Description What is Marketing? Look no further as the answer is in this book.
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- Australia's top 100 young entrepreneurs;
- The Cheese Mall: Key Marketing Skills for the Budding Entrepreneur.
In less than an hour it will teach you key marketing skills that you can apply immediately in your business. This simple, easy to read book will help you draw up a Marketing Communications Strategy to let your customers know that you are open for business. It covers Market Research, Branding, How to write a Business Plan, Internet Marketing and much more in a simple way and in plain english with absolutely no jargon. About Bernie Tracey Bernie Tracey has over 20 year's business management experience in various sectors.
The primary focus of the business is to work with companies to help them take their business to the next level of development. This is achieved through a combination of mentoring, coaching, training and consultancy.
With her extensive management skills Bernie brings to the clients table a thorough understanding of the business processes. She is highly attuned to the development needs of a business and to working with clients to help them gain a real understanding of where they are right now. She has a rare talent to see very quickly where a business needs to go and more importantly what it needs to do in order to get there.
The Cheese Mall
Bernie is a leading expert in marketing and sales and works with a number of County Enterprise Boards and SME companies. She also coaches at executive level in organisations. Given her broad based experience, she has a particular insight into the myriad of issues that senior executives and business owners face. Her book, The Cheese Mall has been endorsed by a leading light in Irish business, Senator Feargal Quinn as a 'must read' for budding entrepreneurs show more. Rating details. We have conducted an extensive literature review that has taken us across diverse fields such as management education, cognitive psychology, and financial valuation.
Finally, we have conducted two global stud- ies involving more than 1, companies to understand the practical relevance of the concepts we were developing to real decisions that leaders make.
This effort has led us to this viewpoint of how and why society needs entrepreneurial leaders today more than ever. Entrepreneurial leaders are individuals who, through an under- standing of themselves and the contexts in which they work, act on and shape opportunities that create value for their organizations, their stakeholders, and the wider society.
Entrepreneurial leaders are driven by their desire to consider how to simultaneously create social, envi- ronmental, and economic opportunities. They are also undiscouraged by a lack of resources or by high levels of uncertainty. Rather they tackle these situations by taking action and experimenting with new solutions to old problems, as our industry research shows Wilson and Eisenman Entrepreneurial leaders refuse to cynically or lethar- gically resign themselves to the problems of the world.
Rather through a combination of self-reflection, analysis, resourcefulness, and creative thinking and action, they find ways to inspire and lead others to tackle seemingly intractable problems. It is important to note that entrepreneurial leadership is not synonymous with entrepreneurship. It is a new model of leadership. Entrepreneurs, and the specific discipline of entrepreneurship, are often focused on new venture creation.
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Entrepreneurial leaders, on the other hand, also pursue opportunities outside of startup ventures. These leaders are ready to challenge, change, and create new ways to address social, environmental, and economic problems through these different organizations. Entrepreneurial leaders are united by their ability to think and act differently to improve their organizations and the world.
As management educators, we have the opportunity and the responsibility to be a force for change as we redesign—and even rein- vent—management education and development programs to foster entrepreneurial leadership. In this book we introduce the three prin- ciples that form the basis of entrepreneurial leadership, and we pro- vide examples of how faculty members from different disciplines are modifying their pedagogy to develop entrepreneurial leaders.
Before we discuss further entrepreneurial leadership and how we suggest reshaping management education toward entrepreneurial leadership, we bring this concept to life through the case of Clorox and the launch of Green Works. Over time the company built its reputation by creating products that effectively cleaned and disinfected, thanks to its synthetic, chemical- based formulas Cate et al.
The Cheese Mall : Key Marketing Skills for the Budding Entrepreneur
While other industries might have been moving toward environmentally friendly products, the cleaning products indus- try remained primarily a chemical industry. Furthermore there were considerable consumer barriers to green cleaning products, including perceptions of efficacy, availability in stores, and price. A conventional business analysis approach would accurately result in the conclusion that entering the natural-products market segment would be a high-risk decision without a substantial financial reward for Clorox.
Yet Clorox and its leadership team did not use a traditional management decision-making approach. Green Works began as a product line when a team of entrepreneurial leaders at Clorox, who had a different worldview of business, used an alternative decision- making approach in which they started by taking action, rather than just analysis, to build the new brand.
Although this work was under- taken by many entrepreneurial leaders at Clorox, we focus primarily on the actions of Suzanne Sengelmann and Mary Jo Cooke, who lead the transformation of the Green Works product line. Sengelmann and Cooke began by engaging in discovery work with consumers in the area of cleaning products.
They knew that many consumers were raising concerns that the chemicals they used to clean their houses were worse than the germs and the dirt they were cleaning. Their interest in natural cleaners was based in their concern about the health and the well-being of their fami- lies and less in their interest in preserving the natural environment Cate et al. Beyond their professional interest in this growing market seg- ment, Sengelmann and Cooke had personal passion for moving forward with natural cleaners.
