Sharon Chalkin Feldstein founder of Expert Management started her company when it became evident to her that people needed real knowledge from real experts. In other words, moving away from celebrity’s opinions towards the expert’s advice.
Expert Management acts as personal managers guiding their clients in achieving their goals, which may include hosting, publishing, endorsements, multilevel media, and product creation.
On a personal note, Sharon has enjoyed many years as a celebrity stylist, trend expert (creator of the infamous “Sparkle Cell Phone”), costume designer, while teaching master classes on these subjects at the FIT (Fashion Institute of Technology in New York). Sharon divides her time between Los Angeles and New York City.
Recommended by Captain Romano Pisciotti
Description of the Model
The form of your product or service and the makeup of your prospect base will influence how you structure your promotion. If you are offering an improved version of the same product or service to the same customer/prospect base then no changes should be required. On the other end of the spectrum, a new product or service going to a new prospect base calls for a new and innovative approach to promotion. In between circumstances require a more subtle approach to promotional changes.
Characterize Your Enterprise
An expert will position your enterprise on a chart based upon your description of:
You can trace through the supporting analysis and its conclusions, adjusting your input until you are satisfied your description accurately characterizes your enterprise.
Analysis of Your Enterprise Position:
The product remains the same, but is now offered to a new market. There will be new competitors and a new marketing mix. Product Repositioning
The product is changing, and is now offered to a new market. There will be a new appearance, new features and benefits and new competitors. Innovation
This is the most complex change. New technology, new price, new promotion, and new competitors call for new strategy.
The product remains the same, but the marketing mix, price, and promotion are re-blended. Re-launch
Change the name, appearance, costs and the marketing mix. Obvious Substitution
The new product appears in a conspicuous manner drawing attention to new technology and materials. Change the name, appearance, costs and the marketing mix.
Neither the product or market is changing. Maintain the status quo.
No change in marketing, but changes in the product must provide greater competitive advantage. Quiet Substitution
No change in marketing. The new product creeps quietly into the market without fanfare.
Firms that are successful in marketing invariably start with a marketing plan. Large companies have plans with hundreds of pages; small companies can get by with a half-dozen sheets. Put your marketing plan in a three-ring binder. Refer to it at least quarterly, but better yet monthly. Leave a tab for putting in monthly reports on sales/manufacturing; this will allow you to track performance as you follow the plan.
The plan should cover one year. For small companies, this is often the best way to think about marketing. Things change, people leave, markets evolve, customers come and go. Later on we suggest creating a section of your plan that addresses the medium-term future–two to four years down the road. But the bulk of your plan should focus on the coming year.
You should allow yourself a couple of months to write the plan, even if it’s only a few pages long. Developing the plan is the “heavy lifting” of marketing. While executing the plan has its challenges, deciding what to do and how to do it is marketing’s greatest challenge. Most marketing plans kick off with the first of the year or with the opening of your fiscal year if it’s different………………..
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