I Like to Market my product of T Shirts in India and All over the world. Kindly advise me the sucessful ideas.

Question

Murthi.R
CEO - VIGOR GARMENTS
2/822 A KANNAN COTTAGE, NEAR SUBASH MATRICULATION SCHOOL,MURUGAMPALAYAM,ANDIPALAYAM (P.O)
TIRUPUR - 641687
TEL : [phone]
MOBILE : [phone]

Answer 1

Do you manufacture T-shirts? Try ebay.

Answer 2

In order to market your product in India, you need to have the right distribution Network across the country. I think there are few questions you need to ask yourself before you venture out.
- what is your production capacity?
- Do u have the infrastuture & support team to handle All India operations ? if no , then assess the requirement
- What is your mission and objective ...this shoud be the first question you should ask .
- Depending on your mission & Objective, what is the marketing budget ? - asses ,analyise & make an estimate
- Do a Strenght,Weakness,Opportunity & threat (SWOT) analysis. ..it is important to know your weakness& threats as much as your strenghts & Opportunities.

I think you should look at these before you start looking for bright ideas or else I can tell you it will be a disaster. Any other help you require you can contact me through email : [e-mail]

Answer 3

Are you a new Manufacturer?. If so, concentrate on improving your product quality to match the A grade ones in the market. Make a portfolio of all the varieties you produce and make a catalog showing the prices, separately for export market and for local sale. If you want help in designing a catalogue or in Direct Marketing literature, contact me on phone [phone]. I am a Professional trainer for Small and Medium Enterprises,and have training in Writing of Direct Marketing Literature ( called Copy) from Us based trainers..

Answer 4

Start from selling then come to marketing. Go directly to the people who are supplying the kind of product you have. If you want to access international market go to exporters with sample and give them price. Dont do sampling if you have low budget or you think that the person will not buy. any thing I can do in Pakistan do tell me.

Answer 5

Try Google Adsense, contact people who are ready to advertise u on their sites. Create a site of u r own and start advertising.
If u r interested u can join this program and promote u r apparel.
It is SFI affiliates, a US company, sales can be generated thru them.

Contact me for joining form at [e-mail]

http://www.moreinfo247.com/9408544/FREE

Answer 6

you must have you own site (with search engine optimisation)
try advertise on other sites.
talk to yahoo, rediff, indiatimes, etc who has Indian portals (website selling merchandise) for selling your t-shirts. this will lead to their international portals too.

Answer 7

where is your website?
pls do that first, once u finish i can give you more suggestions
good luck

Answer 8

how to write a strategic marketing plan or business strategy, marketing and advertising tips, internet and website marketing tips

A simple guide to marketing, strategic business planning, advertising and promotion and sales lead generation, for small UK businesses especially. With tips and techniques for advertising and PR, for non-marketing managers, and for marketing and advertising professionals too; this is marketing and advertising made simple. Also some easy tips on website design, internet advertising and marketing.

While much of this marketing theory page was written a while ago generally the principles apply just the same, if fact many of these basic pointers are good reminders of some of the simple things that are easy to overlook in these modern distracting times.

Incidentally, where references are made to the UK there will commonly be equivalent methods and processes and suppliers that are applicable in other countries.

a fundamental aspect of modern marketing

First, here's something that is fast becoming the most fundamental aspects of marketing to get right, especially if you want to build a truly sustainable high quality organisation (of any size) in the modern age:

Ensure the ethics and philosophy of your organisation are good and sound. This might seem a bit tangential to marketing and business, and rather difficult to measure, nevertheless...

Price is no longer the king, if it ever was. Value no longer rules, if ever it did. Quality of service and product is not the deciding factor.

Today what truly matters is ethical and philosophical quality - from the bottom to the top - in every respect - across every dimension of the organisation.

Modern consumers, business buyers, staff and suppliers too, are today more interested than ever before in corporate integrity, which is defined by the organisation's ethics and philosophy.

Good sound ethics and philosophy enable and encourage people to make 'right and good' decisions, and to do right and good things. It's about humanity and morality; care and compassion; being good and fair.

Profit is okay, but not greed; reward is fine, but not avarice; trade is obviously essential, but exploitation is not.

People naturally identify and align with these philosophical values. The best staff, suppliers, and customers naturally gravitate towards organisations with strong philosophical qualities.

