McDonald's Secret of Success: Rediscovering Marketing

NAMA       : ANISA RIZKY AMALIA

KELAS      : 4EA06

NPM           : 10211925

McDonald's Secret of Success: Rediscovering Marketing

After years of neglect, attacks from various outside groups, and tactical shifts of one sort or another, McDonald"s has just returned it's 55th month of increases in global same-store sales. In a year when other stocks have been heading south, it is one of only two Dow Jones Index stocks whose value has risen. What has been the secret behind their renewed success? Andrew Martin takes a behind-the-scenes look in The New York Times and finds it:

“Plan to Win,” that barely fits on a single sheet of paper — a text that is treated as sacred inside the company. It lays out where McDonald’s wants to be and how it plans to get there, all of this revolving around the “five P’s”: people, products, place, price and promotion [The 5th P (People) is usually added in marketing service industries where client or patient contact is a crucial element for success.]

What? you ask. The usual marketing mix? Yes, it seems that even the corporate world forgets where it comes from. The noteworthy idea here for social marketers and policy makers is that it is a great case study of what happens when a company - or your organization or agency - rediscovers marketing or applies it for the first time.

Here is their plan to win (from the 2006 McDonald's Canada Social Responsibility report). Note how it is not just a set of statements, but also one of ownership (responsibilities for making it happen).

People - Our well-trained people will proudly provide friendly, accurate and fast service that delights our customers. We have a responsibility to maintain an inclusive work environment where everyone feels valued and accepted, to provide training and other opportunities for personal and professional growth, and to promote job satisfaction.

Product - We will serve food and beverages people prefer to enjoy regularly. We have a responsibility to give our customers quality product choices and to partner with suppliers that operate ethically and meet our high standards of social responsibility

Place - Our restaurants and Drive-Thrus will be clean, relevant and inviting to the customers of today and tomorrow. We have a responsibility to manage our business in an environmentally-friendly way and to constantly seek ways to make a difference in the community.

Price - We will be the most efficient provider so that we can be the best value to the most people. We have a responsibility to maintain our values and high standards as we provide food that is affordable to a wide range of customers.

Promotion - All of our marketing and communications will be relevant to our customers and build our brand. We have a responsibility to maintain and build trust with all our stakeholders by ensuring that our marketing and communications efforts are truthful and appropriate.

Whether you are new to social marketing, or an old hand at it, consider whether you could put your organizational or agency marketing plan into a one-page sacred text.

Sumber : http://socialmarketing.blogs.com/r_craiig_lefebvres_social/2009/01/mcdonalds-secret-of-success-rediscovering-marketing.html

QUESTIONS:

1.     What MC Donald’s plan to win?

People - Our well-trained people will proudly provide friendly, accurate and fast service that delights our customers.

Product - We will serve food and beverages people prefer to enjoy regularly.

Place - Our restaurants and Drive-Thrus will be clean, relevant and inviting to the customers of today and tomorrow.

Price - We will be the most efficient provider so that we can be the best value to the most people.

Promotion - All of our marketing and communications will be relevant to our customers and build our brand.

2.     When MC Donald an increase in sales?

McDonalds has just returned it's 55th month of increases in global same-store sales.

3.     Who has the responsibility to provide a choice of quality products for customers?

MC Donald.

4.     Where Andrew Martin takes a behind-the-scenes look?

In The New York Times.

5.     Why All of our marketing and communications will be relevant to our customers and build our brand?

We have a responsibility to maintain and build trust with all our stakeholders by ensuring that our marketing and communications efforts are truthful and appropriate.

6.     How MCD Rediscovering Marketing After years of neglect?

People - Our well-trained people will proudly provide friendly, accurate and fast service that delights our customers. We have a responsibility to maintain an inclusive work environment where everyone feels valued and accepted, to provide training and other opportunities for personal and professional growth, and to promote job satisfaction.

Can Soda Companies Engage in Social Marketing?

NAMA       : ANISA RIZKY AMALIA

KELAS      : 4EA06

NPM           : 10211925

 

Can Soda Companies Engage in Social Marketing?

