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Entrepreneurship. Rhonda Abrams
Читать онлайн.Название Entrepreneurship
Год выпуска 0
isbn 9781933895673
Автор произведения Rhonda Abrams
Издательство Ingram
Recreational athletes and other consumers won’t have a chance to buy or eat your energy bars if you don’t meet the supermarket buyers’ needs first. On top of that, if you don’t have your own sales and distribution force to sell to snack shops and supermarkets, it’s likely you’ll first have to find a distributor and convince them to carry your product.
The coach. The athlete. The store buyer. The distributor. You have to satisfy a lot of customers with each energy bar. You’ll give yourself a competitive edge by thinking of each of these customers—and planning for their needs and motivation.
Being responsive to the details that are important to distributors, retailers, sales representatives, and others helps you plan your marketing materials, operations, packaging—and even the nature of the product itself. If sales reps in your industry must purchase their samples, for instance, you can set yourself apart by supplying free samples. If retailers can fit more square packages on a shelf than round packages, you’ll be more competitive by choosing a square package.
Even if you think you’ll market directly to consumers on the Internet, you’ll discover that there are still many entities between you and your customer in cyberspace. In the case of the energy bars, your intermediary might be the online grocery store, a health food site, a sporting goods store, a gym, or a search engine that will help customers find you. So you’ll still have more than simply athletes to please.
Primary and secondary customers
Your primary customers are the ones you spend the most time (and money) targeting. For example, if you manufacture outdoor apparel, your primary customer could be a snowboarding or surfing enthusiast. Yet you might also have secondary customers—customers you wouldn’t necessarily expect to be interested in your product.
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