Putting a good clear ethical philosophy in place, and communicating it wide and far lets people know that your organisation always strives to do the the right thing. It's powerful because it appeals to people's deepest feelings. Corporate integrity, based on right and good ethical philosophy, transcends all else.

And so, strong ethics and good philosophy are the fundamentals on which all good organisations and businesses are now built.

People might not ask or talk about this much: the terminology is after all not fashionable 'marketing-speak', nor does it correlate obviously to financial performance, but be assured; everyone is becoming more aware of the deeper responsibilities of corporations and businesses in relation to humanity, and morality, the natural world, the weak and the poor, and the future of the planet.

Witness the antagonism growing towards certain multi-nationals. People don't rail against successful corporations - they rail against corporations which put profit ahead of people; growth ahead of of society and communities; technology and production ahead of the natural world; market domination ahead of compassion for humankind. None of this is right and good, and these organisations are on borrowed time.

People increasingly prefer to buy from, deal with, and work for, ethical, right-minded organisations. And whether an organisation is ethical and right-minded is becoming increasingly transparent for all to see.

So be one.

Aside from which - when you get your philosophy right, everything else naturally anchors to it. Strategies, processes, attitudes, relationships, trading arrangements, all sorts of difficult decisions - even directors salaries and share options dare we suggest.

And it need not be complicated. The ultimate corporate reference point is: "Is it right and good?... How does this (idea, initiative, decision, etc) stack up against our ethical philosophy?"

Organisations are complex things, and they become more and more complicated every day. A good ethical philosophy provides everyone with a natural, reliable reference point, for the tiniest detail up to the biggest strategic decision.

So as you start to write your marketing plan, be it for a new start-up, a huge corporation, or a little department within one, make sure you put a 'right and good' ethical philosophy in place before you do anything else, and watch everything grow from there.

marketing index

marketing planning process - how marketing fits into overall business planning.

marketing is more than selling and advertising - other issues to consider

advertising and promotion - simple and important guidelines

types of advertising media - different methods and their uses.

direct marketing, advertising, and the law - notably the UK Data Protection Act and Preference Services for telemarketing, fax, mail, etc.

tricks of the trade - secrets of effective printed advertising and maximum response.

PR - make the most of public relations - use press releases for free advertising and publicity.

newsletters - for staff and customers.

website and internet marketing tips - simple tips for internet websites and online marketing.

See also (on other pages):

business planning which includes free strategic planning templates, samples and examples

sales and selling which contains lots of help for developing selling propositions and sales strategies


marketing and business planning in relation to fundamental organisational values and ethics
a modern planning framework for a business or organisation

First it's helpful to revisit, check or define the foundations of your business or organisation. What are your fundamental aims and values? What is your ultimate purpose? Below is a simple template for checking that you have the foundations and building blocks in place. If not, then decide (as far as you can, because it's generally the CEO's call) what they should be, because all good marketing plans need to have solid foundations first.

As regards the fundamental philosophical aspects see the section on ethical organisations and corporate responsibility. This is deeper than tools and processes and mission statements - having a sound philosophy and ethical position determines and protects the spirit and integrity of your organisation.

When it comes to defining more detailed aspects of mission and strategy, of course there's degree of 'chicken and egg' here: How can you know your Mission until you validate it with your potential customers? How can you establish objectives and goals without consulting and involving your staff? These later stages obviously need to be put in place and refined when you are in position to do so without guessing or assuming, as the planning develops; even so, use the framework as a firm reminder to make sure you fill in the boxes when you are able - don't leave these issues floating undecided, or defaulting back to X-Theory autocracy (which they generally do where a vacuum exists). If in doubt, always err on the side of what is good and right and proper, which is another good reason for having a sound ethical position: it always provides a reliable reference point. In the absence of everything else - tools, processes, clarity of responsibility (who does what), etc - having a sound and well understood philosophy and ethical position will always help people to make good decisions.

Build from the bottom upwards. Consult and involve people affected and involved wherever relevant. You will see many different versions and interpretations of this framework. The principles are similar although the words might change. A business or an organisation is built on values and philosophy. Increasingly in the modern age, customers and staff are not prepared to sustain commitment to organisations whose philosophy and values are misaligned with their own personal ideals. Ten years ago organisational planning paid very little regard to values and philosophy. Customers were satisfied with quality at the right price. Staff were satisfied with a decent wage and working conditions. Today things are different. Organisations of all sorts must now cater for a more enlightened workforce and market-place.

