summer 2008, volume 4, issue 3

To celebrate the Institute’s 25-year his-tory, and to honour its founding mem-bers, the Canadian Institute of Marketing has published a commemorative booklet. Marketing Perspectives is a collection of members’ essays published over the past 15 years. Under the leadership of Dr. Ranjan Madanayake, MCInst.M., RPM residing in Pannipitiya, Sri Lanka, the book was edited, assembled, laid out and printed in Sri Lanka.

Dr. Madanayake and the Institute’s Councillor, Prasanna Perera, presented a copy to Canada’s High Commissioner to Sri Lanka, Her Excellency Angela Bogdan, on July 10. Presentation of the book to Canada’s High Commissioner was covered in the business media of Colombo., while additional copies were distributed to marketing and business continued on page 2

Volume 4 Issue 3 www.cinstmarketing.ca

Canadian Institute of Marketing Professional Members present anniversary book to Canadian High Commissioner

Summer 2008

...content

Institute’s ED published 3

Annual Meeting held in Toronto 3

Impact of service quality on long-term customer relationships

4

Excellent corporations— what do they do

6

Social commerce: the next evolution of eCommmerce

8

Scope and extent of strategic marketing 10

Marketing planning for strategically-driven organizations

13

Canada’s Do Not Call List Launched 16

Hollywood North uses member’s product

17

CareerBuilder 17

Councillor Faythe Pal receives Award 18

McMaster Student Information Night 18

About Us 18

New Members 19

OCMC 2008 19

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Dr. Ranjan Madanayake, MCInst.M., RPM (left) and Institute Councillor Prasanna Perera presenting a copy of Marketing Perspectives to Her Excellency Angela Bogdan

Marketing Canada Editor A. Grant Lee, MCIP., RPP., MCInst.M., RPM., FCInst.M. [email protected]

Marketing Canada is published four times a year by the Canadian Institute of Marketing and distributed to members. Marketing Canada provides authoritative editorial coverage of marketing principles, standards and ethics in Canada and abroad. Information contained in Marketing Canada has been compiled from sources believed to be correct. Marketing Canada cannot be responsible for the accuracy of the articles or other editorial material. Although the information contained in this journal is believed to be correct, no responsibility is assumed. Articles in this journal are intended to provide information rather than give legal or other professional advice. Articles being submitted for review should be emailed to [email protected] Canadian Institute of Marketing

205 Miller Drive Halton Hills (Georgetown) Ontario, Canada L7G 6G4

Tel: (905) 877-5369 www.cinstmarketing.ca

organizations in South Asia. Anthony Raman, MCInst.M., RPM. resid-ing in New Zealand, presented a copy of our book to the Vice President of the Insti-tute of Marketing Malaysia who is also the president of the Federation of the Malay-sian Consumers Association. Copies were made available to the Institute of Marketing Malaysia.

Marketing Perspectives continued from page 1

MARKETING CANADA Journal of the Canadian Institute of Marketing Le journal de l’institut canadien du marketing

Anthony also presented books to a leading education group in Malaysia and Singapore called the Raffles Educa-tion Group.

This project demonstrates the power and value of Internet technology to this Institute and the high level of trust and respect among our professional mem-bers, no matter where they reside. Thank you to the contributors of the many articles in the book, because without their thoughtful essays there would be no book. Thank you to Council for supporting this project. Thank you to the review team for mak-ing sure the selection of essays had depth and interest. And thanks to Ran-jan, Prasanna and Anthony for making it happen by taking the initiative to market the work of the Institute. These gentlemen have proved their leadership in the Institute many times over. The Canadian Institute of marketing is Canadian-based with a global outlook to embrace marketing principles and standards that are recognized world-wide. The Institute has a mandate to advocate marketing principles and stan-dards to marketers in Canada where the marketing profession is not regulated. The Institute allies itself with Canadian colleges and universities to accredit marketing programs that deliver the standards necessary to practise market-ing.

Summer 2008 Volume 4 Issue 3

Presentation of book to Canada’s High Com-missioner covered by business media.

Anthony Raman presents copy to VP of Institute of Marketing Malaysia/President of the Federation of Malaysian Consumers Association

Anthony Raman presents book to the Raffles Education Group

The Institute’s Executive Director, Grant Lee, MCInst.M., RPM, was approached by LexisNexis, a lead-ing provider of information and services solutions to professionals in law firms, corporations, govern-ment and academic institutions, in July to contribute an article on self marketing to its publication, the Bottom Line. The Bottom Line is “the independ-ent voice of Canada’s Accounting and Financial Professionals.” His article appeared in Vol. 24 No. 11, Mid-September 2008 on page 12. LexisNexis originally pioneered online information with the Lexis®, Nexis® and QuicklawTM research services. A member of Reed El-sevier, LexisNexis helps customers achieve their goals in more than 100 countries, across six continents, with over 13,000 employees. Through the integration of infor-mation and technology, LexisNexis uniquely unites proprietary brands,

advanced web technologies and pre-mium information sources. Across the globe, LexisNexis provides customers with access to five billion searchable documents from more than 40,000 legal, news and business sources. Lee’s article takes a pure marketing approach to marketing oneself. He focuses on identifying, creating and sustaining competitive advantage in the marketplace, while building the drive to sell skills and experience to target markets at a profit. Self becomes an “engineered product,” not a commodity. The services pro-vided by accountants are anything but a commodity. The value of self is an outcome of education, personal devel-opment (including a healthy mind and body), and experience in the market sector being targeted for career devel-opment. Ancillary to the value of self is the level of compensation that can be demanded for the knowledge that is for sale. For accountants to embark on a path of continuous professional de-velopment to sustain their careers, fees for service or salaries must be able to absorb the costs of professional devel-opment. Lee concludes the article by saying that the marketing of “me” is a career-building necessity. Accountants who begin market themselves early in their career have a definite advantage over those who don’t. A little marketing can go a long way. A lot of marketing is an investment in your future. Lee can be contacted at [email protected].


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Annual Meeting held in Toronto The Canadian Institute of Marketing held its Annual General Meeting on July 18 at the Old Mill Inn and Spa in Toronto, Ontario.

Following is the 2008 Executive and Council. Executive Tareq Ali, Chair, St. Michael’s Hospital Ranil Herath, Vice Chair, Everest College, Kitchener Campus Oswald Emmanuel, Treasurer Trillium Health Care Shiv Seechurn, Registrar, Canada Customs and Revenue Agency Joshua Caplan, Past Chair, Marketing Consultant Council Suzen Fromstein, The Write Connections Tareq Ali, St. Michael’s Hospital Ranil Herath, Everest College, Kitchener Campus James Schauer, Easton Marketing Services Ltd. Joshua Caplan, Marketing Consultant Susan Hughes, River Cree Resort and Casino Réal Chabot, TransBio Tech Shiv Seechurn, Canada Customs and Revenue Agency Prasanna Perera, Marketing Consultant/Lecturer Ron Halliday, Marketing Dynamics Oswald Emmanuel, Trillium Health Care Faythe Pal, Hands of Time Chair Ali presented his strategy for 2008/2009 that will focus on raising the public and media profile of the Institute, forging strategic alliances and growing the membership. The Institute has to act on several proposals for strategic alli-ances from organizations within Canada and abroad.

Institute’s ED published in The Bottom Line

Members take a break from presentations to discuss action items.

