Your instinct is wrong.“Because I said so” is best left for your parenting chores and checked at the door when you enter the office. Success comes when you realize that “you” are not the subject. It takes time to learn and internalize the parable of “The Scorpion and the Frog.”
• Recognize that people do not change their nature.
• We all have weaknesses; don’t make them your focal point.
• It’s not your responsibility to fix the flaws of your associates. Learn to leverage people’s strengths and develop teams where the members have complementary skills, and you will succeed beyond your wildest dreams.
• Note: I’ll admit, new leaders tend to start off overly nit-picky; but I’m sure Art would agree that there are times when weaknesses do have to be addressed.
• The key to leading people is obvious. Too bad no one will tell you what it is. Well, Art will – the answer is “Respect”. It’s all about treating people with respect.
• The most important part of your job is probably not in your job description.
• Creating an effective work environment is your real job.
• Beware of over-investing your time and energy with the wrong people.
• Every manager will at some point get to deal with a “brilliant problem child” employee – with outstanding technical skills but fatal flaws when it comes to people skills. These employees lack the emotional intelligence to recognize their aberrant behaviors, and therefore rarely if ever change. When dealing these employees, be fair and be decisive.
• You are responsible for your team’s results. It’s your name on the door and you are accountable. It’s not pleasant to feel the cold hand of reality slapping you across the face, but then again, its real life.