smm

types of marketing

Affinity Marketing -  Also known as Partnership Marketing, this technique links complementary brands, thereby creating strategic partnerships that benefit both companies. While one adds value to existing customers by generating more income, the other builds new customer relationships.

Alliance Marketing - Here two or more entities come together to pool in their resources to promote and sell a product or service, which will not only benefit their stakeholders, but also have a greater impact on the market.

Ambush Marketing - This strategy is used by advertisers to capitalize on and associated themselves with a specific event without the payment of any sponsorship fee, thereby bringing down the value of sponsorship. It has sub-categories like direct or predatory ambushing or indirect ambushing by association, to name a few.

Call to Action (CTA) Marketing - CTA is a part of inbound marketing used on websites in the form of a banner, text or graphic, where it is meant to prompt a person to click it and move into the conversion funnel, that is, from searching to navigating an online store to converting to a sale.

Close Range Marketing (CRM) - Also known as Proximity Marketing, CRM uses bluetooth technology or Wifi to promote their products and services to their customers at close proximity.

Cloud Marketing - This refers to the type of marketing that takes place on the internet, where all the marketing resources and assets are transferred online so that the respective parties can develop, modify, utilise and share them.

Community Marketing - This technique caters to the needs and requirements of the existing customers, as opposed to using resources to gather new consumers. This promotes loyalty and product satisfaction and also gives rise to word of mouth marketing among the community.

Content Marketing - In this case, content is created and published on various platforms to give information about a certain product or service to potential customers and to influence them, without making a direct sales pitch.

Cross-media Marketing - As the name suggests, multiple channels like emails, letters, web pages etc are used to give information about products and services to customers in the form of cross promotion.

Database Marketing - This utilizes and information from database of customers or potential consumers to create customised communication strategies through any media in order to promote products and services.

Digital Marketing - This strategy uses various digital devices like smartphones, computers, tablets or digital billboards to inform customers and business partners about its products. Internet Marketing is a key element in Digital Marketing.

Direct Marketing - This is a wide term which refers to the technique where organizations communicate directly with the consumer through mail, email, texts, fliers and various promotional materials.

Diversity Marketing - The aim of this strategy is to take into account the different diversities in a culture in terms of beliefs, expectations, tastes and needs and then create a customized marketing plan to target those consumers effectively.

Evangelism Marketing - It is similar to word-of-mouth marketing, where a company develops customers who become voluntary advocates of a product and who promote its features and benefits on behalf of the company.

Freebie Marketing - Here a particular item is sold at low rates, or is given away free, to boost the sales of another complimentary item or service.

Free Sample Marketing - Unlike Freebie Marketing, this is not dependent on complimentary marketing, but rather consists of giving away a free sample of the product to influence the consumer to make the purchase.

Guerrilla Marketing - Unconventional and inexpensive techniques with imagination, big crowds and a surprise element are used for marketing something, a popular example being flash mobs.

By keeping in mind the distinctive features of the product, the demographics of the target consumer and their spending power, and the current strategies of existing companies, an effective marketing strategy may be successfully created.

The types of marketing keep evolving with new developments in technology and changes in the socio-economic structure of a market. I try to keep up, and update the list as things develop. Please let me know if I’ve forgotten anything from the list by leaving a comment.

relationship marketing

relationship marketing

Marketing activities that are aimed at developing and managing trusting and long-term relationships with larger customers.

In relationship marketing, customer profile, buying patterns, and history of contacts are maintained in a sales database, and an account executive is assigned to one or more major customers to fulfill their needs and maintain the relationship.

plans

marketing

Marketing is the process of communicating the value of a product or service to customers, for the purpose of selling that product or service.

Marketing can be looked at as an organizational function and a set of processes for creating, delivering and communicating value to customers, andcustomer relationship management that also benefits the organization. Marketing is the science of choosing target markets through market analysis and market segmentation, as well as understanding consumer behavior and providing superior customer value. From a societal point of view, marketing is the link between a society's material requirements and its economic patterns of response. Marketing satisfies these needs and wants through exchange processes and building long term relationships.