Why do we need to talk about this? Big or small, the current global eco-nomic downturn affects many or-ganisations worldwide. It is a good time for organisations to review their relationship with customers to sur-vive the upcoming harsh winter with a possible oil hike. We cannot turn our heads these days without bumping into a CRM discus-sion. However, it seems that many organisations (especially SMEs) are still not fully exposed to the very ba-sic principles of CRM. The purpose of the article is to shed light on some of the important basic instruments of CRM. In this article, I address the service sector customer loyalty and long-term relationships particularly be-cause, “delivering a quality service is considered an essential strategy for success and survival in today’s com-petitive environment”(Parasuraman, Zeithaml and Berry,1985).

(Ranaweera,2007), states that satisfied customers; “Generate more profits because they get accustomed to the service and use the service more, they are less price sensitive thus, companies can charge more ,they bring extra business through referrals and they are more profitable because acquiring new customers is more costly than retain-ing them….” Hence it is evident that service quality is a crucial component in long-term relationships and profitability. The concepts which I present in the article have been tested and proven in the corporate world for decades, and could bring valuable insights into a business. What is a service? Rathmell (1966) defines service as an “act or process”. More recently, ser-vice has been described as a "deed, act or performance" by Berry, (1980). Product, on the other hand, is “....anything that can be offered to a market to satisfy a want or need”, (Kotler and Keller, 2005). “The essential difference between a product and a service is that services are intangible, inseparable, perishable and variable”, (Kotler and Keller, 2005). Services are intangible. Unlike a physi-cal product, services cannot be touched, tasted, seen, and smelled. A bank will have solid oak panelled walls, mahogany tables and granite floors to emphasise the trust and reli-ability of the products and services they offer. Services are inseparable. Typically,

services are produced and consumed at the same instance. Variability is another special feature and differentiator of services. Quality of a service entirely depends on the service provider and the context. Ser-vice providers are typically human beings, and it brings about a degree of variability experienced by clients. Perishability, is another unique fea-ture of services. It implies that ser-vices cannot be stored for future use. Services need to be consumed, as they are produced, and if not, they are not available for delayed con-sumption. ‘Service quality is a construct that is difficult to define and measure”, ( Rathmell, 1966). Unlike a product consumers face difficulties in evaluat-ing a service. They usually look for cues such as personal interaction in assessing a service (Parasuraman, Zeithaml, and Berry 1985). Parasuraman, Zeithaml and Bitner, (1985) define service quality as “The discrepancy between customer ex-pectation and perception of service”. There are five dimensions which cus-tomers apply to evaluate a service: • Tangibility –Appearance of

physical facilities, equipment, personnel and communications material;

• Reliability – The ability to per-form the promised service de-pendably and accurately;

continued on page 5

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Impact of service quality on long-term customer relationships By Lemali Pathirana, Dip.M., ACIM (UK)., MCInst.M.

Lemali Pathirana, MCInst.M.

• Responsiveness – The willingness to help customers and provide prompt service;

• Assurance – The knowledge and courtesy of employees and their ability to convey trust and confi-dence; and

• Empathy – The caring individual-ised attention the firm provides its customers

SERVQUAL model by Parasuraman et al, (1985), analyses gaps between the service quality expectations of cus-tomer and the service quality perform-ance of a firm. According to the model there are five service quality gaps. GAP1 –Gap between customer expec-tation and management perception – As a bank customer, I expect to with-draw money in five minutes, but man-agement of the bank thinks customers are willing to wait 10 minutes. GAP2 –Gap between management perception and service quality specifi-cations - Management knows custom-ers don’t like to wait more than five minutes but they don’t tell it to the teller. Instead they play music in the lobby. GAP3 – Gap between service quality specifications and service delivery – The bank teller is so inefficient he/she takes too much time counting the money and checking documents. GAP4 –Gap between service delivery and external communication – The advertisement in TV said you could expect very pleasant staff at the counter but they didn’t even say good morning. GAP5 – Gap between perceived ser-vice and expected service – I expected to be served at the VIP counter, but I

ended up in a long queue! Who’s fault is it? SERVQUAL model has been identi-fied as a comprehensive model to identify service needs and service qual-ity. It can be used as a framework to improve the service quality of a firm.

The lesson... Organisations need to pay close atten-tion to the essential difference be-tween a service and a product, that will help them to improve the level of service provided and correct any ser-vice misconceptions. An organisation which tries to mani-fest the quality of its service through the five dimensions and tries to close the gaps identified in the SERVQUAL model can serve the customer far bet-ter than its competitors. This results in a positive post purchase evaluation by the customer, thereby compelling the customer to establish a long-term rela-tionship with the organisation. To implement such high quality ser-vice standards, organisation-wide par-ticipation, leadership and motivation is required. Organisational culture must be tuned to accept the new way of doing things. Top management com-mitment to the philosophy is most crucial. Employees must be informed, trained, empowered, and rewarded to reap the benefits of the changes.

References: Berry, Leonard L. (1980), "Services Marketing Is Different," Business Week (May-June), 24-29. Kotler,P., Keller, K.L., Marketing Management,(2005) ,12th edition, Prentice Hall of India. Ranaweera,C.,(2007), “Are satisfied long-term customers more profit-able? Evidence from the telecom-munication sector”, Journal of Target-ing, Measurement and Analysis for Mar-keting (2007) 15, Pp.113 – 120. Rathmell,J.M. (1966), “What Is Meant by Services?” , Journal of Mar-keting , October 1966, Vol. 30 Issue 4, p32-36. Zeithaml , V . A . , Berry , L . L . and Parasuraman , A . ( 1985 ), “A Conceptual Model of Service Qual-ity and Its Implications for Future Research”, Journal of Marketing, Fall85, Vol. 49 Issue 4, p41-50.

Lemali Pathirana is a visiting lecturer at the Faculty of Management and Com-merce ,University of Sri Jayawar-denepura, Sri Lanka. She is currently in the process of writing her MBA disser-tation on Service quality. She can be reached at: [email protected].

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Service Quality continued from page 4

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verance and passion. (3 Ps). Corpo-rations who are blessed with the right culture know the value and make every attempt to safeguard it. Leadership (managerial) Leadership is another area where much literature exists. It is the lead-ership provided that creates the right corporate culture, among other things. Good managerial leadership requires vision and dynamism. The ability to determine the goal posts and guide people towards them, constantly. Take for example, the leadership pro-vided by Jack Welsh in guiding the destinies of GE, Lee Iacocca and the Chrysler turnaround, Bill Gates and the Microsoft success. Take Jack Welsh, Lee Iacocca and Bill Gates out of their respective corporations and the void is intense. Basically, these corporations would lose their corporate identity! What you require for today’s corpora-tion is consultative leadership, where the leader and followers, consult each other in decision making. In certain corporations, even partici-patory leadership can be practised, where joint decision making is the norm. In Asia, leaders such as Akio Morita of Sony and Matsuita of Pana-sonic are legendary for their vision and business acumen. Availability of information In today’s high tech world “information is power”. Information systems should be in line with macro

environmental changes, capturing relevant data and transmitting same to the required persons. Hence, we find that successful corporations have invested heavily, into develop-ing not necessarily super information systems, but effective systems in terms of their business. Further-more, these information systems are kept under constant review, for effi-ciency and effectiveness. Investing in brand building Successful businesses know the value of nurturing and building strong brands. Take the example of con-sumer giants such as P & G, Uniliver and Nestle. These corporations have invested in building strong brands to dominate markets. Brand equity and customer loyalty have provided these corporations results in the long term. Brand build-ing should not be an optional extra to be carried out when things are good, and shut off in times of economic downturn. Knowledge management As much as information is power, so is knowledge. Fostering a learning organization that believes in continu-ous knowledge development is es-sential for success. Successful corporations encourage their people to acquire new knowl-edge, and also to share it among other people working in the organiza-tion. How many organizations re-quire people who follow training pro-grammes to share this knowledge with others? This simple practise fulfils two objectives; sharing of knowledge, and for the nominee - a reaffirmation of learning. Another simple way of enhancing knowledge is to encourage people continued on page 7

Excellent corporations— What do they do different? By Prasanna Perera, F.C.I.M. (UK), MCInst.M., FCInst.M., M.S.L.I.M., Marketing and Management Consultant, Chartered Marketer—CIM (UK)

Prasanna Perera, MCInst.M., FCInst.M.

