Marketing involves informing and educating target markets about a company's value and competitive advantage. The goal is to build preference for a company's products within target markets. Marketing consists of product marketing, corporate marketing, and marketing communications disciplines. Product marketing generates product awareness and demand. Corporate marketing generates company awareness and differentiation. Marketing communications employs various media to support marketing objectives. Social marketing systematically applies marketing concepts and techniques to achieve specific behavioral goals for social good, rather than financial goals like commercial marketing.

1. CONCEPT OF MARKETING
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2. INDEX
1.CONCEPT OF MARKETING
2. IDEA MARKETING
3. SOCIAL MARKETING
4.THE 7 DOOR MODEL
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3. 1.CONCEPT OF MARKETING
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1. concept of marketing

4. 1.CONCEPT OF MARKETING
Introduction
Marketing is an instructive business domain that serves to inform and educate
target markets about the value and competitive advantage of a company and its
products.
The goal of marketing is to build and maintain a preference for a company and
its products within the target markets.
1. concept of marketing
SAIS-BC Project

5. 1.CONCEPT OF MARKETING
Marketing Domain
Marketing is an instructive business domain that serves to inform and educate
target markets about the value and competitive advantage of a company and its
products. “Value” is worth derived by the customer from owning and using the
product. “Competitive Advantage” is a depiction that the company or its products
are each doing something better than their competition in a way that could benefit
the customer
Within the larger scope of its definition, marketing is performed through the
actions of three coordinated disciplines named: “Product Marketing”, “Corporate
Marketing”, and “Marketing Communications”.
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1. concept of marketing

6. 1.CONCEPT OF MARKETING
Marketing Domain Disciplines
The “Product Marketing” discipline is an outbound activity aimed at generating
product awareness, differentiation, and demand. The “Corporate Marketing”
discipline is an outbound activity aimed at generating awareness and
differentiation to the company. The “Marketing Communications” discipline is the
employment of a mix of media vehicles that support marketing objectives.
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1. concept of marketing

7. 1.CONCEPT OF MARKETING
The following table summarizes the marketing domain concept definitions
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1. concept of marketing

8. 1.CONCEPT OF MARKETING
The following table summarizes the marketing domain elements
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1. concept of marketing

9. 1.CONCEPT OF MARKETING
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1. concept of marketing

10. 2. IDEA MARKETING
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2. idea marketing

11. 2. IDEA MARKETING
WHAT YOU WILL LEARN
Develop a framework for marketing and selling your ideas
Evaluate your company’s ability to market ideas to your customers
Infect your customers and colleagues with your ideavirus
Develop and spread your own ideavirus to be more effective as a leader
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12. 2. IDEA MARKETING
BIBLIOGRAPHY
Unleashing the Idea Virus, Seth Godin, Do You Zoom Inc., 2000.
Permission Marketing, Seth Godin, www.permission.com
Ideas Rule, Seth Godin, (reprints of Seth Godin’s columns for Fast Company)
www.fastcompany.com/team/sgodin.html
The Tipping Point, Malcolm Gladwell, www.gladwell.com
Ideas, books, etc., by Tom Peters, www.tompeters.com
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13. 2. IDEA MARKETING
Idea + Virus = Ideavirus
for the first 100 years or so of our history the country was about
building big and efficient farms. For the next 100 years or so people focused on building
bigger and better factories. This next century will be about ideas.
Unfortunately, no one yet knows for sure how to build a factory for ideas. We do know
that if you get people to accept and embrace your ideas you win. You win financially, gain
power and can change the world. The Holy Grail for anyone who sells ideas is to
“unleash an ideavirus.”
An ideavirus is a big idea that captures its target audience, influencing and changing the
population it infects. Ideaviruses are more than word of mouth. They are ideas, products,
messages that spread like wildfire and catch hold with those in its path.
Another property of an ideavirus is the speed at which it spreads. Word of mouth spreads
ideas within a relatively small group and then the spreading process slows down and dies
out. With ideaviruses using the internet, ideas are spread globally and almost
instantaneously. Because it is so easy to send ideas to others, the true ideavirus keeps
spreading exponentially as more and more people spread it to their contacts and beyond.
Can you think of some ideas that have done that?
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2. idea marketing