Coca-Cola, PepsiCo, and the Dr Pepper Snapple Group pledged yesterday to cut beverage calories in the American diet by 20% by 2025 through promoting bottled water, low-calorie drinks and smaller portions.

From The Wall Street Journal, “Under the voluntary agreement…the companies said they would market and distribute their drinks in a way that should help steer consumers to smaller portions and zero- or low-calorie drinks. They also have committed to providing calorie counts on more than 3 million vending machines, self-serve fountain dispensers and retail coolers in stores, restaurants and other points of sale.” E.J Schultz at AdAge added: “Marketing could play a key role in the effort, with the beverage companies saying in a statement that they will 'engage in consumer education and outreach efforts to increase consumer awareness of and interest in the wide array of no- and lower-calorie beverages and smaller portion sizes available.'"

AdAge reports that the companies would also put special emphasis on communities where there is less access to lower-calorie beverages. They may, for example, feature only reduced-calorie beverages at highly trafficked store areas such as checkout displays. Communities in Los Angeles and Little Rock, Ark., are expected to be the first places where these targeted efforts will occur.

The press release from the American Beverage Association also notes: “Each beverage company may undertake additional activities including: introducing and expanding new lower-calorie products and smaller-portion packages; product placement such as end aisle and checkout displays featuring only reduced-calorie beverages; merchandising efforts such as repositioning reduced-calorie beverages on shelves; providing coupons and other incentives promoting no/lower-calorie options; and taste tests/sampling programs in and out of store.” [Ed Note: I’ll underscore the ‘mays’ that are embedded in many of these promises.]

This news can be either welcomed or criticized. Who better than the marketers of these products to put their energies into ‘doing the right thing’ and making a contribution to reducing the obesogenic environment in the US? For example, in an analysis of the association of soft drink consumption, overweight, obesity and the prevalence of diabetes in 75 countries, it was found that a 1% rise in soft drink consumption was associated with an additional 4.8 overweight adults per 100, 2.3 obese adults per 100 and 0.3 adults with diabetes per 100. These findings were consistent across low- and middle-income countries as well.

Another perspective could be more cynical: are these companies trying to put a PR spin on what is already a losing cause for many of their products? Mike Esterl in the WSJ article highlights that soda's share of U.S. beverage consumption peaked at 29.6% in 1998 and stood at 23.1% last year.  "Consumption trends are moving in this direction already, so they might be promising something that will happen no matter what they do," said Kelly Brownell, dean of the Sanford School of Public Policy at Duke University, in USAToday.

Related to this point of corporate self-interest, not social responsibility, is the question of whether focusing consumers on choosing smaller containers will actually boost their bottom-line. There is some research to suggest this could be the case. In a behavioral simulation with undergraduate students using three different settings (fast food restaurant, movie theater and stadium), participants were offered in each simulated setting (1) 16 oz, 24 oz, or 32 oz drinks for sale, (2) 16 oz drinks, a bundle of two 12 oz drinks, or a bundle of two 16 oz drinks, and (3) only 16 oz drinks. The researchers found that participants bought significantly more ounces of soda with bundles than with varying-sized drinks. Total business revenue was also higher when bundles rather than only small-sized drinks were sold. They concluded that businesses have a strong incentive to offer bundles of soda when drink size is limited (remember those smaller portion sizes that are promised?).

The companies won't be penalized if they can't keep their promise, but the pledge's results will be tracked by an independent third party. Let's see just what outcomes this evaluation measures - and which ones are overlooked.

A couple of more points about this initiative. First, it’s better than the status quo - but by how much? I see little attention given to demarketing sugar sweetened beverages (SSBs). Rather, the corporate strategy is repositioning the ‘competition’ (options that each company also owns), engaging in point-of-choice education (calorie labeling on vending machines) that doesn't have evidence for its impact on choices or consumption of SSBs [and is something the FDA is already proposing requirements to do anyway], and even more communication and promotion.