Reams of paper have been printed worldwide, encompassing literature on this fascinating topic - How to achieve corporate excellence. Having studied nu-merous publications, I am of the view that a few basics are what matters in the final analysis. Corporate Culture Excellent corporations have an unique way of doing things. They have a spe-cial culture. This culture is built on innovation, creativity, teamwork and corporate values. Less is spoken about controls, policies and proce-dures. Rules are not required, since people in such corporations are guided by corporate values, which act as behavioural norms. It is my belief that a sound corporate culture is a vital pre-requisite for busi-ness success. Unfortunately, cultivat-ing a positive corporate culture is no easy task and requires patience, perse-

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Hire the very best Excellent organizations believe that they should hire only the very best people. These organizations have very well defined recruitment guidelines, to attract and retain the best people. Not only are they hiring the best, but also providing them with world-class train-ing and development opportunities to keep them at the cutting edge of com-petence. Employees of superior corporations help their own cause by believing that they are the best and initiate their own training and development pro-grammes. The motto is “we are the best in the business and we will do what matters, to keep it that way”. Open communication (two-way) The management of high performing organizations appreciate the value of good communication. Employees are always told the truth and are encour-aged to question management deci-sions. Communication flows both ways, from top to bottom and bottom to top, continuously. Hence the bush-telegraph system (grapevine) is not required, which helps foster the right working spirit. People are also clearly told about what is expected from them. Their per-formance is communicated regularly and joint initiatives are taken to im-prove performance where required. Open concept office layouts are de-signed, as they are believed to foster open communication. All physical barriers to communication are re-moved. Innovation and entrepreneurship “Innovate or die”, is the motto that excellent companies live with. Relent-less innovation to leapfrog competi-tion drives these corporations. For example, the Gillette Corporation,

believes in non-stop innovation. These excellent companies also real-ize that “new to the world” innova-tions are not always required, but astute product modifications and renovations can be equally effective to combat competition. To live the motto of “innovate or die,” an organizational culture that fosters creativity and “out of the box” thinking is nurtured. Entrepre-neurial behaviour among employees is encouraged and rewarded.

Conclusion In this article, I have endeavoured to share the recipes of success of high performing organizations. You will observe that these recipes are not complicated; simply doing certain things correctly and consistently. Most organizations are aware of suc-cess recipes, but do not adopt these recipes because of poor leadership and a weak corporate culture. Organizations would do well to benchmark themselves against world class entities, so that they become committed to uplift their perform-ance standards and work practices. There are three types of organiza-tions: continued on page 8

to question the status-quo. Why? This creates new ideas and new ways of doing work. Reviewing corporate strategies Successful strategies of the past do not guarantee future success. Suc-cessful organizations are aware of this. These organizations keep their strategies under constant review and are willing to change strategies that are not delivering the desired results. Basically, they guard against a phe-nomenon called “strategic wear out”. A proactive corporate culture, sup-ported by clear leadership, ensures that winning strategies are developed and implemented.

Work is fun In high performing organizations, work is something interesting and to be enjoyed by everyone. The fun ele-ment is laughter, acknowledging suc-cess, and encouraging higher levels of performance. People feel that they are happy at their workplace and look forward to their working day. Working with fun has profound ef-fects on inter-personal relationships. Sound interpersonal relationships based on mutual trust, respect and under-standing, provides superior productivity gains. Excellent corpo-rations have discovered this dimen-sion, and encourage people to build interpersonal relationships at work.

Excellent corporations continued from page 6

1. Organizations that make things happen;

2. Organizations that watch things happen; and

3. Organizations that wonder what happened.

“Excellence is not achieved by chance. It is through insight and perseverance, that it can be achieved”. Prasanna began his marketing career in 1983 with the Browns Group. Thereafter, he held several senior management appointments in Marketing, at Darley Butler & Company, Singer Sri Lanka Ltd., Hemas Group, John Keells Holdings and Tetra Pak Sri Lanka, spanning 20 years. Prasanna is a Fellow Member and Chartered Marketer of the Chartered Institute of Mar-keting, U.K. a Councillor of the Canadian Institute of Marketing, a Member of the Singapore Institute of Management, Market-ing Institute of Singapore, Sri Lanka Insti-tute of Marketing and the Sri Lanka Institute of Directors. He holds a Masters Degree in Business Ad-ministration from the Postgraduate Institute of Management, a Postgraduate Diploma in Finance and Business Administration from the Institute of Chartered Accountants Sri Lanka and a Postgraduate Diploma in Mar-keting from the Chartered Institute of Mar-keting in the U.K. He is also a Doctoral Candidate of the University of South Aus-tralia. Prasanna is also a Senior Lecturer in Market-ing at the Sri Lanka Institute of Marketing and is on the visiting faculty of several Uni-versities and Professional Institutes, both for Postgraduate and Undergraduate degree programmes. He is also the Chief Examiner for Marketing at the Institute of Bankers Sri Lanka and Certified Management Account-ants (CMA), Sri Lanka. Further, Prasanna is a Senior Marketing Consultant for several organizations and a much sought after Marketing and Sales Trainer. He won the “Marketer of the Year” Award in 2001. Contact Prasanna at [email protected].

Online presence has been a require-ment for corporate marketing for many years. Most companies have moved from brochureware to eCommerce. The next evolution of Web sites has begun and it is the move to social com-merce. With social commerce, consum-ers have an unprecedented forum for communicating with each other and corporate organizations about their purchases and opinions about corpo-rate organizations. Web sites are moving from a broadcast medium where companies distribute information about their products and services to a social network where cus-tomers participate in the content of Web sites. Social networking services have led to social commerce where buying behaviours and interaction with companies are based on interaction with other customers who have similar interests. This is not only a service for the customers but provides a company with up-to-the-minute information about what is relevant to the customer. Online marketing strategies need to shift along with this change in cus-tomer expectations. Two key themes of social commerce are creating communi-ties and soliciting ideas from custom-ers. Word of mouth has been touted as the most effective form of marketing. Word of mouth can be brought to a completely new level by bringing it online through a community. Commu-nities allow the public to post ratings and reviews about products and have discussions in their areas of interest. Customer reviews are seen as more trusted than traditional advertising. Ac-

cording to a global Nielsen survey of 26,486 Internet users in 47 markets, consumer recommendations are the most credible form of adver-tising among 78% of the study’s re-spondents. Are you afraid to let people publicly post about your company? They are going to do it anyway. Participating in the process openly helps ensure all the facts are presented. From a pub-lic perception standpoint, employing corporate transparency can work in your favour. Do not just be the sub-ject of discussion, be a part of it. When it comes to positive endorse-ments and commentary, you want them to be public. You no longer have to hassle people to provide en-dorsements. They can be communi-cated directly to others without inter-ference. Not only that, because peo-ple have posted of their own free will, their message is more believable and therefore more impacting to other people visiting the site. Negative reviews can actually result in a positive benefit. Negative re-views establish authenticity. If all comments were positive and rated 5 out of 5 it would be hard to believe. Consumers look for negative com-ments to ensure they have done their due diligence on their shopping and that they have made the right pur-chase. Monitoring of communities can be automated as well. Business Intelli-gence techniques such as text ana-lytics can automatically monitor what continued on page 9

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Social commerce: the next evolution of e-Commerce By Craig McQueen Agora Consulting Partners Inc.