Histor

The origins of the concept of marketing have their roots with the Italian economist Giancarlo Pallavicini in 1959.^[1] These roots are accompanied by the initial in-depth market research, constituting the first instruments of what became the modern marketing, resumed and developed at a later time by Philip Kotler. Giancarlo Pallavicini introduces, the following definitions: Marketing is defined as a social and managerial process designed to meet the needs and requirements of consumers through the processes of creating and exchanging products and values. It is the art and science of identifying, creating and delivering value to meet the needs of a target market, making a profit : delivery of satisfaction at a price.

Earlier approaches[edit]

The marketing orientation evolved from earlier orientations, namely, the production orientation, the product orientation and the selling orientation.^[2][3]

Orientation	Profit driver	Western European timeframe	Description
Production[3]	Production methods	until the 1950s	A firm focusing on a production orientation specializes in producing as much as possible of a given product or service. Thus, this signifies a firm exploitingeconomies of scale until the minimum efficient scale is reached. A production orientation may be deployed when a high demand for a product or service exists, coupled with a good certainty that consumer tastes will not rapidly alter (similar to the sales orientation).
Product[3]	Quality of the product	until the 1960s	A firm employing a product orientation is chiefly concerned with the quality of its own product. A firm would also assume that as long as its product was of a high standard, people would buy and consume the product.
Selling[3]	Selling methods	1950s and 1960s	A firm using a sales orientation focuses primarily on the selling/promotion of a particular product, and not determining new consumer desires as such. Consequently, this entails simply selling an already existing product, and using promotion techniques to attain the highest sales possible. Such an orientation may suit scenarios in which a firm holds dead stock, or otherwise sells a product that is in high demand, with little likelihood of changes in consumer tastes that would diminish demand.
Marketing[3]	Needs and wants of customers	1970s to the present day	The 'Customer orientation' is perhaps the most common orientation used in contemporary marketing. It involves a firm essentially basing its marketing plans around the marketing concept, and thus supplying products to suit new consumer tastes. As an example, a firm would employ market research to gauge consumer desires, use R&D (research and development) to develop a product attuned to the revealed information, and then utilize promotion techniques to ensure persons know the product exists. R&D companies often parallel customer orientation with R&D phases to ensure the desired customer specifications are produced. Customization Maximization (similar to profit maximization in economics,) is the measurable approach to more efficiently sustaining specific customer needs, in effort to maximize the customization of the product or service offered to the customer, by the measure of data relating to responses, feedback, and elasticity.
HolisticMarketing[4]	Everything matters in marketing	21st century	The holistic marketing concept looks at marketing as a complex activity and acknowledges that everything matters in marketing - and that a broad and integrated perspective is necessary in developing, designing and implementing marketing programs and activities. The four components that characterize holistic marketing are relationship marketing, internal marketing, integrated marketing, and socially responsive marketing. Market segmentation and positioning have increased the divergence of society, further segregating and preventing a holistic population. Holistic Marketing helps converge the segments in an approach to improve the entire market through social responsibility and convergence. Holistic marketing disengages the political marketing activities of "divide and conquer", or market segmentation.

This article is about the stages of a product life cycle. For Product life cycle from an engineering perspective, seeProduct life cycle management#Phases of product life cycle and corresponding technologies. For Product life-cycle from a marketing perspective, see Product life-cycle management#Product life-cycle.

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Product life cycle is a business technique that attempts to list the stages in the lifespan of commercial/consumer products. 'Product Life cycle' (PLC) is used for determining the lifespan of these products; such as the normal phases through which a product goes over its lifespan. A bi-product of this PLC information is Product Life cycle Management (PLM). This is the management of the gathered PLC data to use in different aspects of the business.

hr planning chart

HR interview questions for freshers - TCS .

I am sharing the interview questions I faced at TCS during the HR round of interview.
You may also face some of them. 

1. Tell us something about yourself. 
2. Why do you think you are a suitable candidate for this position?
3. Do you consider yourself a team player? Give example where you worked in a team and tell us about your role?
4. What qualities would you look for in a candidate if you were hiring for this position?
5. What would you do if your manager criticised your work?
6. What are your strenghts and weaknesses?
7. Will you be Okay with re-location, if required?
8. Are you Okay with working over weekends?
9. What do you know about TCS and its business? Can you name some competitors?
10. Who founded TCS?
11. Who is the CEO of TCS?
12. What do you do in leisure time?
13. Can you work under pressure and dead lines?
14. Do you think you are a quick learner? Give example. 
15. How much salary do you expect?
16. Do you have any questions for us?

role of question in hr

A question I frequently get from those individuals outside of HR is, “What is it like to work in HR?” Well, the answer to that question can vary greatly by HR professional and organization.