When considering these planning stages start from the bottom upwards. This will help to reinforce the point that planning is about building from the foundations upwards, and that the stronger the foundations, then the stronger the organisation will be.
8. Our Performance Indicators How do our Targets and Objectives translate into the essential measurable aspects of performance and activity? Are these expectations, standards, 'Key Performance Indicators' (KPI's), 'Service Level Agreements' (SLA's), etc., agreed with the recipients and people responsible for delivery?
7. Our Targets and Objectives How are our strategies comprised? How are these responsibilities and activities allocated cross our functions and departments and teams? Who does what, where, when, how, for what cost and with what required effect and result? What are the timescales and measures for all the actions within our strategies, and who owns those responsibilities?
6. Our Strategies How will we achieve our goal(s)? What needs to happen in order to achieve the things we plan? What are the effects on us and from where? Like planning a game of chess, what moves do we plan to make, why, and with what effects? How will we measure and monitor and communicate our performance? What are the criteria for measuring our performance and execution of our strategies?
5. Our Goal (or Goals if there are separate businesses within the whole) What is our principal goal? When do we plan to achieve it? How will we measure that we have achieved it? At what point will we have succeeded in what we set out to do? Goals can change of course, and new ones necessarily are developed as old ones are achieved - but at any time we need to know what our organisation's main goal is, when we aim to achieve it, and how its achievement will be measured. And again all this needs to be agreed with our people - including our customers if we are very good indeed.
4. Our Mission (or Missions if there are separate businesses within the whole) How do we describe what we aim to do and be and achieve? What is special about what we are and do compared to any other organisation or business unit? Do our people understand and agree with this? Do our customers agree that it's what they want?
3. Our Vision Where are we going? What difference will we make? How do we want to be remembered? In what ways will we change things for the better? Is this vision relevant and good and desired by the customers and staff and stakeholders? Is it realistic and achievable? Have we involved staff and customers in defining our vision? Is it written down and published and understood? The Vision is the stage of planning when the organisation states its relationship with its market-place, customers, or users. The Vision can also include references to staff, suppliers, 'stakeholders' and all others affected by the organisation.
2. Our Values Ethics, integrity, care and compassion, quality, standards of behaviour - whatever the values are - are they stated and understood and agreed by the staff? Do the values resonate with the customers and owners or stakeholders? Are they right and good, and things that we feel proud to be associated with? See the section on ethical organisations for help with this fundamental area of planning.
1. Our Philosophy How does the organisation relate to the world? This is deeper than values. What is the organisation's purpose? If it is to make money for the shareholders, or to make a few million for the management buyout team when the business is floated, perhaps have a little re-think. Customers and staff are not daft. They will not be comfortable buying into an organisation whose deepest foundation is greed and profit. Profit's fine to an extent, but where does it fit in the wider scheme of things? Is it more important than taking care of our people and our customers and the world we live in? Does the organisation have a stated philosophy that might inspire people at a deeper level? Dare we aspire to build organisations of truly great worth and value to the world? The stronger our philosophy, the easier it is to build and run a great organisation. See the section on ethical organisations for help with this fundamental area of planning.

If you are an entrepreneur or leader, or anyone contributing to the planning process, think about what you want to leave behind you; what you'd want to be remembered for. This helps focus on philosophical issues, before we attend to process and profit.



When you've satisfied yourself that the organisational framework is in place - and that you have gone as far as you can in creating a strong foundation - then you can begin your marketing planning. By comparison with the above this is nuts and bolts common sense logical process.


marketing planning

Carry out your market research, including competitor activity.

Market information should include anything you need to know in order to formulate strategy and make business decisions. Information is available in the form of statistical economic and demographic data from libraries, research companies and professional associations (the Institute of Directors is excellent if you are a member). This is called secondary research and will require some interpretation or manipulation for your own purposes. Additionally you can carry out your own research through customer feed-back, surveys, questionnaires and focus groups (obtaining indicators to wider views through discussion among a few representative people in a controlled situation). This is called primary research, and is tailored to your precise needs. It requires less manipulation, but all types of research need careful analysis. Be careful when extrapolating or projecting. If the starting point is inaccurate the resulting analysis will not be reliable. The main elements you typically need to understand and quantify are:

* customer profile and mix
* product mix
* demographic issues and trends
* future regulatory and legal effects
* prices and values, and customer perceptions in these areas
* competitor activities
* competitor strengths and weaknesses
* customer service perceptions, priorities and needs

Primary research is recommended for local and niche services. Keep the subjects simple and the range narrow. Formulate questions that give clear yes or no indicators (ie avoid three and five options in multi-choices) always understand how you will analyse and measure the data produced. Try to convert data to numerical format and manipulate on a spreadsheet. Use focus groups for more detailed work. Be wary of using market research organisations as this can become extremely expensive. If you do the most important thing to do is get the brief right.