Excellent corporations continued from page 7

is being posted. Common features of text analytics include the following: • Classifying posting as positive,

negative or neutral; • Grouping similar postings to-

gether; and • Detecting postings with key

words or phrases. The combination of customer post-ings and text analytics provides a so-cial networking platform that gathers important key information about what people think of your products or of your company. Since people identify themselves when they post, you see which customers are your biggest fans and which need to have issues addressed. Blogs are a common way to imple-ment a social network. A blog is im-plemented on a Web site and is usu-ally maintained by an individual. Peri-odic entries of commentary, descrip-tions of events, or other material such as graphics or video are posted to the blog. Often people can com-ment on the blog postings. Royal Bank of Canada has launched a blog web site called “RBC p2p” (http://www.rbcp2p.com). It is a blog community set up for the spe-cific purpose of helping students with money. The pitch is “for students, by students” as students publish the only content on the site. By hosting the community, RBC has aligned themselves with the image of being open, helpful and current rather than the traditional view of a bank being impersonal and unfriendly. Customers are also a very powerful resource for contributing to the fu-ture direction of a company. In the book, The Wisdom of Crowds by James Surowiecki, the author dis-

cusses "under the right circumstances, groups are remarkably intelligent, and are often smarter than the smartest people in them." The specific circum-stances he discusses are that the crowds need diversity of opinion, independ-ence of members from one another, decentralization and a good method for aggregating opinions. Social commerce provides an environment that meets all these conditions. Some corporations have realized this and are now harness-ing the collective wisdom of their cus-tomers to drive change to their prod-ucts and companies. Starbucks has adopted this strategy with http://mystarbucksidea.com. Here you can post your idea about how they can improve their products or stores. The public vote on them and the most popular ideas bubble to the top. Internally, Starbucks staff reviews and responds to them. The idea catego-ries are divided into Product, Experi-ence and Involvement. Some of current suggestions range from how to be more environmentally friendly to new prod-uct ideas. Most recently, Jeff Howe has docu-mented this phenomenon in the up-coming book Crowdsourcing: Why the Power of the Crowd Is Driving the Future of Business. Jeff defines Crowd-sourcing as “the act of taking a job tra-ditionally performed by a designated agent (usually an employee) and out-sourcing it to an undefined, generally large group of people in the form of an open call.” Technology is not the barrier to social enabling a Web site. There are pack-aged software products and services available, which make it relatively easy to deploy. The challenge is the cultural shift of how you interact with your cus-tomer. It opens a completely new level of trust between a customer and a com-pany. The very first step is to overcome the fear of changing your interaction

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Social commerce continued from page 8 with the customer. It is important to provide incentives for people to interact with your site. Providing loyalty points for contrib-uting is one strategy. It is amazing that simple recognition of contribu-tions is a motivator. The web site https://www.torontogasprices.com takes contributions from people for posting gas prices in the GTA. The reward people get is simply that the more postings they make the fancier the car icon beside their name. If you are ready to incorporate so-cial commerce into your marketing strategy, you should take the follow-ing steps: • Establish a corporate culture

that embraces the customer’s opinion and is not afraid of hav-ing it viewed publicly;

• Decide on the priority within your organization for a social community. Is it a forum for product ratings and discussion, or letting people suggest ideas;

• Evaluate products on the mar-ket that support social com-merce; and

• Build a marketing program that that encourages people to con-tribute to your Web site.

Craig McQueen is a Certified Business Intelligence Professional – Mastery Level and has a MSc degree specializing in Human-Computer Interac-tion. In his 15 years of consulting ex-perience, he has worked with Enterprise companies such as TD Bank, Panasonic Canada and Bank of Montreal. He has co-authored a number of books and has presented at international conferences. He can be reached at [email protected].

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To understand strategic marketing, which is often misused, we need to look at the marketing process which has five elements. Investigative marketing – collect-ing, collating, tabulating and inter-preting marketing information and analysing all information and data. Directional marketing – ascertain-ing key issues, making logical and prudent assumptions, determining the right vision and mission, setting goals and objectives. Strategic marketing – segmenting markets, targeting market segments to serve, differentiating and posi-tioning value propositions. Tactical marketing – creating the value vehicle, determining cost to customer, facilitating accessibility, developing integrated marketing communications, motivating and empowering internal stakeholders, ensuring excellence in process, pro-viding physical evidence, and wow-ing customers

without being lumpy. A very broad approach to segmenta-tion is by: • Geographic – country, region,

city, urban, rural, density, climate; • Demographic – age, family size

and life cycle, gender, income, occupation, education, religion, race, generation, nationality, social class;

• Psychographic – lifestyle, person-ality, sophistication; and

• Behavioural – occasions, benefits, user status, usage, loyalty, readi-ness stage, attitude towards a product.

Middle class women would be defined as a market sector, while middle class mature women looking for inexpen-sive skin care solutions another. Middleclass mature women looking for inexpensive skin care solutions to prevent skin wrinkling would be a market niche, and middleclass mature women looking for inexpensive skin care solutions to prevent skin wrin-kling using only herbal products would be a market cell. The next level would be the individual. When it comes to serving individual customers, the company undertakes the challenge of going for mass customization through “customerizsation.” Once the segmentation process is completed, the decision as to which segment or segments to serve must be made, simply because no product is ideally suitable for all segments. Even though the former CEO of Coca Cola, Roberto Goizueta saw people drinking water as an opportunity, and water as also a competitor, Coca Cola segmented the market to serve people continued on page 11

Administrative Marketing – prepar-ing the strategic marketing plan, test marketing, implementation and con-trol through evaluation and marketing audits. Strategic marketing is the third ele-ment and begins after determining strategic direction. The components of strategic marketing are: • Segmenting markets; • Targeting market segments to

serve; • Differentiating value propositions;

and • Positioning value propositions. This is the most important stage in the marketing process, not that the others aren’t important but this is more im-portant due to its long-term nature. Strategic elements should not be sub-ject to frequent change, and should be managed prudently and wisely. One cannot, for example, run a positioning at launch and suddenly reposition it in just a few months at early growth. It will confuse the target market, and end being no more than an act of tink-ering. The first aspect of this stage is seg-menting markets. To use a Sri Lankan example, today the full cream milk powder (FCMP) category serves many segments in a highly segmented mar-ket. The cream milk companies seg-ment people as those who need low fat, or need high calcium. This is needs-based segmentation. Children are segmented by age in a demo-graphic segmentation, and different products are positioned for each seg-ment. Marketers of FCMP have also identified a new segment – those who want a FCMP or milk powder that dissolves instantly and completely

Scope and extent of strategic marketing By Dr. Ranjan Madanayake, DBA, CPM, FSPMgt, FSBP, MCInstM, RPM, MMA, MNZIM, MIM (SL), MSLIM

Dr. Ranjan Madanayake, MCInst.M, RPM

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with non-Cola products such as Fanta and Sprite. This is targeting. The process broadly asserted by Kot-ler (2003) is: • Single-segment concentration –

single product to serve one seg-ment;

• Selective specialisation – differ-ent products for different seg-ments;

• Product specialisation – one product to serve several seg-ments;

• Market specialisation – several products for one segment; and

• Full market coverage – serve all segments with product(s).