Can these companies’ marketers actually change people’s behavior and help them make healthier choices - or will they stay in the corporate box of increasing the bottom-line? And at the end of the day, are they really accountable for anything but acknowledging that SSBs are a losing product category among more-and-more consumers?

Sumber : http://socialmarketing.blogs.com/r_craiig_lefebvres_social/2014/09/can-soda-companies-engage-in-social-marketing.html

Explaining Social Marketing

NAMA       : ANISA RIZKY AMALIA

KELAS      : 4EA06

NPM           : 10211925

 

Explaining Social Marketing

I have been in many classes, meeting rooms, webinars and workshops explaining the principles of social marketing. Then, about 3 years ago, an editor approached me about writing a book about it. And it turned into a love-hate endeavor. I loved the idea about writing it all down in one place, and hated that there was still more to say. One result of the process of writing the book was to help me focus on what I consider the most important things for someone to know about the field. It runs 504 pages before the references start.
Since the book was published I have been invited to talk about social marketing in several diferent venues. A recent one was in Brunei where we had a week-long workshop on social marketing and I was invited to lecture at the Universiti Brunei Darussalam. The challenge: how do I distill social marketing into 45 minutes for people who are new to the topic - and aren't expecting to hear about social media marketing?
The slides and talking points I used in this presentation are available at Slideshare and are free for you to download for your own use in classes, lunch and learns, workshops or in any other way you find fits your needs. It begins with re-conceptualizing social problems as being wicked puzzles that require searches for solutions with the people they are intended to serve. The international consensus definition of social marketing is presented, followed by 10 principles:
1. A marketing orientation
2. Theory and evidence-based
3. Segmentation
4. Research to inform program development
5. Designing products, services and behaviors that fit people's reality
6. Positioning behavior change relative to competing behaviors or choices
7. Realigning incentives and costs for products, services and behavior change
8. Creating equitable opportunities and access
9. Communicating change in linguistically, culturally relevant and ubiquitous ways
10. Program monitoring
You will notice that some of the pictures have a very local, or Brunei, character to them. I find some of them work well with other groups because they portray things that are not their usual perceptions of life - they capture people's attention and can start other conversations. However, you can also swap them out for your own pictures of the realities of the people you are talking with about social marketing (isn't that the whole idea?).
Sumber : http://socialmarketing.blogs.com/r_craiig_lefebvres_social/2013/11/explaining-social-marketing.html

 

How Leaders Build Effective Teams through Quality Management and Teamwork

Nama         :        Anisa Rizky Amalia

Kelas          :        4EA06

NPM          :        10211925

How Leaders Build Effective Teams through Quality Management and Teamwork

            Leadership is a big word. It means more than what it appears to be and is written about in millions of books around the world. Leading a person or a group of people is an infinite responsibility. Of course, we have different kinds of leaders and people are constantly looking for leaders who can create more leaders than followers. At work, in business, in families and within friends, leaders are important because they just don’t show directions but help people identify their strengths and bring out the best in them.

            Supreme quality work is one of the main attributes of management or leadership. Quality management is crucial for the people involved as it is for the end result of any work. Managing the quality of the team does not always have to do with work. It also means maintaining a healthy, cheerful, enthusiastic and result-oriented atmosphere within a team. Great managers always focus on creating a code of honor for the team before they get started. It is an excellent, result-oriented and an effective way to lay rules that everybody in the team must play by. It is unspoken on many occasions but firmly agreed by all. It is largely true that when there are no rules, people come up with their own. This is perhaps the most deterring factor between good and great quality management.

            Quality management is a vital aspect for any team improvement. Quality management deals with empowering people and encouraging open communication at all times. Of course, the code of honor presets how issues and concerns within the team must be addressed constructively. As for work, clear and sharp communication helps members of the team comprehend the true reason for their presence and how their work affects others’ and the team as a whole. No two people are alike in a team and therefore the approach to handle each of them and their work must be different too. Where there are people, there is bound to be friction however here are some basic recommendations for improving quality management within a team.

