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This article presents a concise and informative overview of the marketing process based on the entrepreneur's perspective. Topics include strategy, planning, focusing on the customer, the CEO's role, and direct marketing.
What constitutes productive sales training? Is it motivation, product knowledge, great presentation skills--yes, it's all of these and more. But it is not one or two at the expense of others, the authors warn. The right mix is the key, and the entrepreneur's commitment and support are vital.
This tool takes a look at different types of promotional media and discuss the pros and cons of effectively reaching a target audience through each.
This tool will help you choose a customer base that is appropriate for your business by identifying customer characteristics, conducting market research, choosing a target market, and compiling a customer profile.
This tool helps you develop the intangible aspects of your company's brand--a collection of feelings and perceptions about quality, image, lifestyle and status.
This tool will conduct market analysis to determine if there is a need for your idea or product/service, identify a new market, analyze your current market, gain a competitive advantage, and begin to establish a marketing plan.
This tool will help you gain, maintain, and evaluate your competitive advantage.
Thinking about hiring in Canada, registering property in Armenia, or enforcing a contract in Denmark? This tool provides comparisons across 175 different economies.
Every marketing plan starts the same way: by defining the target customer. Only then can an entrepreneur figure out the best way to reach them. Naturally, different types of target customers, or audiences, require different media and campaigns -- referred to as a promotional mix -- to reach them most effectively and efficiently. This tool takes a look at some different types of promotional media, and discusses the pros and cons of effectively reaching a target audience through each.
Dr. Khanna has been a member of the faculty of the Harvard Business School since 1993, where he studies, and works with, multinational and indigenous companies and investors in emerging markets worldwide. He has served
as course head of the required Strategy course in the Harvard MBA program, and chaired the executive education program on Strategy, Leadership & Governance. Currently, he teaches in Harvard's comprehensive general management executive
education programs. He earned a Bachelors of Science in Engineering degree from Princeton University in 1988, summa cum laude, Phi Beta Kappa, and a Ph.D. in Business Economics from Harvard University in 1993. His current research focuses
on understanding the drivers of entrepreneurship worldwide. As part of the Emerging Giants project, he seeks to understand how to build world-class companies from emerging markets worldwide. A related project, The Dragon and the Elephant,
zeros in on China and India, and identifies best practices for local entrepreneurs and multinationals operating in each of these two countries. His scholarly work is published in a range of journals over the past fifteen years. During this
time, he has continued to serve as a co-editor of several prestigious economics and management journals. A forthcoming book, Billions of Entrepreneurs: How China and India are Reshaping their Futures and Yours, will be published by Harvard
Business School Press (Penguin in South Asia) in 2007. Numerous articles in the Harvard Business Review (e.g. Emerging Giants: Building World Class Companies in Emerging Markets, 2006) and Foreign Policy (e.g. Can India Overtake China?,
2003) distil the implications of this research for practicing managers. Professor Khanna's work has been profiled in news-magazines around the world, including The Wall Street Journal, The Economist, the Far Eastern Economic Review, and
newspapers in China, India, and el
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