Written by ZOOZ
consulting and training | (972)-9-9585085 | email@example.com
| Issue 17 |
We are glad to send you issue 17 of LaZOOZ.
The newsletter is sent as a free service to thousands of senior executives in the Israeli market. It is published monthly, and does not include advertisements.
We tried to keep it short, assuming that your time is precious
and the work is plentiful.
Those who wish to learn more, will find links to articles and relevant information sources.
We hope that you will find the newsletter useful. We will be glad to receive any comments and suggestions.
Ari Manor, CEO, ZOOZ
An interview with a senior executive
Danny Gosis, Managing Director, Last Minute Travel
- Number of employees in firm: 100 in Israel, 450 worldwide
(Travel Holdings group).Number of employees under my direct
- We provide: Online travel
- I'm on the job for: 1.5 years; I
was previously Aviation Director at the organization's
headquarters in Orlando for 3.5 years. I came to
Travel Holdings after working in managerial positions
at ISSTA. I was trained as a dental technician and
after working as an independent dental technician, I
moved to the field of tourism, which fascinated me.
- I like on the job: The
innovations we are bringing to the Israeli market. I
enjoy providing up-to-date tourism services that are
appropriate for our century, the 21st century.
- Most difficult on the job: To
change consumption habits and to accustom the Israeli
consumer to purchase tourism online.
- Goals I set for myself: To make
Last Minute Travel the leading tourism portal in
Israel. And on a personal level, to continue to grow
and develop with the company in the field of tourism.
- Our vision: The vision is to be
the leading site in Israel and to change consumption
habits here in the field of tourism. The vision
arrived here from abroad, as part of Travel Holdings'
global expansion plan. We emphasize our vision and
goals again and again in our meetings and in
conversations with employees, and during seminars
conducted here occasionally by senior executives from
the headquarters in Orlando.
- Original product in our market:
We're the only one in Israel to offer satellite
mapping (like Google Earth). A customer can see from a
satellite camera the entrance to the hotel he is about
to reserve, the attractions nearby, the real location
of the subway station and how close it really is to
- Sources of innovation: The
employees bring ideas to internal meetings and we
decide together whether to implement them. In
addition, we are always monitoring what is being done
in the industry, looking for innovations that appear
throughout the world in the field of online tourism.
- Send comments to: firstname.lastname@example.org
- Would you like to be interviewed?: contact us
A must-read book for managers
Direct Marketing / Ernan Roman
/ NTC Business Books publication
regarded management advisor Peter Drucker claimed:
"The goal of marketing is to make selling
superfluous." We use this statement to begin the marketing workshops we conduct for sales people. They wake up right away …
The book we recommend this time
presents a totally different approach. The book focuses
on fields that require selling by sales people. For
example, products and services that are B2B (selling to
businesses), or complex B2C products (selling to private
customers, such as cars or education services). In fact,
the book argues that in these cases marketing campaigns
are designed to do one simple thing: to assist and
support the work of sales people - or to be more
precise, to provide them with promising contacts with
new potential customers (referred to in professional
jargon as "leads.")
The book was written by Ernan
Roman, the owner of a leading consulting firm in the
field of direct marketing, whose offices are located in
New York. Ernan developed the method of integrated
direct marketing (IDM), which entails the efficient and
synchronized combination of a number of marketing
channels: advertising, public relations, conferences and
events, direct marketing, telemarketing and field sales.
The book describes a comparative study demonstrating
that integrated direct marketing can cut the cost of
obtaining leads by a factor of three, while still
generating ten times the sales revenues. That is, it is
30 times more effective than a
conventional marketing campaign, and this can definitely
make the difference between marketing failure and
The book presents the main
principles for achieving this. One of the most important
of these is the principle of compression: reaching the
customer via a number of marketing channels, with close
synchronization and well-planned order. For example:
advertising in professional journals, followed a week
later by direct mail, and telemarketing calls three days
afterwards, when the mailed material is still fresh in
the minds of the addressees. In this way, the
effectiveness of the campaign grows substantially.
The book, which is also
entitled Integrated Direct Marketing,
explains in detail additional principles for
implementing a more efficient direct marketing campaign,
and slaughters a few sacred cows along the way. For
example, the book explains why in these fields a
television campaign will generate rather meager results,
including a rate of 40% and more of erroneous incoming
calls (of callers who do not understand where they have
called and are not potential customers at all). In
addition, while senior marketing personnel believe that
there is no reason to consult with sales people when
building a strategy (since they do not possess
"marketing thinking"), the book recommends listening to
sales people, already from the stage of formulating the
marketing strategy. Since the leads are intended for
sales people, the book argues that it is essential to
understand which leads they are interested in
receiving, and to conduct preliminary filtering
accordingly, at the telemarketing center. In addition,
sales people can recommend preferred events and
conferences, improve advertising materials (so that they
focus on the customers' important needs and employ the
language used by the customers) and even assist in
analyzing the campaign's results and recommending ways
to follow up.
The book even details how to
conduct in-depth studies before planning the
campaign, how to offer customers ideals of significant
value, and how to effectively manage an annual program
of marketing communications. Despite the fact that the
book is a bit outdated (it was written in 1998 and does
not address advertising in the electronic media), it is
a must-read book for anyone trying to generate leads,
"go out into the field," and effectively assist sales
people. It is also likely to arouse renewed thinking
among experienced marketers in regard to their
profession and role.
An innovation which
surprised the world market and competitors
The wipe for teeth cleaning
Our article published on TheMarker's site in 2002, entitled Systematic Innovation with Teeth, explained how to develop products systematically in a given field by employing inventive thinking. The article focused on toothbrushes, described existing innovations and even predicted future innovations in the field. One of the inventions that already existed at the time and was described in the article was a toothbrush with rough bristles that clean the teeth along the full length of the bristle and not only at the end of the bristle. The inventor of this innovation, of course, was Oral-B, the world's leading toothbrush producer. Persistent innovation, in every possible direction, is what one expects from a company acquired by Gillette, as noted in this column in the past.
One of the innovations we
predicated in 2000 was a thimble-like toothbrush. This
type of innovation was indeed developed in 2005, also by
Oral-B, and became the product of the year in Europe.
The Brush-Up teeth wipes enable teeth cleaning and mouth
freshening at any time or place. The Brush-Up wipes have
a rough texture to facilitate brushing of the teeth. In
addition, they are moist - therefore, there is no need
for water during brushing. And the liquid they contain
has a pleasant and refreshing mint flavor. Brush-Ups are
sold in packages of 3 or 12, with each finger-size wipe
individually wrapped in a sealed package. The new
product has recorded great success, apparently from
social motives. For example - you can clean your teeth
and freshen your breath a moment before gathering up the
courage to initiate a conversation with a stranger on
the beach, on the street or at a pub, or before entering
an important sales meeting.
One of the nice things in this
story is that the people at Oral-B realized that their
role is not necessarily to produce excellent
toothbrushes. They understood that their role is
actually to help customers maintain mouth hygiene, even
if this means they have to get involved in wipes and
finger forms. And you - what is your role?