Omer LIVVARCIN , Muge CEVIK , Lebriz Tosuner FIKES , Yeditepe University, Istanbul, TURKEY

1. Assessing Marketing Strategies of Enterprises by Using Color Based Marketing Strategies (CBMS) Model Omer LIVVARCIN, Muge CEVIK,Lebriz Tosuner FIKES, Yeditepe University, Istanbul, TURKEY Nilgun GÜRKAYNAK Izmir University of Economics, Izmir, TURKEY

2. Objective of the Study • To provide a simple visual framework for evaluation of marketing strategies • For identifying the perceived typology of companies • To assess the congruence between the perceived versus intended positioning of companies.

3. The need • Free flow of information as a multidirectional process • Adopting an open, transparent and accountable perception is a requisite • Easily bored customers circulate around products&services • The new market orientation calls for a wiser description of organizations

4. Background • Organizations are similiar to living organisms (e.g. Keeley, 1980; Young, 1990; Bloom, 1995; Pech, 2001;Fekete, 2003) • Psychological concepts are in use, recently organizations are defined by human attributes • This study matches with earliest trait theories introduced by Jung (1976) and redefined by Myers and Briggs (1980).

5. Background • First two umbrella concepts used in the study are extrovert versus introvert. • These terms show how a person orients and receives energy. • Extroverted- is sociable person with preferred focus on other people and things. • Introverted- draw its energy from the inner world of information, thoughts and ideas.

6. Background • For some, organizational focus is derived through external factors; markets, competitors, customers • In highly competitive industries (Fekete, 2003) • Others have an introverted sensibility focused on; its employees, inventions and values • In high tech industries and specialized consumer markets

7. Background • The other two umbrella concepts used in the study are innovative versus conservative. • Innovation- one of the major business functions in today’s world; a strategic obligation rather than an option • Innovation- can be a product or a process; is a new business concept that creates wealth (Drucker,1985; Hamel, 2000) • This study focuses on how companies’ innovativeness is perceived

8. Proposed Model

9. CBMS Model A simple and visual model for assesment of customer perceptions on marketing strategies. Uses model dimensions as umbrella concepts Allows flexible interpretation of those concepts

10. CBMS Model Vertical axis ‘Extrovert’- a sociable and assertive company, interacts with its environment. ‘Introvert’ - a more reserved company, focused on inner resources Horizontal axis ‘Innovative’- productive of new systems, products, services and ideas ‘Conservative’- favor traditional views or values & tend to oppose change or innovations

11. CBMS Model Graphical illustration; shows the difference between intended and perceived marketing strategy

12. Methodology • Sample- • 10 multinational companies selected randomly from Forbes 2008 list • Repondents- 263 randomly selected people • Questionnaire; self-developed • 6 questions that repeat for 10 companies • 6 demographic questions • 9-point scale

13. Application All Cronbach’s Alpha values are greater than 0.7

14. Application All single factor eigenvalues are greater than 1

15. Findings

16. Findings • Companies are cumulated at the upper right corner • Coca Cola & Pepsi- at the Low extrovert and Low innovative section • Google- at the High extrovert and High innovative section • Toyota- at the border deviating from upper cluster • Samsung- at the lower end of innovativeness ( when compared to Nokia) • Nike & Addidas shows similar pattern

17. Findings Perception of Innovativeness fall for all companies in higher income levels.

18. Findings Extrovertiveness perception for all companies except Samsung demonstrates decreasing tendency at highest income level

19. Findings Innovativeness perception for Coca Cola & Pepsi diversify significantly from other companies as education level changes

20. Findings The perceived extrovertiness varies significantly at lower education levels It gathers at higher education levels

21. Findings • High correlation between the perceived extrovertiveness and innovativeness (0.918) • ‘Companies that are perceived innovative are also perceived as extrovert’. • On the other hand, there is strong corelation between introvertiveness and innovativeness (Fekete, 2003). • No correlation were found between the perceived extrovertiness/innovativeness and company brand value • Androgeny- No gender variance differences were found.

22. Conclusions • This research is a pilot study that tested the applicability of the Color Based Marketing Strategy (CBMS) Model.  • The CBMS model can be used by both academicians as well as members of the private and public sector.  • It is simple to apply, to evaluate, to understand. • May be used by companies for quick benchmarking. • Enables companies also to monitor their perceived marketing status and to evaluate the gap between where they are and where they want to be.

23. Conclusions • Innovation literature- Innovativeness has often been operationalized as the development team’s satisfaction with the outcomes of innovation (e.g., More, 1982; Rothwell and Gardiner, 1988; Cooper and Brentani, 1991; Van Der Vegt and Janssen, 2003; Blazevic and Lievens, 2004) or as internal evaluations of consumers’ likely responses ( Seith et al., 2001) • With this study we view marketing strategies (innovativeness and extrovertiness) of a firm through the eye of the consumer ( existing or potential). • Through CBMS Model we suggest that evaluation of marketing strategies take both inside-out ( application of PIG) and outside-in ( CBMS model used in the study) approaches.

24. Conclusions • Local marketing strategies of global enterprises will determine how innovative and extrovert they are perceived by local people in that specific country or region. • Because our application was performed only in Turkey our results may be tentative in other countries. • It is not only due to the variant culture based perceptions of people in different countries but also due to the diverse marketing strategies of companies in those countries.

25. Further Research • Our results need to be further tested across markets- i.e. countries and products. • Perception differences between local companies and multinationals from same sector can be investigated. • Managers of the companies involved in this study could be surveyed using a parallel approach proposed by Community Innovation Surveys ( CIS-3, CIS-4) to fulfill the gaps discussed by Arundel (2007). • Androgenymay also be an important area to investigate.

26. Thank you...