Human Resources (HR) can include a broad spectrum of specialties within organizations. Some examples of specialties include recruiting, payroll, policy, safety, training and development, and performance management. In smaller organizations, the HR professional may handle all of those specialties and in larger organizations, each specialty is most likely its own department.

The roles within HR can vary greatly as well as with many departments from the purely administrative to the executive. Another related and perhaps more important question that is often discussed is, “what should HR be doing?” For me, HR’s primary purpose is to ensure that the right people are working in the right places to accomplish the organization’s goal.

In other words, HR is responsible to develop programs that will attract, select, develop, and retain the talent needed to meet the organizational mission. So whether you are an HR department of one or a combination of multiple departments that include hundreds of employees, your primary responsibility is talent management.

Here’s a quick test to see if your programs are aligned and focused on the primary purpose of HR. See if you can answer the following questions.

1. What is the primary mission of the organization?
2. What talent is needed to meet the mission?
3. Which programs do you have in the following areas:
   Identifying and Attracting Talent?
   Selecting and Hiring Talent?
   On boarding Talent?
   Developing Talent?
   Retaining Talent?
4. How is program success measured?
5. In what areas do we need to improve?

If you can’t answer these questions, you have some work to do.

human resourcs management

Human resource management (HRM, or simply HR) is a function in organizations designed to maximize employee performance in service of their employer’s strategic objectives.^[1] HR is primarily concerned with how people are managed within organizations, focusing on policies and systems.^[2] HR departments and units in organizations are typically responsible for a number of activities, including employee recruitment, training and development, performance appraisal, and rewarding (e.g., managing pay and benefit systems).^[3] HR is also concerned with industrial relations, that is, the balancing of organizational practices with regulations arising from collective bargaining and governmental laws.^[4]

HR is a product of the human relations movement of the early 20th century, when researchers began documenting ways of creating business value through the strategic management of the workforce. The function was initially dominated by transactional work, such as payroll and benefits administration, but due to globalization, company consolidation, technological advancement, and further research, HR now focuses on strategic initiatives like mergers and acquisitions, talent management, succession planning, industrial and labor relations, and diversity and inclusion.

In startup companies, HR's duties may be performed by trained professionals. In larger companies, an entire functional group is typically dedicated to the discipline, with staff specializing in various HR tasks and functional leadership engaging in strategic decision making across the business. To train practitioners for the profession, institutions of higher education, professional associations, and companies themselves have created programs of study dedicated explicitly to the duties of the function. Academic and practitioner organizations likewise seek to engage and further the field of HR, as evidenced by several field-specific publications. HR is also a field of research study that is popular within the fields of management and industrial/organizational psychology, with research articles appearing in a number of academic journals, including those mentioned later in this article.

In the current global work environment, all global companies are focused on retaining the talent and knowledge held by the workforce. All companies are focused on lowering the employee turnover and preserving knowledge. New hiring not only entails a high cost but also increases the risk of the newcomer not being able to replace the person who was working in that position before. HR departments also strive to offer benefits that will appeal to workers, thus reducing the risk of losing knowledge.

What Should HR Leaders Focus On In 2014?

                                

                                           The main focus for most organizations in 2014 should be on talent management and talent development, particularly the managerial and technical roles that are the difference makers.  One of the major reasons to focus on talent is that it is a great way to get the HR function into a broader discussion about what is next for the organization and what the business strategy should be. Positioning the HR function and talent management to contribute to the overall effectiveness and financial performance of the organization is the best way the HR function can add value to corporations.

The most important thing that HR should focus on in talent management is assessing the skills the organization needs to implement its strategy and the plan for recruiting and managing that critical talent. It is important to understand what the organization can do to add the right talent: Whether it is best recruited or best internally developed, and whether it is even possible to develop the right talent in order to implement business strategy. Understanding the availability of talent in combination with knowing how it is critical for the business strategy should lead to a more interactive relationship between the strategic choices of the organization and how its talent is trained and managed. Often, the reasons why business strategies fail is that they mistakenly assume that the organization can get the right talent in order to perform the way the strategy calls for. All too often organizations cannot attract or develop it, and as a result, the strategy is not feasible.

