Managing a company in the food and beverage industry is a fascinating task. Food and beverage products are so deeply rooted in the culture of most countries that making and selling them is not only a matter of making and selling good and tasty products, but products that nurture people's body, soul, and heart. Given this, it's not difficult to see that the task quickly becomes complex. The objective of this course is twofold: first, we will focus on contemporary challenges that managers and entrepreneurs in food and beverage businesses should be able to face; and second, we will provide models and tools to design and implement appropriate courses of action to satisfy customers and build an advantage over the competition. This course is made up of four modules and an introduction, each exploring one dilemma that food and beverage companies face. You will be presented with a set of video lectures and guest speakers. These lectures combine an accessible introduction to specific topics integrated with interviews of managers and experts that will give precious insights and examples to the participants. To enhance your learning experience with us, we will make a Documentary on the Excellences of the Modena District available for you, which is in a format that we have developed specifically for this course in order to give you the chance to experience first-hand the territory as our on-campus students usually do. Each module is paired with an evaluated quiz and weekly discussion forums to reflect on the variety of the F&B world, its complexity, and the power of the network that we will build together during the course. Successful completion of the quizzes is required for a course certificate as explained in the Grading Policy. Below the guest speakers of the course: Masterchef Italia Sky – Nils Hartmann, Head of Movie Channels at Sky Italia – www.masterchef.sky.it Eataly - Paolo Bongiovanni, Marketing Director Italy – www.eataly.net Berlucchi – Paolo Ziliani, Owner – www.berlucchi.it Joia Restaurant – Alta Cucina Naturale – Pietro Leemann, Owner and Chef – www.joia.it Branca – Nicolò Branca, Owner – www.branca.it Barilla – Giuseppe Morici, President Region Europe – www.barilla.com Proyecto Expo 2015 Chile – Guillermo Ariztia, Chile Pavillon Director – www.expomilan.cl Winery Il Cavallante, Milano – Sergio Morpurgo, Owner Heineken – Floris Cobelens, Marketing Director – www.heineken.com TRDN – Martin Oetting, Managing Director – www.trnd.com GROM – Federico Grom, Owner and Founder – www.grom.it/en Tetra Pak – Matthew Hatton, Director Competitor Intelligence – www.tetrapak.com BioHombre – Matteo Panini, CEO – www.hombre.it Acetaia Maletti – Carmen & Claudio Maletti Cantine Riunite & CIV – Vanni Lusetti, CEO; Francesca Benini, Sales & Marketing Manager; Elena Lottici, Export Manager; Mario Vandi, Brand Manager – www.riunite.it GlemGas – Marco Guerzoni, Program Product Manager – www.glemgas.com Bibendum Catering – LaFranceschetta58 – Sabrina Lazzereschi & Marta Pulini, Owners and Founders – www.bibendumcatering.it , www.franceschetta58.it DISCLAIMER - Since most of the videos are conducted with those whose native language is not English, we have decided to sometimes preserve their more emphatic speech to keep a tighter match between the audio and the subtitles.
4. Reaching Audiences Effectively: Managing Customer Touch Points
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来自 Università Bocconi 的课程
食品和饮料管理
884 个评分
从本节课中
Small vs. Big
Leveraging on size to build a competitive advantage in food and beverage markets. The design of growth strategies in different markets.
与讲师见面
Gabriele TroiloAssociate Professor
Department of Marketing
One thing that I happen frequently to hear when talking with managers and
entrepreneurs in food and beverage companies is that small
companies cannot afford to reach big, large audiences
because they cannot afford big investments that usually communication media requires.
I think this is more an alibi, especially today, where the communications system
has been completely revolutionized by digital tools.
My suggestion and my point would be not to think in terms of communication media,
but in terms of touchpoints.
Touchpoints are every point of contact that a company can
have with its customers.
It's not only communication, but it's also a distribution point.
A point of sale is a touchpoint.
A product is a touchpoint.
My suggestion will be to think in terms of touchpoints.
If we think in terms of touchpoints, we can distinguish different
touchpoints that can be combined together to reach audiences effectively.
The managerial issue is how to reach the target customers I want to serve
in an effective way by conveying to them, a message, product,
service, and everything I want to deliver to my customers.
Usually touchpoints are divided into three big categories:
owned touchpoints, earned touchpoints, and paid touchpoints.
The difference is that paiD touchpoints are touchpoints owned by other subjects,
and so the company has to pay to get the usage of this touchpoint.