Once the above process of targeting is accomplished, the next step is to find a method to differentiate the total value proposition. Who would want to shift to a ‘me too’ product - unless it is as good but cheaper. However, price isn’t a sustainable differentiator. There must be sustain-able superior value that will differen-tiate the total value proposition to retain existing users and get non-users to migrate. Differentiation variables (Kotler, 2003): • Product – form, features, per-

formance, conformance, durabil-ity, reliability, repairability, style, design;

• Services – ordering ease, delivery, installation, customer training and consulting, maintenance and repair, miscellaneous;

• Personnel – competence, cour-tesy, credibility, reliability, re-sponsiveness, communication;

• Channel – coverage, expertise, performance; and

• Image – symbols, media, atmos-phere, events.

The next step after differentiation is positioning. Positioning is the heart of marketing. Markets or customers’ po-sition value propositions, and this is known as market positioning. The tools to achieve a favourable market positioning are: • Corporate positioning – the or-

ganisation; • Product positioning – the value

proposition; and • Competitive positioning – the

alternatives or substitutes. Positioning is what companies or or-ganisations must do, and if correctly done will result in market positioning where the market will position the value proposition as desired by the company. Successful market position-ing comes from a reliable company with good quality products that are better than others resulting in the right choice. Mercedes is positioned as be-ing ‘most prestigious.’ Mercedes owns the ‘most prestigious’ position. Simi-larly Volvo owns the ‘safest’ position and also ‘durable’ position, while BMW is ‘the ultimate driving ma-chine’.

For corporate positioning two ap-proaches can be examined: Porter’s Generic Strategies (1980), and Treacy & Wiersma’s Value Disciplines (1996). The three generic strategies that Por-ter has proposed are: • Cost leadership – produce at the

Strategic marketing continued from page 10

lowest cost and sell at a low price;

• Differentiation – provide supe-rior value than others in the mar-ket; and

• Focus – target a narrow market segment or niche to serve.

Treacy & Wiersma’s Value Disci-plines is quite different: • Operational Excellence – be ex-

cellent in operational manage-ment;

• Product Leadership – be a tech-nology driver who is always ahead; and

• Customer Intimacy – mass cus-tomisation.

They add that one has to excel in one discipline and be reasonably good in the other two. McDonald’s has a focus – Chil-dren—and it also has achieved opera-tional excellence. Sony has achieved product leadership by being an inno-vator while Burger King is known for customer intimacy, providing their food preparation and presentation the way customers want. A local brand, Paracetol, is a cost leader whose price is the lowest in the mar-ket and Dominos is a differentiator handling home delivery in the Pizza category. Value proposition is the total value package promised by the company. The product is a vital element and the vehicle that delivers the value proposition. The product embodies a service; an idea or offering that deliv-ers value. In positioning a product, companies need to go beyond a broad positioning as done in the case of corporate positioning. Kotler (2001) offer the following alterna-tives: continued on page 12

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Attribute positioning – claim an at-tribute such as the oldest hotel; Benefit positioning – claim a single major benefit or multiple benefits; Use and application positioning – claim it is best for an use: walking; User positioning – claim being best for users like graphic designers; Competitor positioning – claim supe-riority over competition; Category positioning – claim leader-ship of category, No 1; and Quality and price positioning – claim a quality to price relationship. Many marketers neglect the competi-tion when it comes to positioning. But it is most essential, because the threat of losing market share and revenue is to a direct or an indirect competitor. The problem for Coke is Pepsi, Fruit Juice, Water, etc. The following options adapted from the book Marketing Warfare, authored by Al Ries and Jack Trout (2003) are proposed: • Defensive Positioning; • Offensive Positioning; • Flanking Positioning; and • Guerrilla Positioning. Defensive positioning If you are the market leader – posi-tion as No. 1 or Super brand. It in-cludes the ability to attack one’s self – position as a continuous improver with preparedness to block strong competitive moves with a quick re-sponse Offensive positioning This is appropriate for a No. 2 or a challenger. Focus is on the leader’s positioning – emulate the leader’s positioning. Find a weakness in the leader’s strength and position on that weakness. Launch the positioning on as narrow a front as possible – not head on.

Flanking positioning This is ideal for new entrants, or those value propositions that had failed. Fo-cus on an uncontested area and try to create a new sub-category. It requires the element of surprise. Choose a po-sitioning that is unexpected. Relentless pursuit is necessary as is continuity and the commitment to win. Guerrilla positioning This kind of positioning has three principles: 1. Serve a niche – do not disturb the

leaders; 2. Remain focussed – stay in that

category or segment; and 3. Be flexible – be ready to change

or divest. Positioning is the ultimate strategic element of the marketing process. An it leads to market positioning (Corporate + Product + Competitive Positioning = Market Positioning) Strategic marketing is about segment-ing markets, targeting market seg-ments to serve, differentiating, and positioning value propositions. Often strategic marketing is used to refer to the total marketing process, but it should be in respect of the strategic aspects previously discussed. Your comments are most welcome at [email protected].

References: Kotler, P. 2003, Marketing Management (11th ed.) Prentice-Hall of India Pri-vate Limited, New Delhi. Porter, Michael E. (1980). Competitive Strategy: Techniques for Analysing Indus-tries and Competitors, The Free Press. New York. Treacy, Michael and Wiersema, Fred. (1996). The Discipline of Market Leaders, 2nd Edition. HarperCollins Publish-ers. UK. Kotler, Philip. (2001). Kotler on Mar-keting. Simon & Schuster UK Ltd. UK. Ries, Al and Trout, Jack. (2003). Mar-keting Warfare. Reprint. Tata McGraw-Hill Publishing Company Limited. India. Dr. Ranjan Madanayake is Author Strategic Marketing Plan – The 12 ‘P’ Model, Sri Lanka . Author PCM Study Text, Sri Lanka Institute of Marketing. Co-author The Market-ing Collectibles, New Zealand & Malaysia. Co-author Marketing Skills in Management, India. Co-author & co-editor Marketing Perspectives, Canadian Institute of Marketing. Honorary member of the International Academic Board, Phoenix International University. Country Director, Global Market-ing Network, UK.

Strategic marketing continued from page 11

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Most businesses and organizations start with a firm belief in having the best product to meet the needs of their prospective customers needs, successfully. Among those who un-derstand their markets, customers’ needs and expectations, more are likely to succeed than others that do not. In time it will, however, also be discovered that marketing failures are not always due to problems with their product, services or customers’ expectations; but due to the lack of time or effort spent on effective planning before entering their cho-sen markets. Ironically, although they never seem to have time to get it right to begin with, they always find time to do it over. Strategic marketing planning is a highly disciplined, methodical proc-ess. Even with clear corporate vision and mission (statements) at the out-set, many failures arise from plans that are superficial, incomplete or take too long to develop. Thus in a fast-moving environment they are not adequately prepared for meeting

competing marketing forces head-on, compounded by their unrealistic ex-pectations and lack of frontline tactical experience. This situation could be avoided with effective strategic mar-keting plans that are based on worka-ble tactics from the outset, with built-in contingencies for optimizing all opportunities or neutralizing unex-pected risks. Many marketing successes have been linked with a myth: that desired results can be obtained with superior product or services alone. Blinding success sometimes manifests itself in a cavalier treatment of dissatisfied customers. At best such customers offer a pre-cious opportunity for improving mar-keting performance, yet this resource is rarely tapped. In reality, ongoing successful outcomes are more due to unconscious, benign “warfare-like” encounters with competitors, not sup-ported by sound “tactics” for deliver-ing goods and services effectively. This approach also lacks the benefits of a well planned approach to derive benefits from the holistic links be-tween workable tactics and a market-ing strategy which, like the ancient Chinese yin-yang, must never be sepa-rated. In today’s dynamic business world ever more opportunities for develop-ing product and services, for exploit-ing the benefits from research and customer feedback, tend to originate at lower hierarchical levels, in “the frontlines”. It is thus no longer realis-tic for one senior executive viewing the competitive environment

“through a key hole” to determine marketing strategies in isolation. More than ever, strategic planners must now consider information input from all sources, to contribute their respectively unique experience and understanding of tactics that are also do-able and most likely to succeed in arriving at marketing strategies. Unfortunately, until barely a decade and a half ago, many colleges still gave marketing as a subject relatively low priority within a “business ad-ministration” framework. During my frequent visits as guest speaker, I always began by asking students “what does marketing mean for you?” As a prospective employer, I found their responses disturbing in that their replies reflected a diverse understanding of 4, 8, even 12 princi-ples of marketing, but little on their practical inter- relationships. At the same time, prevailing literature pro-vided little information on the grow-ing need for holistic service quality, understanding of customer expecta-tions or value perceptions, and noth-ing on the role of tactics in marketing strategy. continued on page 14

Marketing planning for strategically-driven organizations By James A. Schauer, MCInst.M., RPM, FCInst.M.