            Consistent Improvement: Time is more important and valuable than money. This cannot be stressed enough. In the world of finance, a golden rule explains that a dollar today is more valuable than a dollar tomorrow. Similarly, in the team management, the quality of the team’s work along with interpersonal relationships must improve on a consistent basis. Everybody appreciates an overnight success but unless it is a consistent story, nobody wants to own it. The dynamics of people, the quality of the commitment towards work and team work must improve at regular intervals. Continuous improvement shows the capacity of the team to withstand pressure.

            Customer of the mind: If it was not for the customer, there would be no business. Without business or work, any of this would not make sense. Quality is a feeling more than it is a tag. Teams need to be made understood that when any customer receives a product or service or even interact with the staff, he or she must feel the quality. Quality is present in all that can be done and all that cannot be done. As long as team members can put themselves in customers’ shoes and feel the difference, positive changes are limited. A simple greeting can stand out for quality and get the conversation going. When teams have customers on their mind, accountability and sense of pride helps them deliver only the best.

            Get Involved: Feedback mechanism is one of the best ways to take appropriate actions. When quality work is the focus, it is always beneficial to get all members of the team involved. Typically, the people who interact with the customers are the best to give the feedback about what the customer wants. Customers are always giving feedback with their emails, gestures, attitudes and voices. Only the best trained quality obsessed teams can identify and act on that feedback. Involving everyone will broaden the possibility of getting more solutions and ways to improve quality within a team.

            Recognition: When a member of a team goes out of his/her way to help resolve a customer issue, be present in place of another team member or stand for the mission of the team, recognition is mandatory. Just like businesses appreciate great financial results and reviews by top notch companies, team members also appreciate being recognized for their efforts. Lack of recognition can lead to discouragement and affect the morale of any great bonded team.

Quality management is largely based upon how the leader views it, the team members view it and how the management views it. As long as these three entities are in sync with their definition and belief about quality, the business will continue to thrive under the most severe of circumstances.

SUMBER : http://www.businesstrainingmedia.com/leadership-quality-management-article.php

Pasal - Bagaimana Pemimpin Membangun Tim Efektif melalui Manajemen Mutu dan Kerjasama

Myron Curry

Kepemimpinan adalah sebuah kata yang besar. Ini berarti lebih dari apa yang tampaknya menjadi dan ditulis di jutaan buku di seluruh dunia. Memimpin seseorang atau sekelompok orang merupakan tanggung jawab tak terbatas. Tentu saja, kami memiliki berbagai jenis pemimpin dan orang-orang terus-menerus mencari pemimpin yang bisa menciptakan pemimpin lebih dari pengikut. Di tempat kerja, dalam bisnis, dalam keluarga dan teman-teman dalam, pemimpin penting karena mereka hanya tidak menunjukkan arah tetapi membantu orang mengidentifikasi kekuatan mereka dan membawa keluar yang terbaik dalam diri mereka.

Kualitas kerja tertinggi adalah salah satu atribut utama manajemen atau kepemimpinan. Manajemen mutu sangat penting bagi orang-orang yang terlibat karena untuk hasil akhir pekerjaan. Mengelola kualitas tim tidak selalu harus dilakukan dengan kerja. Ini juga berarti menjaga, ceria, suasana antusias dan berorientasi hasil yang sehat dalam tim. Manajer besar selalu fokus pada menciptakan kode kehormatan bagi tim sebelum mereka memulai. Ini adalah, berorientasi hasil dan cara terbaik yang efektif untuk meletakkan aturan bahwa setiap orang dalam tim harus bermain dengan. Hal ini tak terucapkan pada banyak kesempatan tapi tegas disetujui oleh semua. Hal ini sebagian besar benar bahwa ketika tidak ada aturan, orang datang dengan sendiri. Ini mungkin yang paling menghalangi faktor antara manajemen mutu yang baik dan besar.