The earned touchpoints are the touchpoints that the company earns because the company
does something which is relevant to a system of communicators,
who, in turn, communicate the message of the company to someone else.
The third one is owned touchpoints.
Owned touchpoints are the touchpoints owned by the company.
Let's think about the website and sales force.
Let's go in depth on each one of them.
Paid touchpoints are touchpoints that, usually, companies have in mind:
Advertising.
An advertising message is a typical touchpoint, and
since many communication media or mass communication media, traditional media,
through which advertising messages are delivered, is very expensive,
for many small companies this is considered a non-reachable point.
And so, all the audiences that you could reach through this mass media
cannot be reached by smaller companies.
Among the paid touchpoints, there could be other touchpoints.
For example, a sponsored event, so
sponsorship or product placement in a movie or novel.
These are typical paid touchpoints.
That is to say, you have to pay the owner of
the touchpoint in order to convey your message.
On the opposite side, there are owned touchpoints.
Think about the website of the company.
Today, we can say that more or less all companies can afford a website.
A website is a touchpoint you can use to get in touch with
millions of consumers.
Obviously, the point is you need to have a message
to communicate to these target customers.
But this is very cheap, and very easy to afford.
Another typical owned touchpoint is your sales force.
If a company has a sales force,
each salesperson can be a touchpoint with the customers.
Obviously some companies are too small, and
they cannot afford to have a salesforce,
but in this case, a salesforce can be considered a very useful and
effective touchpoint.
Among the earned touchpoints are the touchpoints that basically are not
owned by a company but are basically influenced by the companies.
Think about, for example, a review by a magazine or a review by a website.
Basically it means that a company does something, an action,
a communication, or an event,
and this information is in turn communicated by this third party:
the magazine or
the website to another target audience that the company wants to reach.
It is considered earned, because basically you don't pay for it, but
you earn it, because you did something which is interesting or
relevant for another audience.
Today, is very important
to consider the earned touchpoints within the touchpoints that the company can use
because earned touchpoints have a difference compared to all the other ones.
Since they are perceived by the consumers as not linked to directly to the company,
they're considered more credible,
which is exactly the opposite of owned touchpoints and paid touchpoints.
A consumer knows very well that an advertising message
has behind it, a company which wants him or her to buy the product or
to act in some way, maybe to repeat the purchase, maybe to do something.
The same is for the website of the company.
So all these are considered less credible than other
communication media.
There are some touchpoints that, today, are particularly interesting for
smaller companies, because usually they are lower budget touchpoints,
they are very effective, and they are able to get earned touchpoints.
That is to say,
they are considered interesting by the mass media system that usually in turn,
talks, speaks about it, and communicates it to the target audience.
This is the area of unconventional communication or unconventional marketing:
that is to say,
campaigns which are very creative, low budget, and particularly impactful.
There are two that I like to mention.
One is the guerrilla marketing, the other one is viral marketing.
Take into account that in any case a company has to spend and has to invest,
because obviously, you need the production of these events,
the production of these touchpoints.
But investment, compared to advertising or other big paid touchpoints
is much less expensive and is much less effort for the company.
With guerrilla communication, or guerrilla marketing,
it is meant, a number of small events that are very impactful,
very creative that are able to attract the attention of people, to get
this attention which in turn is translated into communication by other subjects:
mass media, websites, reviewers, and so on and so forth.
Viral marketing or viral communication is similar in terms of impact, so
it's like similar to guerrilla marketing because it's usually is made of smaller events and
smaller initiatives.
Which are able to be virally communicated by the network of consumers through
social networks and through social media.
In this case, these touchpoints are not very expensive, or relatively speaking,
the investment the company needs to activate these touchpoints is very low.
Being low, it is affordable by all companies or
most companies although their size is very small.
The point is don't create an alibi on your size.
Also, a small company can afford to communicate and to reach very broad
audiences by combining touchpoints that are consistent with its size.
Obviously if the company is bigger, the capacity of investment is bigger as well,
so this company can afford a larger number of touchpoints.
Much more sophisticated touchpoints, maybe.
By definition it can reach, also, a broader audience, but
the point is, in itself, this advantage is not so strong.
If on the other side there are smaller companies that compete with more creative
grassroots and conventional communication efforts.
The real effort is, according to the size of the company,
to find the right combination of touchpoints,
which is consistent with the expectations of the target market,
which is able to convey to these target markets, the right message,
and which is able to provide consumers with information or
the knowledge they need when they have to choose a product, choose a brand, or
choose a company they want to buy.
Let's take a look at some examples of unconventional communication campaigns.