James A. Schauer MCInst.M, RPM, FCInst.M

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Nowadays ever more companies are outsourcing their inquiry and com-plaints handling services to off-shore centres, thus depriving themselves of the most valuable and timely cus-tomer feedback information source for planning purposes.

Preparing a strategic marketing plan is not particularly difficult, although it does require a lot of patience and attention to detail. The plan should be as simple as possible and written in plain language. When the terms of a marketing plan aren’t perceived in the same way by all parties, the opti-mum benefits cannot be derived from it. Drawing here on centuries-old military planning, any plan for major operations can be assembled under only five main headings, in-cluding: Situation Mission Execution Administration and Logistics Organisation and Communications While this framework provides for input of necessary important detail, in business practice, it is also easy to get lost in lengthy lists of irrelevant detail, which tend to cloud the opera-tional focus and waste much valuable time in the process. In my experience

of planning for highly competitive operations like major aerial survey/mapping projects abroad and market-ing plans for travel wholesale opera-tions involving a dozen airlines and 200+ hotels in 20 countries, we could not allow more than four weeks to prepare these plans for approval, at least twice a year for 9 month seasonal delivery cycles. Yet elsewhere other organizations were found to take years for the same task. The Situation: Analyzing business performance and identifying future opportunities and threats or risks. As a basis for action it is here essential to identify all available skilled resources among employees within the organiza-tion itself, partners and contracting suppliers of goods and specialist ser-vices. This section requires ongoing monitoring of market information involving customer expectations, their value perceptions, preferences, satis-faction levels, as well as the relative strengths, weaknesses, possible oppor-tunities and threats or risks (SWOT analysis) for both, friendly resources and competitors.

Mission: A simple statement of mis-sion, objectives and goals as focus for the immediate operation (not identical, but consistent with corporate mission statement). Because suppliers and other participating organisations also

operate their own business, it is es-sential to recognize their own stan-dards of service delivery when modi-fied to become part of a common, seamless services delivery process.

Execution: Implementing, managing and adjusting strategies to achieve desired corporate outcomes. This, the main section of the strategic mar-keting or operations plan, outlines in considerable detail how the plan is to be delivered, including the market structure, internal and external sup-pliers of services and goods involved, methods, dates, times and specifics of delivery, costs and currency ex-change, expected profit margins, etc. As part of a continuing operation, this section will also provide the basis for succeeding plans, making the planning phase progressively easier and less time consuming. The front-line experience and modified tactics from each plan will provide the tacti-cal planning input for subsequent plans, making ongoing co-operation among all participants essential.

continued on page 15

Marketing planning continued from page 13

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Administration and Logistics: This section outlines the administrative tactical supporting and contracted resources for executing each strategic plan. It ensures having qualified and skilled innovative employees in place among all involved partners, and out-lines internal cost accounting, pay-ment and tax planning, and timing of payments (especially where foreign contracts are involved), investment and insurance planning, service qual-ity monitoring and resolution of cus-tomer dissatisfaction, as the most important. The – often considerable – details of this section are normally also covered in an appendix to the plan.

Organisation and Communications: This section covers the relationships between internal departments, part-ners and external suppliers, with spe-cial provisions for participating or-ganizations that are geographically widely dispersed. It outlines the re-quired service quality standards to ensure that services from independ-ent suppliers are consistent through-

out, especially where standards for delivering services to their own do-mestic clientele may differ significantly from ours.

A vital part of marketing strategy, cov-ering communications details, i.e. ad-vertising and promotion, internal aware-ness, is included as a “living”, i.e. op-erational, appendix to the plan. In volatile dynamic markets involving major department stores, supermar-kets, energy suppliers or travel whole-sale operators, the advertising/promotion plans must also be suffi-ciently flexible to permit ongoing changes in the competitive environ-ment, allowing for appropriate tactics in responding to any changes – on very short, e.g., weekly basis. Although in recent years the impor-tance of a customer focus has been stressed continuously, truly successful organizations must now also become competitor-oriented. With ongoing SWOT situational analysis they must also determine any weak points among its present and emerging competitors and launch encounters aimed at bene-fitting from those weaknesses. De-pending on their own market position, these competitive responses may be “defensive”, “offensive” or “flanking”. “Guerrilla” responses are particularly well suited for small or-ganizations with limited resources, taking on a larger competitor, like

RIM with its Blackberry technology successfully taking on Microsoft (for now). No two markets or marketing organi-zations, for that matter, are like any other. Each is unique and success in one major market cannot be taken for granted in another, even when they appear to be very similar. Throughout the plan, gathering and analysis of market data is thus critical for the development of existing or innovative or alternative solutions. As part of continuous service quality improvement this applies equally well to research for identifying customers’ causes for dissatisfaction, emerging competitive risks and determining ways for improving existing delivery of services and marketing tactics. This requirement is particularly im-portant for an organization consid-ered to be very successful which at-tempts to expand its services into new markets. It is still difficult for managements in large hierarchical organizations to accept that most innovative, creative ideas and tactics increasingly origi-nate from among lower ranking em-ployees, technicians and specialists. At the same time, in the modern mili-tary most operations plans are pre-pared by mid-ranking officers with very “recent experience in the trenches or in the air”, very rarely by generals.

continued on page 16


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After many years of preparing and executing strategic plans for major international projects, I have come to the conclusion that successful mar-keting strategies must be developed from the bottom up, and not from the top down. As such, marketing strategy should always be developed from a base of successful tactics, rather from the top down. Conclusion Application of the bottom-up plan-ning concept will lead to an organiza-tion that is strategically driven, as opposed to others that merely “talks the talk.” When an organization bases its strategy on superior exper-tise and tactics that work, it becomes strategically driven. In turn, this pre-sents a powerful focus that can be expressed in a single concept: a “holistically managed organization”. Conversely, an organization that does its planning at the executive level and then issues the resulting strategic plans to frontline workers in the best tradition of “ivory tower” thinking, winds up just the opposite. It be-comes a tactically driven organization without coherent marketing direc-tion. As it drifts where the winds and tides take it, its future depends more on timing and good luck than plan-ning and execution.