Manajemen mutu adalah aspek penting untuk perbaikan tim. Manajemen mutu berkaitan dengan pemberdayaan masyarakat dan mendorong komunikasi terbuka setiap saat. Tentu saja, kode kehormatan preset bagaimana isu-isu dan masalah dalam tim harus disikapi secara konstruktif. Adapun kerja, komunikasi yang jelas dan tajam membantu anggota tim memahami alasan yang benar untuk kehadiran mereka dan bagaimana pekerjaan mereka mempengaruhi orang lain dan tim secara keseluruhan. Tidak ada dua orang yang sama dalam sebuah tim dan karena itu pendekatan untuk menangani masing-masing dan bekerja mereka harus berbeda juga. Di mana ada orang, ada terikat menjadi gesekan namun di sini adalah beberapa rekomendasi dasar untuk meningkatkan manajemen mutu dalam tim.

Peningkatan Konsisten: Waktu lebih penting dan berharga daripada uang. Hal ini tidak bisa cukup menekankan. Dalam dunia keuangan, aturan emas menjelaskan bahwa dolar hari ini lebih berharga dari satu dolar besok. Demikian pula, dalam manajemen tim, kualitas kerja tim bersama dengan hubungan interpersonal harus meningkatkan secara konsisten. Semua orang menghargai sukses dalam semalam, tetapi jika itu adalah cerita yang konsisten, tak seorang pun ingin memilikinya. Dinamika masyarakat, kualitas dari komitmen terhadap pekerjaan dan kerja tim harus memperbaiki secara berkala. Perbaikan terus-menerus menunjukkan kapasitas tim untuk menahan tekanan.

Pelanggan pikiran: Jika bukan karena pelanggan, tidak akan ada bisnis. Tanpa bisnis atau bekerja, semua ini tidak masuk akal. Kualitas perasaan lebih dari itu adalah tag. Tim perlu dibuat mengerti bahwa ketika setiap pelanggan menerima produk atau jasa atau bahkan berinteraksi dengan staf, dia harus merasakan kualitas. Kualitas hadir dalam semua yang bisa dilakukan dan semua yang tidak bisa dilakukan. Selama anggota tim dapat menempatkan diri dalam sepatu pelanggan dan merasakan perbedaan, perubahan positif yang terbatas. Sebuah ucapan sederhana dapat menonjol untuk kualitas dan mendapatkan percakapan terjadi. Ketika tim memiliki pelanggan di pikiran mereka, akuntabilitas dan rasa bangga membantu mereka memberikan hanya yang terbaik.

Terlibat: Mekanisme Umpan balik adalah salah satu cara terbaik untuk mengambil tindakan yang tepat. Ketika kualitas kerja adalah fokus, itu selalu bermanfaat untuk mendapatkan semua anggota tim yang terlibat. Biasanya, orang-orang yang berinteraksi dengan pelanggan adalah yang terbaik untuk memberikan umpan balik tentang apa yang diinginkan oleh pelanggan. Pelanggan selalu memberikan umpan balik dengan email mereka, gerakan, sikap dan suara. Hanya tim kualitas terobsesi terbaik terlatih dapat mengidentifikasi dan bertindak atas umpan balik itu. Melibatkan semua orang akan memperluas kemungkinan mendapatkan lebih banyak solusi dan cara untuk meningkatkan kualitas dalam tim.

Pengakuan: Ketika seorang anggota tim keluar dari / nya jalan untuk membantu menyelesaikan masalah pelanggan, hadir di tempat anggota tim lain atau berdiri untuk misi tim, pengakuan adalah wajib. Sama seperti bisnis menghargai hasil keuangan yang besar dan ulasan perusahaan kedudukan tertinggi, anggota tim juga menghargai yang diakui untuk usaha mereka. Kurangnya pengakuan dapat menyebabkan kekecewaan dan mempengaruhi moral dari setiap tim terikat besar.

Manajemen mutu sebagian besar didasarkan pada bagaimana pemimpin memandangnya, anggota tim melihat dan bagaimana manajemen memandangnya. Selama tiga entitas ini sinkron dengan definisi dan keyakinan mereka tentang kualitas, bisnis ini akan terus berkembang di bawah yang paling parah keadaan.