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PLEASE NOTE: The article below was submitted as part of a recent online competition we ran, inviting our clients and others to share their thoughts and experiences about using promotional products. For that reason the articles are written at a very general level only, and are far from ‘expert’ in any sense! It goes without saying though that if you now could like more detailed help or advice, please do not hesitate to contact us on 1800 519 071, or just send us an email. We would love to be of service to you.. that’s why we are here!
 

Your company creates its own luck with a disciplined promo USB stick development programme.

Most companies will seek to create their own luck by adopting a disciplined, commercially-directed programme of promo USB stick development which follows the key corporate objectives; eg., market share, growth and profitability. It must also be consistent with whatever promo USB stick policy guidelines these imply. Such a programme will depend on a number of firm prerequisites for its success: 1) An up-to-date summary, or shared understanding, of key corporate priorities for development; 2) Shared knowledge of company resources, capabilities and limitations; 3) Market, competitor and other external knowledge and information sources; eg., checking the commercial potential of a promo USB stick; 4) Commitment to a base level of specialist resourcing, projected forward against target activities and projects; and 5) A known and agreed set of procedures and decision criteria against which to assess and progress the development of the promo USB stick.

Branded USB stick pre-requisites are documented in the marketing aims and objectives statement.

In some companies the elements of firm pre-requisites for a branded USB stick, may be mirrored in the marketing aims and objectives statement for the branded USB stick, annual plans and branded flash stick campaign policy guidelines. It may even be formally laid down in the dedicated development of a promo USB stick or its R & D plans. Over-formalisation of a promo USB stick may hinder rather than help an individual company. What is important is that at the appropriate levels in the company, informed decisions are made about the promo USB stick and its strategic criteria followed, in respect of assessing and advancing development initiatives for the promo USB stick.

The branded USB stick gestation period varies according to technological complexity and corporate priorities.

While the gestation period for a branded flash drive will undoubtedly vary according to technological complexity, resourcing issues and corporate priorities; an attempt will be made to present a generalised sequence for the development process of a promo USB stick. A simple funnel approach to a promo USB stick development process should be followed; a new idea is initiated for the promo USB stick, it is then screened and commercially assessed and, finally, released to market, rejected or set aside for later re-working. This approach to promo USB stick development is formally outlined by the following model: Idea Generation, Idea Screening, Business / Market Analysis, Development and Market Testing. The stages of this model covers the processes that lead to the launch and commercialisation of the promo USB stick.

Beginning promo USB stick development is the accumulation and generation of marketing development ideas.

The logical beginning of a promo USB stick development for most companies, represents an ongoing effort of accumulating and generating marketing development ideas, rather than a discrete once-and-for-all step or marketing process with a promo USB stick. As worthwhile ideas are at a premium, a continuous effort is necessary to tap creativity from a number of sources for the promo USB stick. The new product idea sources available to a company are: Internally: R&D Design Basic Research. Engineering, Manufacturing and Purchasing Development and Operations. Marketing, market research, sales personnel and customer service Market studies, analysis of previous research, promo USB stick testing. Other sources for internal senior managers are employee suggestions and inter-departmental efforts; eg., brainstorming.