PRESENTED TO:PROF. NEELAM KINRA
Guru.com
Presented by : Goutham PGP28070 Niraj Kumar PGP28311 Noopur PGP28326 Suresh Majji PGP28344 Uday Kiran Pappu PGP28108 Udaykiran Edikoju PGP28304
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Industry
Pre 2000 Traditional Industry Only flexible contemporary workers Clerical workers
Post 2000 Industry modernization started Knowledge based employees Qualified workers
More IPs who would need the
services of talent
facilitators
Several
projects to get
outsou-rced
More Companies to outsour
ce
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Company – www.guru.com
James Sluvet
Jon Sluvet
Jan•Thought of Freelancer service marketplace
March•Completed business plan & started raising money
June•Completed 3 million USD funding
Nov•Raised 16 million USD
Dec•Went live for the first time
Tim
eli
ne o
f eve
nts
in
1999 Offering Website service that caters to 25
million Independent Professionals
Offers a gamut of supporting services like Tax
guidance, health insurance discounts, career
advice, etc.
Earns revenue by charging companies for each
project posted and ads displayed on their
website
High satisfaction level among the hirers
Primary mediums : Print direct mails, email, and
online banners with unique message for each
group of customers
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Competitors
Freeagent.com•Launched in August 1999•Expected to have 150,000 registered users in 12 months•Provided project matching and back office supporteLance•Other IP project marketplace•Used the bidding model to earn revenueMonster.com’s TalentMarket•Mass Full-time Online Career Sites•10,000 bidders bidding for 143000 IP’s at any one time•Received fee on the basis of size of contracteWork•Other IP project marketplace•Used the bidding model to earn revenue
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AD MANAGER’S PLANNING SIX-STEP EFFECTS SEQUENCE STAGES
(In Reverse Order)Increase the percentage of hirers
$12 million
Age-25 to 55; educated,aim to be independent
COMMUNICATIONOBJECTIVES
AND POSITIONING/(Or Repositioning)
Depict IPs working & relaxingat the same time
Track by estimating IPs beyond earlier enrollment rate
PROFIT
Gain more market share ofThe increasing IPs –expected
To exceed 2 bil. By 2005
More enrollments from bothIPs and hirers
Position as guru marketplaceWith investors
Edgy and irreverentmessage
By print or TV Through theMedia
AwarenessAttitude Change
Lure IPs by promisingbetter work-life balance
•Awareness•Information•Attitude
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ADVERTISINGOnly hirers pay; induce them to
purchase by swelling the number of IPs
25% of projects had been matched, level of user activity
higher than average
Communicate the non-traditional idea of
working from home
Brand to be perceived as a reliable area to look for work,
not just to Post resumes
Host hirers willing topay for quality work
NEW CUSTOMERS
IMMEDIATE SALES
Ad to sales flow
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Ad campaign objectives
What is the communication in the Ad?“We understand Gurus. We know what makes them tick, what they want out of life, why they became gurus in the first place and what success smells like to them. What do you think”
What is the Target Segment for the Ad?“To reach both Gurus and hirers separately”
How do we reach to the target segment?“TV, print, Radio”
How much do you need to spend?“$12 million”
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Ad campaign Objectives
It must capture the attention of the consumer
It must create the awareness It is assumed that learning (Cognitive
effect) must occur before attitudes are formed (Affective stage), which will lead to behaviour (Conative)
Its based on Feel-Learn-Do hierarchy We can place the ad’s of Guru.Com in
the second quadrant (High involvement and Emotional thinking)
Public Relations need to be addressed 250 mil. impressions in the first six months
Lavidge & Steiner Model
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Medium
TV
TV propagates an emotional appeal more effectively
But there is an attached concern:
Right people watching at right times
More costly owing to short term market
Print media relates more information
Spreading ads across publications could access broad range of specialists
Gurus are prolific readers
500000 subscribers for a magazine—then read by another million who borrow it
TVs and print media are the most effective means of communication
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Message
Tone of offline advertising needs
to be edgy but clear
People should know exactly
what guru.com does
Notion of empowerment of
crore IPs: an abstract concept-
needed to be crystal clear
Gurus and hirers bombarded by
number of messages–
therefore a more direct approach
needed
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Ads
Engaging
Authenticity
Visual profile
There was a consistent wariness of not communicating what’s not feasible
Nothing like “sign up and get a job”
• Aspirational side of being an IP to be communicated
• The idea flows as
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Foote Cone bending Model
• Creative Strategy: Demonstartion
Media Startegy: Long informative
• Creative Startegy: Emotional
Media Startegy: Emphasis on pictures,TV
• Creative Strategy: AttentionMedia strategy: TV/Newspapers
• Creative Strategy: ReminderMedia strategy: Small space adds
Learn-Feel -Do
Feel-Learn-Do
Do-Feel-Learn
Do-Learn-Feel
Invo
lvem
en
t
High
Low
Rational/Thinking
Emotional/Feeling
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Guru.com
Do-Learn-Feel Hierarchy
Model: Do-learn-feel (responsive?)
Possible implicationsTest: Sales (no of customer acquisitions)Media: Small space ads
10-second ID’sRadio; Point of Sale
Creative: Reminder
Ad campaigns 1 & 2 satisfy the criteria of small space ads and also 10-second ID’s but campaign 3 doesn’t satisfy the criteria as there is too much information to grasp in 10 seconds
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Ad Effectiveness testing
Verbal vs Visual Ads 1 & 2 are balanced Ad 3 has too much text
Layout of Ad Copy components No problem with any of the ads
Written copy/fonts/size etc. Smaller font size in Ad 2 reduces its effectiveness
Positive vs Negative Ad copy appeal All the 3 ads have positive appeal
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