Perception Change

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    Perception(from the Latin perceptio,percipio) is the organization, identification, andinterpretation of sensory information in orderto represent and understand the environment.All perceptioninvolves signals in the nervoussystem, which in turn result from physical orchemical stimulation of the sense organs.

    So basically perception means how you viewsomething and what you associate with that.The image you carry for a company, product,person, etc.

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    In the initial years of him as CEO he had firedover half of the GEs work force either bydownsize or disinvestment

    He demanded the best from all the employees

    If the managers didnt deliver the best theywere often fired.

    He had fired the bottom performing employeesevery year.

    He was a very blunt and straight forwardperson.

    He was often considered as a ruthless andtough CEO

    NEUTRON JACK ( LIKE THE NEUTRONBOMB)

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    He changed the entire culture of GE, he made itmore of a family grocery store, than a company.

    He wanted to get rid the formal chain of commandto improve creativity and innovation.

    He wanted his employees to create the bestproduct with value that would make customershappy. Because he believed if the customer isnthappy than he wont buy the product.

    He also focused on team building to help everyonework together, because he believed the peoplewere the most important asset of the company.YOU BUILD THE BEST TEAM, YOU WIN

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    The biggest S.O.B of last decade is the greatestCEO of this decade.

    After Jack Welch implemented his new

    changes and started making GE very successfulhis image changed.

    At first people didnt see the overall plan hehad to change the GE structure to make it moresucessful.

    Change before you have to. Jack Welch

    http://www.brainyquote.com/quotes/quotes/j/jackwelch110363.htmlhttp://www.brainyquote.com/quotes/quotes/j/jackwelch110363.html
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    http://en.wikipedia.org/wiki/Jack_Welch

    http://www.brainyquote.com/quotes/authors/j/jack_welch.html

    http://www.businessweek.com/stories/2001-09-16/jack-welch-a-ceo-who-cant-be-cloned