Considerable effort goes into the preparation of a successful strategic marketing plan. Only a fool plans to fail; but many more fail to plan. Yet even a bad plan is better than no plan at all. It makes good sense, therefore, to follow through on successful plans by objectively monitoring their tactical successes and ensure that you’re ex-tracting optimum benefits for applica-tion in succeeding plans. For further reading: Von Clausewitz, Carl, (1780-1831), “On War”, Book 3, Chapter 1, page 128 (1984 English Ed.), Princeton University Press, Princeton, N.J. Haines, Stephen G., “Sustaining High Performance - Reinventing Strategic Planning for the 21st Century”, (1995), St. Lucie Press, Delray Beach, Florida. Al Ries & Jack Trout, “Bottom-Up Marketing”, (1989) McGraw-Hill, New York, NY. Jim Schauer draws on his vast experience as VP Marketing and general manager for a major tour operator, in the financial services sector and as marketing services consultant to several Ministries in the On-tario Government. As president of Easton Marketing Services Ltd., based in Brigh-ton, Ontario, he can be reached at [email protected]

Canada’s Do Not Call List Launched September 30 Canadians will be able to avoid unso-licited telemarketer calls by register-ing with the national do-not-call list on September 30. Consumers will be able to register for the list either by phone or online. Telemarketers have 31 days from September 30 to update their calling lists. Exceptions to the list include calls from charities, political parties, poll-ing companies, newspapers selling subscriptions, and organizations with which the consumer has an existing business relationship. Those registered with the list will be able to file a complaint with a third-party investigator, if they are still re-ceiving calls from an un-exempt or-ganization after the 31-day grace pe-riod. Telemarketers found in violation of the list could face fines of up to $1,500 for individuals and up to $15,000 for corporations. The regulator set out rules for crea-tion and operation of the list in July 2007 and awarded Bell Canada a five-year contract to operate the list later that year. Canadians will be able to add their land line, cell or fax numbers on the national do-not-call list online at www.LNNTE-DNCL.gc.ca or by calling 1-866-580-DNCL (3625). For TTY service only (for the hearing impaired), the toll-free number will be 1-888-DNCL-TTY (1-888-362-5889).


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The production "Heartland" was a very popular CBC television series produced in unusually dusty sur-roundings. The Movie Location Manager of Heartland, Brian Dunne commented to member Norm Burns, MCInst.M., FCInst.M about his envi-ronmental product that he markets world-wide. “As a Location Manager in the Film and Television industry in Canada, it is part of my responsibility to handle the logistics of filming. One of the projects in 2007 was a C.B.C. TV series called "Heartland". Our main set was located 3 km down a gravel road, where there are probably 10 acreages. Dust abatement was part of our agreement with the local M.D. office so I started to look at different options.

A water truck is the most common way that a Movie Company controls dust. Most shows are only in one area for a short period of time, but "Heartland" would last 5 1/2 months. The water truck would have been extremely expensive, and the water applied everyday to a road in-creases the need to grade the road. Oil was a very expensive option and it would have to be reapplied throughout the season, as well as the

hazardous environmental impact oil causes. The residents of this road walk along it and ride their horses beside the road all the time. I needed something that would be less expensive, last a long time, and be Environmentally Friendly. I talked with Gil Howell from Cypher West Ltd. and he told me about the "Dust Stop" product. I was somewhat sceptical about it - "apply it once with a watertruck and it will last for months". Our film production has 60 personal vehicles, 6 tractor trailer units, 4 - 5 ton trucks, 6 - 1 ton trucks, stock trailers, and catering trucks. A huge amount of traffic on a road that used to have 10 vehicles a day. I thought this dust control would maybe last a week - a month at most. I was surprised and happy to see that our one time application in July lasted until October - when the snow came and dust was no longer an issue. I could not believe that even after the MD graded the road throughout the summer that the "Dust Stop" still kept the dust down. I was extremely im-pressed. This year the MD put a cold pavement on the road, but when there are more Movie locations on gravel roads I will make sure that I use Dust Stop.” Produced and filmed in Calgary, HEARTLAND won the Alberta Film and Television’s Rosie Award for best dramatic series in 2008, and drew strong ratings in its debut sea-son.

One of the top 30 trafficked websites in the world, CareerBuilder.com has turned its focus to international mar-kets in recent years. With offices in the U.S., Canada, UK, Sweden and more, CareerBuilder continues to ex-pand around the world, and has unlimited professional opportunities to offer global-minded individuals. Owned by Gannett Co, Inc., Tribune Company, The McClatchy Company, and Microsoft Corp., Careerbuilder.ca offers a vast online and print network to help job seekers connect with em-ployers. Careerbuilder.ca powers the online job search centers for more than 1,000 partners, including 150 newspapers, America Online and MSN. Job Seekers: More than 23 million unique visitors a month visit Career-Builder.com to find new jobs and ob-tain career advice. Employers: More than 300,000 em-ployers post more than 1.5 million jobs on CareerBuilder.com. In the Beginning: Career-Builder.com was founded in 1995 Number of Employees: More than 2,000 Partners: CareerBuilder.com powers the online career centers of more than 1,400 partners, including 150 newspa-pers and leading portals such as America Online and MSN. Global Presence: Career-Builder.co.uk and its subsidiaries oper-ate in the U.S., Europe, Canada and Asia. The Canadian Institute of Marketing is a partner of CareerBuilder.com, thereby providing a service to assist members in developing or advancing their careers in marketing. Visit www.cinstmarketing.ca for a link.

Hollywood North uses member’s environmental product

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About Us Mr. Oluwabamidele Daniel Adeyemi, MCInst.M. has been awarded Associate membership in the Australian Institute of Management and Associate Member of the Singapore Institute of Management. His post nominals include, BSc, MBA, MMIS, AMAMI CPM, MCInst.M, AMSIM, AMIM, AIMM. He can be reached at [email protected] Mr. Taiwo Olubusoye Soetan, MCInst.M has been admitted to the University of Manitoba for fur-ther studies in the Economics Department. He arrived in Canada on September 1. He can be reached at [email protected]. Mr. Soetan arrives from Glasgow, Scot-land. Mr. Soetan is an active member of the Canadian Institute of Marketing. His article, “Ten Rules for Excellent Customer Service” was published in the Spring, 2008 Issue of Marketing Canada. His post nominals include, BSc, PGD, MSc, ACE, AMNIM, ANIM, ACIM, MCInst.M. In Scot-land, Mr. Soetan was a consultant in the Credit Management department at Homeloan Management Limited- HML, the U.K’s foremost provider of systems and process outsourcing solutions to the mortgage sector.

Institute Officers Participate in McMaster Business Student Information Night Vice Chair Ranil Herath, MCInst.M., RPM and Registrar Shiv Seechurn, MCInst.M., RPM represented the Canadian Insti-tute of Marketing at McMaster’s Centre for Continuing Education Information Night for Business Pro-grams on September 4. Herath and Seechurn staffed a

display booth where they spoke with stu-dents about a career in marketing, the role of the Institute in professional marketing ca-reers, and promoted the Institute’s book, Marketing Perspectives. The Canadian Institute of Marketing sup-ports the accredited programs of Canadian Colleges and Universities and participates in student outreach events whenever possible. Contact Grant Lee, MCInst.M., RPM for information about program accredi-tations at [email protected].