Talent has always been important, but it has increasingly become more critical because so many organizations are doing much more complex, knowledge-based work and operating globally. This has created a situation where the performance of talent has a major impact on the bottom line. The difference in many critical jobs between good talent performance and poor talent performance is 100 to 1. That reality is increasingly causing knowledge work-based organizations to focus on talent as a source of competitive advantage.

Google is a good example of a company that has done an exceptional job of recruiting and managing people who have critical knowledge skills. It needs talented people to perform well and that translates into how they communicate about the kind of talent they are looking for and the jobs they offer. Further, they identify critical positions in the organization, where performance can differentiate them from their competitors. They make sure they fill those jobs with the right talent. This is an important and critical part of the whole recruitment and selection process. In the selection process, they ensure that they test for the ability to develop the key skills that are needed for the job.

Decades ago, Google, like 3M , began giving everybody 10-15% free time to work on their pet projects. People have used this time to come up with new business ideas and business projects. They have created work that fits the talent of the people in the organization, and they have attracted talented people to come to work for them. This allows them not only to implement their business strategy but to also grow and develop their business strategy based on the skills of their employees and their ability to attract top talent.

Why aren't there more organizations that focus on talent? Some business leaders think they can live without top talent. Others believe talent management is important, but they do not see it as important as finance or technology. Finally, many executives are unable to see the relationship between talent issues and the business strategy of their organization. Many executives do not have a background in talent management. They are trained in finance or engineering and they see them as the major determinants of organizational performance. The challenge for HR is not just to establish the importance of talent, but it is to link talent management to the business strategy.

planning

Managing

Managing Human Resources in 

International Organizations 

Abstract 
In the era of globalization business organizations do not confine themselves in one
country .In order to explore new markets and opportunities, organizations expand
their international operations. In managing subsidiaries across different countries, the
approach to marketing, finance, operations, production and above all human resource
management functions has to be tailored according to the local environment where the
subsidiary has to operate. Organizations are not strategy, structures or systems rather
they are about people. In order to survive and grow in international markets
organizations adapt their HRM practices for successful execution of strategies.
International human resource management is defined as ‘the human resource
management issues and problems arising from internationalization of business, and
the human resource management strategies, policies and practices which firm pursue
in response to the internationalization of business’ (Scullion 1995). The field of
international human resource management has been a focus of all business
organizations and its importance will grow in the years to come. Multinational
Companies (MNC’S) use three types of strategies for transfer of HR practices across
different nations; Ethnocentric strategy uses same HR practices of parent company in
host nations, Polycentric strategy employ local people as workforce and adapts the
HR practices of host nation, Geocentric strategy only focuses on skills of the
employee and adopts HR practices which are most effective and efficient irrespective
of the nationality. All strategies have their pros and cons, they are applied as per the
type of business, the strategy of the organization, the leadership, and the past
experiences of the organization regarding different strategies. The international
organizations can use culturally sensitive and adaptive HRM practices for creating
competitive advantage in overseas operations. In attempt to explore new markets and
opportunities multinational companies are adapting to HRM practices across different
borders. 356 Neha Tiwari
KEYWORDS: Globalization, subsidiary, HRM practices, Polycentric, Ethnocentric,
Geocentric.
1. Introduction 
Business organizations continuously expand their international operations for
sustainable growth and profitability. To improve their competitive positions globally;
companies seek to work upon different sources of competitive advantage.
Contemporary organizations have realized “that sustained competitive advantage arises
more from a firm’s internal resource endowments and resource deployments that are
imperfectly imitable than from the firm’s product market position” (Lado & Wilson,
1999).And so the business organizations now consider human resource system to be a
source of competitive advantage. A multinational corporation (MNC) is defined as an
enterprise that operates in several countries but is managed from one home country or
when it derives more than one quarter of its revenue outside the home country. The
type of strategy pursued by an organization decides the human resource management
(HRM) practices. MNCs may adopt International strategy where existing core
competencies are used to exploit opportunities in foreign markets, a Multidomestic
strategy where foreign subsidiaries operate as autonomous units to customize products
and services as per local needs, a Global strategy focus on tight control on global
operations to maintain standardization, and Transnational strategy combines policies
regarding staffing, expatriate selection, compensation, industrial relations, training, and
diversity management.