14. 2. IDEA MARKETING
Manifesto
In previous economies there were limits. Farms were limited by the size of the crop and
therefore the numbers of people that they could feed. Factories could only produce so
many products and get them into the hands of the people who wanted them.
Ideas are different. They replicate easily and well and often get more powerful and
valuable as more people learn about them.
Seth asks these questions about ideaviruses.
• Where does an ideavirus live?
• How does an ideavirus manifest itself?
• What does it look like?
Ideas of all kinds, Seth believes are similar. He calls them manifestos. An idea manifesto
is a “powerful, logical essay” that assembles a bunch of existing ideas and creates a new
one. Manifestos take on a variety of shapes. These may include:
• A written essay
• An image
• A song
• A product or process
The medium does not matter. What matters is that your manifesto changes the way
people think, talk, or act, and creates value.
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15. 2. IDEA MARKETING
Medium
All sorts of ideas regardless of format are lumped into the same category, MANIFESTOS
The medium is the way an idea or manifested is “ENCAPSULATED”.
“A manifesto can be a picture, a phrase, a written article a movie, or even a mathematical
formula.” The purpose of the medium is to transmit the idea virus smoothly and quickly.
The medium is the substance in which the idea lives.
The medium is the form it takes to communicate its message. It is the idea that creates
value and that changes the way people think, talk or act.
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16. 2. IDEA MARKETING
Why ideaviruses are son important
1. We live in a winner dominant world. So it’s important if you want to win to be first
and to be dominate in your field.
2. While in the past we focused on making and growing things, now we focus on
making ideas. Therefore, spreading them and having others know and adapt them is
critical.
3. People are more connected than ever. Maintaining and enlarging these connections
happens more and more often and is more and more important. Things spread by
word of “mouse,” flying with incredible speed throughout the world.
4. People are hungry to understand the new and stay on the cutting edge. We are a
country that thrives on the new and being in the know about what’s new.
5. There are more early adopters eager for the next new great thing than ever before.
More and more people want to be in the know about the newest best thing. Look at
the success of such magazines as Wired, Fast Company and PC Magazine.
6. Creating and owning a successful ideavirus can produce tremendous profits. (Zip
Drives, MP3.com, iMac, to name a few).
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17. 2. IDEA MARKETING
Launching and ideavirus
Current interruption marketing approaches use a scattershot approach, spraying millions
of messages (ads) and at populations only some of which might be potential markets for
their product or idea. The marketers develop a strong brand with recognized
characteristics, but it is hard and expensive way to attract new customers.
The secret of launching ideaviruses is to help consumers to talk to each other. This is not
easy to do. There are ways to launch your ideavirus that will help them be successful.
One of the key elements of launching an ideavirus is to concentrate the message.You
need to totally “dominate and amaze” the population you have targeted. The secret is to
identify this group and concentrate your efforts here.
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18. 2. IDEA MARKETING
Velocity
Velocity, then, is a measure of how fast the idea spreads from one person to another.
The multiplier effect is large and fast steps lead to more people being infected before it
dies out.
In order to be successful, Seth believes ideaviruses need to have a high velocity.
2. idea marketing
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19. 2. IDEA MARKETING
Smoothness
In addition to velocity, the other essential characteristic of successful ideaviruses is the
concept of smoothness. Seth tells us that the smoothness of a particular ideavirus is how
easy it is to use and spread. Does it take just one click to tell someone about a new,
terrific idea, product, or process?
It is easy to tell someone about something obvious like your new hairdresser. It is harder
to tell someone about a new message therapist as it maybe more difficult to bring it up
and to know the words to accurately describe this experience.
Seth describes how really smooth viruses like Hotmail spread by themselves. When you
send someone an email from Hotmail there is a small advertisement on the bottom of the
email. According to Seth, there is a direct relationship between how smooth a product is
and how quickly it catches on.
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20. 2. IDEA MARKETING
Sneezers
Some people are more likely to spread an ideavirus.
While some people are dead ends, others are eager to spread the word and share what they’ve heard
about, tried, read, or seen. These are the people Malcolm Gladwell, author of the Tipping
Point called Connectors, Mavens and Salespeople.
Credibility and trust are important characteristics of Sneezers. People have to trust what
they say and believe it enough to act on it. (Gladwell describes Paul Revere as an
example of a successful Sneezer, while William Dawes and others who rode that night
were not so successful at spreading their message.)
Sneezers are the core of any ideavirus. Sneezers are the ones people believe and trust
when they tell them about something new.
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21. 2. IDEA MARKETING
Two kinds of sneezers
Promiscuous Sneezers
Promiscuous Sneezers are the members of a group who can be counted on to try to
sell their favorite ideavirus to almost anyone. (Your cousin the insurance salesman is
one example.) Seth Godin describes what he calls promiscuous sneezers in the
following way:
• Promiscuous sneezers can be motivated by money or other inducements.
• Promiscuous sneezers are rarely held in high esteem as opinion leaders, but may
be effective if they are promiscuous enough.
Powerful Sneezers
Powerful sneezers have influence and cannot be bought. Powerful sneezers take risks
when they introduce something new. If what they introduce is not successful, their
influence is reduced.
Powerful sneezers have the ability to set styles and people will follow them. They are
“cool.” Seth gives us the example of Harrison Ford reversing the trend of hatlessness
with his fedora in the Raiders of the Lost Ark movies.
Powerful sneezers are trusted to have high standards. The New York Times is a
powerful sneezer because people trust it to deal with serious issues with the highest
journalistic standards and levels of integrity
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22. 2. IDEA MARKETING
The Hive
The Hive is a distinct group of people who share a set of characteristics: the ways in
which they communicate among themselves; spoken and/or unspoken rules and
standards; a common history. Some of these examples might include: Deadheads, readers
of Fast Company, followers of National Public Radio, fraternity brothers, etc.
In order to win with an ideavirus you need to choose your hive first, then build the idea.
Targeted marketing is not in itself a new idea. But, as Seth Godin describes it, a hive is a
market with a problem and a large number of sneezers.
It is critical to the success of an ideavirus (that it go “viral”) that the hive be small
enough for you to overwhelm it and dominate it. You also want to choose a hive through
which you can move your ideavirus quickly.
Be careful to choose the hive that respects the core value of your virus. Different hives
want and need different things. Understanding the real wants and needs of your hive is
critical to making a successful match and seeing your ideavirus go viral.
It is, Seth tells us, far better to pick smaller hives and conquer them a few at a time.
Identify consumers when they are “grouped in bunches and then allow the concentrated
essence of your virus to spread to other hives.”
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23. 2. IDEA MARKETING
Persistence
Persistent viruses are overwhelmingly used by the members of the hive. Anyone who is
not on board with this new idea or product will feel left behind and left out.
A persistent idea tips a hive so that the usage of the idea or product is so widespread that
it becomes a given. It is the “standard” and the product. Often, if a product is
particularly persistent, even if a better product or idea emerges, it will not be dislodged
from its now loyal users.
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24. 2. IDEA MARKETING
• Make it virusworthy. Make it an idea worth talking about, using, and/or
listening to.
• Identify the hive. To get the full benefit the ideavirus must dominate your hive.
• Expose the idea. Get it to the right people and do whatever it takes to get them into
it as quickly as possible. Pay them if you have to. Never charge for it if you can help
it.
• Figure out what you want the sneezers to say. Don’t let the sneezer decide
what to
say about your ideavirus so that their sneezing is optimized.
• Give sneezers the tools they need to spread the virus. Make it easy for
potential
sneezers to spread the idea. Give him/her a way to send it on. Reward people for
spreading your ideavirus. Ideavirus Tatics
• Once the consumer has volunteered his attention get permission. The
goal is to
get people’s attention. Then you need to build a permanent, reliable chain of
communication. You can use this communication for future enhancements and to
market new ideas.
• Amaze your audience so that they will reinforce the virus and keep it
growing.
Nurture the attention you receive and build a self-reinforcing virus that lasts and
lasts.
• Admit that few viruses last forever. Embrace the lifecycle of the virus.
Recognize
that the needs of the virus change over time. The benefits of the virus also change
over time. Leverage your expenditure for those maximum moments.
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2. idea marketing