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New Members and Membership Upgrades* (to September 2008)

Professional Member No. 823 Oluwabamidele Daniel Adeyemi Lagos, Nigeria Professional Member No. 827 Mustafa Aksut Toronto, ON Professional Member No. 829 Mark Lamontagne North Bay, ON Professional Member No. 831 Raghunathan Chakravarthi Mississauga, ON Associate Member No. 822 Basil Okechukwu Agbara Lagos, Nigeria Associate Member No. 824 Benson Siwekwu Onyeacholem Abuja, Nigeria Associate Member No. 826 Ayodeji Solomon Dania Ibadan, Nigeria Associate Member No. 828 Franca Nkem Okolo Kano, Nigeria Associate Member No. 830 Oladipupo Olatunbosun Ario Lagos, Nigeria Graduate Member No. 825 Stephen Bernard Roberts Miramichi, NB

Ontario’s top college marketing students get together annually at the Ontario Col-leges’ Marketing Competition to see who can do the best in a set of events de-signed to test students on the practical, under-the-gun marketing skills. This is a prestigious event where graduate level marketing students from across the prov-ince compete in a variety of case study presentations. This year’s event takes place November 13 and 14 in Niagara Falls, hosted by Ni-agara College. Judges for the competition will sit on panels for each of the follow-ing case events; Integrated Marketing Communications, Marketing, Marketing Re-search, International Marketing, Entrepreneurship, Direct Marketing, The Job In-terview, Sales Management, The Sales Presentation, and Retailing. Canadian Insti-tute of Marketing members will be serving as judges. The Institute is also a sponsor of the event. In return for its cash contribution, the Institute receives the following exposure: • Acknowledgement in the Event Guide, • Recognition on the official OCMC website, and • Acknowledgement in Niagara College’s Donor Database. The Institute also has the opportunity to provide promotional products (pens, pads of paper, etc..) for the conference bags and/or promotional flyers and material. The Canadian Institute of Marketing has participated in OCMC at the event held at Georgian College in 2004, Seneca in 2005, and Fanshawe in 2007. Students are well prepared for the competition. It is obvious that the marketing programs of Ontario colleges balance theory, principles and standards with the experience of marketing practitioners employed in industry and government. The OCMC is a must-attend event for employers looking for Canada’s future marketing lead-ers. In 2007, the Canadian Institute of Marketing’s Fellow, Dwight Dyson, won the very Award of Excellence that he created in 2003 as a marketing teacher with Centennial College. Dwight created the award to recognize the previously unheralded efforts of the sponsors, colleges and faculty involved in the Ontario Colleges’ Marketing Competition. Dwight retired from Centennial College in 2007.

Registrar and Councilor Shiv Seechurn, MCInst.M., RPM applauds 2007 winners

Canadian Institute of Marketing judging at OCMC 2008 hosted by Niagara College

Canadian Institute of Marketing Council Tareq Ali Chair St. Michael’s Hospital Ranil Herath Campus President Everest College - Kitchener Campus Joshua Caplan Past Chair Marketing Consultant Shiv Seechurn Registrar Canada Revenue Agency Oswald Emmanuel Secretary/Treasurer Trillium Health Care Réal Chabot TransBio Tech Suzen Fromstein The Write Connections Inc. Ron Halliday Marketing Dynamics Susan Hughes River Cree Resort and Casino Prasanna Perera Marketing Consultant and Trainer James Schauer Easton Marketing Services Ltd. Faythe Pal Hands of Time Inc.

Professional Member (MCInst.M): A) Has held an acceptable marketing position for 5 years, the last 2 at senior management. B) Holds a recognized qualification in any of the following, or mature entry instead. • A diploma of an Institute of Marketing; • BA, MA, or Doctorate degree with marketing specialization; • Diploma or University Post- graduate Diploma in Management Studies, or Business Administration with marketing specialization; • Other educational or professional qualification of equivalent or higher standard with marketing input – approved by the Canadian Institute of Marketing or one of its affiliated marketing institutes. Registered Professional Marketer (RPM) A candidate must meet the following requirements: A) Be a Professional Member (MCInst.M) B) Acceptance by Registrar of written case study demonstrating compe-tence in marketing and ethics.

Associate Member (ACInst.M): A candidate must meet the following requirements: A) Has held an approved marketing position for 3 years, the last in marketing management at a lower level than for full membership. B) With one of the following aca-demic qualifications: • A Certificate of an Institute of marketing or, subject to its marketing component being approved by the CInst.M., a BA or MA in a business-related subject; • Diploma or University Post graduate Diploma in business Ad ministration or in Management Studies; • Other educational or professional qualifications of equivalent or higher standard approved by CInst.M. Graduate Member (GCInst.M): A candidate must meet the following requirements: A) Have successfully completed an approved Marketing Certificate or Diploma programme from a recog-nized learning institution, or posses a business-related Bachelor degree. B) Be elected by the Institute.

Student Member: A candidate must meet the following requirements: A) Be registered in a Marketing Certificate or Diploma programme; B) Be registered in the final year of a degree programme with Marketing specialization. The Marketing com-ponent must be approved by, and the learning institution accredited with, the CInst.M. Fellow (FCInst.M): • Ten years of membership in

good standing (exception rule in place)

• Vote of College of Fellows, Past Presidents and Board based on nomination and application and review.

• Based on leadership, knowl-edge, experience and sustained membership.

Affiliate (Corporate) Member Organizations that wish to be affili-ated with the CInst.M. This category of membership does not carry the right to vote at Canadian Institute of Marketing meetings, or designate a professional designation.

Membership Requirements

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Spring 2008


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Marketing Programs Recently Accredited by The Canadian Institute of Marketing

Business Administration Marketing

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Diploma Program in Marketing

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Marketing Program 11762 106 Street Edmonton, Alberta, T5G 2R1 T: 780.471.7400

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Code of Ethics The professional marketer has responsibilities to their

employer, to customers – both ultimate and intermediate – to their colleagues and to the public. The Institute requires its members, as a condition of membership, to recognize these responsibilities in the conduct of their business, and to adhere to the Code of Ethics. All

members shall be answerable to Council for any conduct which (in the opinion of Council) is in breach of the Code and Council may take

disciplinary action against any member found to be in breach thereof.

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W E’ RE ON THE WEB WWW. CINSTMARKETING. CA

T: 905.877.5369 F: 905.877.5369 [email protected]

To be recognized by business, governments and academia as the

governing and standards-setting body for professional marketers in Canada

Journal of the Canadian Institute of Marketing Le journal de l’Institut canadien du marketing

Suzen Fromstein, President

Advertising Marketing Graphic Design Media Relations

Humour (Relatively Speaking Division)

416.699.2949 Persuade Motivate & Make Things Happen

www.writeconnections.to

205 Miller Drive Halton Hills (Georgetown) ON L7G 6G4 T: 905.877.5369 F: 905.877.5369 [email protected] www.aglmarketing.com

The Canadian Institute of Marketing and Careebuilder Canada have

entered into an agreement to help people develop careers in marketing.

See www.careerbuilder.ca and www.cinstmarketing.ca for

information.

65 Overlea Boulevard, Suite 112 Toronto M4H 1P1 Tel: 416-927-0881 Fax: 416-927-1676 www.warne.com

Marketing Advantage International develops products and markets for the food and beverage industry. MAI can

develop branded and private label prod-ucts to fit the needs of targeted markets.

11 Sherk Crescent, Ottawa, ON K2K 2L4 Canada

T: 613.592.0375 F: 613.592.0375 [email protected] http://marketingadv.com

Higher Diploma in Marketing Management Diploma in Marketing Management

420 North Bridge Road, #02-20 North Bridge Centre, Singapore 188727

T: +65 6820-2038 F: +65 6725-8153

www.lbs.edu.sg [email protected]

Accredited by The Canadian Institute of Marketing

Business Administration Marketing Marketing Diploma

P.O. Box 631, Station A Toronto, Ontario Canada M1K 5E9 T: 416.289.5300

www.centennialcollege.ca

Accredited by The Canadian Institute of Marketing

www.sheridanc.on.ca

2008 Host Niagara College Niagara Falls Nov. 13 and 14

Price: Canada $10.00 each plus shipping Offshore $CAD 15.00 each plus shipping To order, see the Canadian Institute of Marketing Web site.

Business Administration – Marketing (Co-op)

Business Administration—Marketing

100 College Drive , PO Box 5001 North Bay, Ontario P1B 8K9

www.canadorec.on.ca

summer 2008, volume 4, issue 3

Documents