2. Staffing Policies in MNC’S
Staffing policies in international HRM defines the process through which the MNC
assigns the foreign job to the most appropriate candidate. There are three approaches to
staffing in MNC’s. Polycentric approach to international management is the policy
involved in hiring and promoting employees who are citizens of the host country. The
polycentric approach involves low costs of recruiting and training with lesser problems
of adjustment and communication since all employees are from the same region.
Ethnocentric approach is used in MNC’s having international strategic orientation
while polycentric approach maintains employees from the same area, ethnocentric
involves sending employees from the home or parent countries to the host country.
Geocentric staffing approach is adopted when companies implement a transnational
orientation. In such an approach people are recruited based on their skills and
experiences irrespective of their nationality. Managing Human Resources in International Organizations 357
Source: Charles W.L. Hill, Ninth Edition. (2013), International Business.
Figure I: Comparison of staffing approaches.

3. Selection and Training of Expatriates 
Expatriate is the employee who relocates with or without family for a for a foreign
country for completion of job .Selecting the right person is important else there may be
problem of premature return of the expatriate and complications in international
business operations. . Ronen (1989) describes five categories of attributes of success:
(1) job factors (2) relational dimensions, (3) motivational state (4) family situation, and
(5) language skills. These five selection criteria are found to be effective in deciding on
the suitability of an expatriate for a foreign assignment.
Training of expatriates and employees involved in international business is a decisive
factor deciding the quality and performance of HR in international business. The
training should include.
• Cross Cultural training – it should foster an understanding and appreciation
of host country’s culture.
• Language training – the training must provide the knowledge of the language
used to communicate in the host country i.e. the rules of verbal, written, oral
and non verbal communication prevalent in host country must be introduced.
• Job specific/technical training – every job assignment is unique and the
employee must be trained to deal with the specific requirements of the job.
Mendenhall et al. (1987) distinguish between three types of training, namely,
(1) information giving approaches, which have a relatively low level of rigour;
(2) affective approaches which address people’s feelings as well as ‘facts’; and 358 Neha Tiwari
(3) immersion approaches which are in-depth methods covering a broad range
of topics and methods.
Source: Mendenhall, Dunbar & Oddou, 1987: p.340.

4. Issues in Compensation in International HRM 
The right type of compensation is even more important for employee motivation in
International HRM because the risks and challenges in performing are higher. Mostly
the MNC’s rely on balance sheet approach in deciding pay and benefits .It can be
implemented by home based method, headquarter based method or host based method.
The companies must compensate for cost of living in the host country, Foreign Service Managing Human Resources in International Organizations 359
premium, healthcare costs, educational allowance for children and housing assistance
in host country. The company must consider the burden of dual taxation and other
taxes like excise customs.
5. Repatriation Management 
When expatriates return to home country they may experience “reverse culture shock”,
which may lead to dissonance at work and family. The companies must have a
repatriation adjustment program; the company may provide counseling to employees
to deal with the sudden changes. The companies must utilize the knowledge and
experience of the repatriate, the career progression of the employee; away for the
foreign assignment; must be decided in advance to avoid career stagnation upon
returning.

6. Conclusion 
Managing human resources in international organizations can be a complex issue.
MNC’s continuously strive to improve their international HRM strategies .Selection of
the right incumbent for the foreign assignment must be based on holistic selection
criteria, especially the criteria of cultural adaptability. Training before assigning the
job is must to make the employee aware of the challenges ahead, managing
repatriation through a career progression plan for expatriate and employee counseling
is another focus area of international HRM. The correct compensation strategy keeps
the employee morale high and motivates others in the organization to accept foreign
assignments. The MNC’s must strive to maintain harmonious labor relations to avoid
confrontations with labor and trade unions in host country. HRM, if given due
attention, can undoubtedly be leveraged to be a source of competitive advantage for
organizations expanding across countries.