Establish your corporate aims

Business strategy is partly dictated by what makes good business sense, and partly by the subjective, personal wishes of the owners. There is no point in developing and implementing a magnificent business growth plan if the owners wish the business to maintain its current scale.

State your business objectives - short, medium and long term

Mindful of the trading environment (external factors) and the corporate aims (internal factors), there should be stated the business's objectives. What is the business aiming to do over the next one, three and five years? These objectives must be quantified and prioritised wherever possible.

Define your 'Mission Statement'

All the best businesses have a 'mission statement'. It announces clearly and succinctly to your staff, shareholders and customers what you are in business to do. Your mission statement may build upon a general 'service charter' relevant to your industry. The act of producing and announcing the Mission Statement is an excellent process for focusing attention on the business's priorities, and particularly the emphasis on customer service. If your business is modern and good you will be able also to reference your organisational 'Philosophy' and set of organisational 'Values', both of which are really helpful in providing fundamental referencing or 'anchoring' points, by which to clarify aspects of what the organisation or business unit aims to do, what its purpose is, and how the organisation behaves and conducts itself.

Define your 'Product/Service Offer(s)'

You must define clearly what you are providing to your customers in terms of individual products, or more appropriately, services. You should have one for each main area of business activity, or sector that you serve. Under normal circumstances competitive advantage is increased the more you can offer things your competitors cannot. Develop your service offer to emphasise your strengths, which should normally relate to your business objectives, in turn being influenced by corporate aims and market research. The tricky bit is translating your view of these services into an offer that means something to your customer. The definition of your service offer must make sense to your customer in terms that are advantageous and beneficial to the customer, not what is technically good, or scientifically sound. Think about what your service, and the manner by which you deliver it, means to your customer. In the selling profession, this perspective is referred to as translating features into benefits. The easiest way to translate a feature into a benefit is to add the prompt 'which means that...'. For example, if a strong feature of a business is that it has 24-hour opening , this feature would translate into something like:

"We're open 24 hours (feature) which means that you can get what you need when you need it - day or night."

Clearly this offers a significant benefit over competitors who only open 9 - 5.

Your service-offer should be an encapsulation of what you do best, that you want to do more of to meet your business objectives, stated in terms that will make your customers think 'yes, that means something to me, and my life will be better if I have it.'

Write business plan - include costs, resources and 'sales' targets

Your business plan, which deals with all aspects of the resource and management of the business, will include many decisions and factors fed in from the marketing process. It will state sales and profitability targets by activity. There may also be references to image and reputation, and to public relations. All of these issues require some investment and effort if they are to result in a desired effect, particularly any relating to increasing numbers of customers and revenue growth. You would normally describe and provide financial justification for the means of achieving these things, together with customer satisfaction improvement, in a marketing plan.

Quantify what you need from the market

Before attending to the detail of how to achieve your marketing aims you need to quantify clearly what they are. How many new customers? Limit of customer losses? Sales values from each sector? Profit margins per service, product, sector? Percentage increase in total sales revenues? Market share required? Improvement in customer satisfaction? Reduction in customer complaints? Response times? Communication times?

Write your marketing plan

Your marketing plan is actually a statement, supported by relevant financial data, of how you are going to develop your business.

"What you are going to sell to whom, when and how you are going to sell it, and how much you will sell it for."

In most types of businesses it is also essential that you include measurable aims concerning customer service and satisfaction.

The marketing plan will have costs that relate to a marketing budget in the business plan. The marketing plan will also have revenue and gross margin/profitability targets that relate to the turnover and profitability in the business plan. The marketing plan will also detail quite specifically those activities, suppliers and staff issues critical to achieving the marketing aims.

Being able to refer to aspects of organisational Philosophy and Values is very helpful in formulating the detail of a marketing plan.