25. 3. SOCIAL MARKETING
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3. social marketing

26. 3. SOCIAL MARKETING
Definition
Social marketing is the systematic application of marketing along with other concepts
and techniques to achieve specific behavioral goals for a social good
The primary aim of 'social marketing' is 'social good', while in 'commercial marketing'
the aim is primarily 'financial'. This does not mean that commercial marketers can not
contribute to achievement of social good.
Increasingly, social marketing is being described as having 'two parents' - a 'social
parent' = social sciences and social policy, and a 'marketing parent' = commercial and
public sector marketing approaches.
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27. 3. SOCIAL MARKETING
It is sometimes felt that social marketing is restricted to a particular spectrum of client -- the non-profit
organization, the health services group, the government agency.
These often are the clients of social marketing agencies, but the goal of inducing social change is not
restricted to governmental or non-profit charitable organizations; it may be argued that corporate public
relations efforts such as funding for the arts are an example of social marketing
Social marketing applies a “customer oriented” approach and uses the concepts and tools used by
commercial marketers in pursuit of social goals like Anti-Smoking-Campaigns or fund raising for
NGOs. An example of a social marketing firm is The Media Network, a company based outside
Washington, DC that holds contracts with various federal agencies.
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28. 3. SOCIAL MARKETING
Social marketing began as a formal discipline in 1971, with the publication of quot;Social Marketing: An Approach to
Planned Social Changequot; in the Journal of Marketing by marketing experts Philip Kotler and Gerald Zaltman.
Craig Lefebvre and June Flora eight essential components of social marketing
1. A consumer orientation to realize organizational (social) goals
2. An emphasis on the voluntary exchanges of goods and services between providers and consumers
3. Research in audience analysis and segmentation strategies
4. The use of formative research in product and message design and the pretesting of these materials
5. An analysis of distribution (or communication) channels
6. Use of the marketing mix - utilizing and blending product, price, place and promotion characteristics in intervention
planning and implementation
7. A process tracking system with both integrative and control functions
8. A management process that involves problem analysis, planning, implementation and feedback functions
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29. 3. SOCIAL MARKETING
Speaking of what they termed quot;social change campaigns,quot; Kotler and Roberto introduced the subject
by writing, “A social change campaign is an organized effort conducted by one group (the change agent)
which attempts to persuade others (the target adopters) to accept, modify, or abandon certain ideas,
attitudes, practices or behavior.quot; Their 1989 text was updated in 2002 by Philip Kotler, Ned Roberto
and Nancy Lee.
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30. 3. SOCIAL MARKETING
Bibliography
Additional well-regarded texts which further cover the subject include
Alan R. Andreasen’s classic Marketing Social Change (ISBN 0-7879-0137-7),
Nedra Kline Weinreich’s Hands-On Social Marketing (ISBN
0-7619-0867-6), Fostering Sustainable Behavior (ISBN 0-86571-406-1) by
Doug McKenzie-Mohr and William Smith, and Social Marketing - Why
Should the Devil Have All the Best Tunes? (ISBN 0-7506-8350-3) by Gerard
Hastings.
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31. 4. THE 7 DOORS MODEL
SAIS-BC Project 4. the 7 doors model
By Les Robinson