Cooke had been involved in recycling initiatives long before they became fashionable, and both women had a personal interest in the environment. The personal pas- sion the women brought to the project was essential for invigorating their energy to tackle the challenges they would face over the next three years as they brought Green Works to market.
While Sengelmann and Cooke believed in natural cleaning products, they also knew that the business opportunity for Clorox depended on creating a natural product that worked as well as if not better than the chemical products. Sengelmann and Cooke connected with an internal group of chemists who had been experimenting with biodegradable plant- and mineral-derived cleaning formulas.
Partnering with this team, Sengelmann and Cooke continued for- ward, shaping this social and economic opportunity for Clorox. In early , less than a year after Sengelmann and Cooke had begun their discovery work, the corporate new ventures team came to them to discuss the potential market for natural cleaning prod- ucts.
The corporate team was responsible for identifying the next big idea across divisions and had recently discovered a European natu- ral cleaning product that they believed worked. The corporate team brought this shell of an idea to Sengelmann and Cooke. When they saw the passion and the knowledge that the women brought to the concept, they asked them to run with it. Here again we see the impor- tance of passion, as a tenet of the corporate new ventures team was to hand off new ideas only to team leaders who had personal passion for a concept.
Thanks to this practice, Sengelmann and Cooke caught the idea from new ventures and began to move forward to create the new value proposition. Yet even with their shared passion, Sengelmann and Cooke con- tinued to face challenges. The team would eventually create five prod- ucts that were 99 percent petrochemical-free and matched or beat standard cleaners in consumer tests Kamenetz Sengelmann and Cooke were strategic in choosing Buttimer, as they knew she also had a personal connection to the prod- uct line. Buttimer was a mother of young children, an active hiker, and a supporter of local organic markets.
She too had been hearing from neighbors about the desire for Clorox to produce more environmen- tally friendly cleaners Neff On the other hand, the brand name also introduced a new market chal- lenge: convincing consumers that Clorox was introducing a product that was, in fact, natural. Again these three women acted their way into an innovative solution. Using their networks, they built a partnership with an envi- ronmental group that might have been seen as an adversary—the Sierra Club.
Although the Sierra Club did not typically endorse prod- ucts, especially ones from big companies, these entrepreneurial lead- ers were able to create a unique opportunity for both Clorox and the Sierra Club Makower Values and passion again played into the success of the partnership. This team of entrepreneurial leaders finally had a natural clean- ing line that worked and that consumers could trust.
In December Clorox launched Green Works, its first new product line in 20 years. Within the first six months of , Green Works became the market share leader, with an estimated 42 percent market share.
Currently, Green Works has 10 products, and the brand is a significant reason why sales of natural cleaning products doubled over the past two years. These entrepreneurial leaders were successful because they pur- sued this project in an unconventional way. Starting from their passion and values and a unique action-oriented, network-based approach to pursuing opportunities, Sengelmann, Cooke, and Buttimer led the Green Works transformation. As entrepreneurial leaders, Sengelmann, Cooke, and Buttimer combined a different way of acting predicated on a different worldview. Rather than leaving at home their interest in the environment and their families, they carried their values to their cor- porate job.
These women then tapped their personal social networks to pursue opportunity. Through their understanding of their community and the local perspective, they were able to consider how Clorox could tailor natural cleaning products to meet the needs of these consumers. While these women were passionate about the social and envi- ronmental need for natural cleaning products, they were also passion- ate in their pursuit of economic value.
They recognized that Clorox would require a business case for the brand, and they worked to develop it. As entrepreneurial leaders, they understood the impor- tance of connecting social and environmental sustainability with eco- nomic sustainability.
Review: The Cheese Mall, Key Marketing Skills
Starting from their passion and this unique view of business, these entrepreneurial leaders relied on an action-oriented decision- making approach to bring the Green Works product line to market. Rather than start with traditional analysis, Sengelmann and Cooke took steps to solve critical problems that could put an end to the natural-product line. Traditional ana- lytical techniques would not have led to the creation of such a partner- ship.
Through their action orientation and value-based approach, this team has been credited not just with changing the industry but with changing how Clorox does business Neff As this example shows, even large, established companies that lack a history of innovation can pursue breakthrough ideas that create social, environmental, and economic value simultaneously. To do this they need entrepreneurial leaders who begin the process of value cre- ation by engaging a different method of making decisions and taking action that is rooted in a different worldview of business.
The Principles of Entrepreneurial Leadership Entrepreneurial leadership involves a new model of thought and action, which begins with a fundamentally different worldview of business and applies a different decision-making logic. The good news is entrepreneurial leadership is not based on an innate set of person- ality characteristics.
Rather, entrepreneurial leaders have developed unique mental models that support the power of human action to cre- ate and build a better world. Exhibit i. The goal of this task force was to identify what the next gener- ation of management students needs to know.
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