32. 4. THE 7 DOORS MODEL
SAIS-BC Project 4. the 7 doors model
By Les Robinson

33. 4. THE 7 DOORS MODEL
1. Role models and visions
In this model people tend to adopt voluntary changes because they are unhappy, frustrated or
dissatisfied with their lives or businesses. This dissatisfaction provides the energy and motivation for
change.
Dissatisfaction happens when the reality of life contradicts people's hopes, dreams and sense of
identity. It's not about rational calculation. It's about the role of the imagination: the ever shifting
dream world that swirls around our identity (our hopeful self).
There are many elements on our 'hopeful self', including values (things we value); perceived social
norms (what we think our peers value); and hopes (our vision for our lives). But life isn't a dream, it's
full of indignities and frustrations. The bigger the dissonance between dreams and reality, the more
unattainable our dreams seem, then the greater the motivation for change. Dissonance alone does not
make change however. It actually blocks change unless there are feasible pathways for change and
social 'invitations' to entice/kick us out of out comfy zones - that's where the other elements of the
model come in.
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By Les Robinson

34. 4. THE 7 DOORS MODEL
2. Rational knowledge
People need a grab-bag of beliefs and arguments they can use to justify the
change to themselves and others.
Humans are story-telling creatures. At any moment we are capable of
generating stories to justify whatever we are doing or thinking about. Our
experience tells us that these stories can sometimes be rather thin (we've
all met people, who, for instance, when all else fails, said 'I did it because I
wanted to').
SAIS-BC Project 4. the 7 doors model
By Les Robinson

35. 4. THE 7 DOORS MODEL
3. Confidence
Confidence or 'self-efficacy' is essential. People need to believe they are capable of
initiating a change and having the skills to follow through to completion. Personal
change can be tremendously intimidating. Even simple changes like going on a diet or
going to a gym can be put off for years because people doubt they have the will-power
to follow through.
SAIS-BC Project 4. the 7 doors model
By Les Robinson

36. 4. THE 7 DOORS MODEL
4. Convenience
It's a basic principle that new actions should be easy to do, simple to understand,
accessible and the right price. The overall 'cost' of acting, in time, effort, brain
power and money, should be as small as possible. Actions that actually save time
and effort are highly likely to be adopted. Those that increase the actors' costs may
prove difficult to sustain.
SAIS-BC Project 4. the 7 doors model
By Les Robinson

37. 4. THE 7 DOORS MODEL
5. Social influencers & 6. Change spaces
In the 7 Doors model, change is a social phenomenon. Virtually no one adopts
a new change in a private bubble. Family, friends and workmates are intimately
involved as triggers of change. Significant words are spoken. The actors are
dragged or prodded or enticed out of their comfort zones by people they
know they will have to go on living with.
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By Les Robinson

38. 4. THE 7 DOORS MODEL
7. Satisfaction
And lastly, the change must work. It has to be satisfying in terms that matter
to the actors. It must deliver ease, cost savings, status or prestige. It must
actually reduce the dissatisfactions that led to the initial involvement of the
actors in your program. It may also deliver unexpected satisfactions, just as
going to the gym may unexpectedly improve one's social life.
SAIS-BC Project 4. the 7 doors model
By Les Robinson