    http://advice.vietnamworks.com/en/hiring/e

    ffective-management/twelve-lessons-jack-welch-s-leadership-style.html-0

    http://en.wikipedia.org/wiki/Jack_Welchhttp://www.brainyquote.com/quotes/authors/j/jack_welch.htmlhttp://www.brainyquote.com/quotes/authors/j/jack_welch.htmlhttp://www.businessweek.com/stories/2001-09-16/jack-welch-a-ceo-who-cant-be-clonedhttp://www.businessweek.com/stories/2001-09-16/jack-welch-a-ceo-who-cant-be-clonedhttp://advice.vietnamworks.com/en/hiring/effective-management/twelve-lessons-jack-welch-s-leadership-style.html-0http://advice.vietnamworks.com/en/hiring/effective-management/twelve-lessons-jack-welch-s-leadership-style.html-0http://advice.vietnamworks.com/en/hiring/effective-management/twelve-lessons-jack-welch-s-leadership-style.html-0http://advice.vietnamworks.com/en/hiring/effective-management/twelve-lessons-jack-welch-s-leadership-style.html-0http://advice.vietnamworks.com/en/hiring/effective-management/twelve-lessons-jack-welch-s-leadership-style.html-0http://advice.vietnamworks.com/en/hiring/effective-management/twelve-lessons-jack-welch-s-leadership-style.html-0http://advice.vietnamworks.com/en/hiring/effective-management/twelve-lessons-jack-welch-s-leadership-style.html-0http://advice.vietnamworks.com/en/hiring/effective-management/twelve-lessons-jack-welch-s-leadership-style.html-0http://advice.vietnamworks.com/en/hiring/effective-management/twelve-lessons-jack-welch-s-leadership-style.html-0http://advice.vietnamworks.com/en/hiring/effective-management/twelve-lessons-jack-welch-s-leadership-style.html-0http://advice.vietnamworks.com/en/hiring/effective-management/twelve-lessons-jack-welch-s-leadership-style.html-0http://advice.vietnamworks.com/en/hiring/effective-management/twelve-lessons-jack-welch-s-leadership-style.html-0http://advice.vietnamworks.com/en/hiring/effective-management/twelve-lessons-jack-welch-s-leadership-style.html-0http://advice.vietnamworks.com/en/hiring/effective-management/twelve-lessons-jack-welch-s-leadership-style.html-0http://advice.vietnamworks.com/en/hiring/effective-management/twelve-lessons-jack-welch-s-leadership-style.html-0http://advice.vietnamworks.com/en/hiring/effective-management/twelve-lessons-jack-welch-s-leadership-style.html-0http://advice.vietnamworks.com/en/hiring/effective-management/twelve-lessons-jack-welch-s-leadership-style.html-0http://advice.vietnamworks.com/en/hiring/effective-management/twelve-lessons-jack-welch-s-leadership-style.html-0http://advice.vietnamworks.com/en/hiring/effective-management/twelve-lessons-jack-welch-s-leadership-style.html-0http://advice.vietnamworks.com/en/hiring/effective-management/twelve-lessons-jack-welch-s-leadership-style.html-0http://advice.vietnamworks.com/en/hiring/effective-management/twelve-lessons-jack-welch-s-leadership-style.html-0http://www.businessweek.com/stories/2001-09-16/jack-welch-a-ceo-who-cant-be-clonedhttp://www.businessweek.com/stories/2001-09-16/jack-welch-a-ceo-who-cant-be-clonedhttp://www.businessweek.com/stories/2001-09-16/jack-welch-a-ceo-who-cant-be-clonedhttp://www.businessweek.com/stories/2001-09-16/jack-welch-a-ceo-who-cant-be-clonedhttp://www.businessweek.com/stories/2001-09-16/jack-welch-a-ceo-who-cant-be-clonedhttp://www.businessweek.com/stories/2001-09-16/jack-welch-a-ceo-who-cant-be-clonedhttp://www.businessweek.com/stories/2001-09-16/jack-welch-a-ceo-who-cant-be-clonedhttp://www.businessweek.com/stories/2001-09-16/jack-welch-a-ceo-who-cant-be-clonedhttp://www.businessweek.com/stories/2001-09-16/jack-welch-a-ceo-who-cant-be-clonedhttp://www.businessweek.com/stories/2001-09-16/jack-welch-a-ceo-who-cant-be-clonedhttp://www.businessweek.com/stories/2001-09-16/jack-welch-a-ceo-who-cant-be-clonedhttp://www.businessweek.com/stories/2001-09-16/jack-welch-a-ceo-who-cant-be-clonedhttp://www.businessweek.com/stories/2001-09-16/jack-welch-a-ceo-who-cant-be-clonedhttp://www.businessweek.com/stories/2001-09-16/jack-welch-a-ceo-who-cant-be-clonedhttp://www.businessweek.com/stories/2001-09-16/jack-welch-a-ceo-who-cant-be-clonedhttp://www.businessweek.com/stories/2001-09-16/jack-welch-a-ceo-who-cant-be-clonedhttp://www.businessweek.com/stories/2001-09-16/jack-welch-a-ceo-who-cant-be-clonedhttp://www.businessweek.com/stories/2001-09-16/jack-welch-a-ceo-who-cant-be-clonedhttp://www.businessweek.com/stories/2001-09-16/jack-welch-a-ceo-who-cant-be-clonedhttp://www.brainyquote.com/quotes/authors/j/jack_welch.htmlhttp://www.brainyquote.com/quotes/authors/j/jack_welch.htmlhttp://en.wikipedia.org/wiki/Jack_Welch
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    erception Change

    : SkodaA Brief Story

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    For the first half of 19th century Skoda was one ofthe worlds greatest Marques..

    On April 16th 1991, Skoda became a publiccompany and the fourth brand in the InternationalVolkswagen Group, the others being Volkswagen,Audi and SEAT.

    It was the manufacturer of some of the mostprestigious cars available, such as the luxuryHispano-Suiza,

    Skoda factory became product oriented rather thanmarket oriented.

    Mass producing a basic product rather than

    matching its products to the needs of customers and

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    Result

    Consumers perceptions have started to change.

    The market currently lies with acceptors, but it is beginning to

    extend to persuasive and current rejecters.

    The research shows that, in terms of public perceptions, theFelicia elevates the Skoda image and presents evidence of an

    improvement.

    People who at one time might have laughed at a Skoda joke aretoday purchasing their first Skoda.

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    Carbonated soft drink

    Origin- Atlanta, Georgia (U.S.A.)

    Based on Interbrands best global brand study of 2011,Coca-Cola was the world's most valuable brand

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    the way in which something is regarded,understood, or interpreted

    the way we give meaning to our environment

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    Peoples behavior is based on their perception ofwhat reality is, not on reality itself.

    So, when you interpret something, it heavilyinfluenced by your personal characteristics i.e.your attitude, motives, interests, past experienceand expectations.

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    New Coke was launched in the mid-1980s by Coca Cola in an

    attempt to help the soda company stay ahead of competitors.

    Thought the problem is with product and not perception.

    But effect was different and they lost even existing customers.

    Publically apologized and re-launched the classic coke.

    And coke was back to #1 with reasonable lead.

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    Coke has been accused of as a reason of obesity but they has avoided (oreven denied) charges that sugary beverages can pack on the pounds.

    the head honchos at Coke have revamped the brands advertising, with a

    focus on how to incorporate Coca-Cola products into a healthy lifestyle.

    Introduced new products like diet coke, coke zero etc. of low calories.

    Lots of advertisement is made in area to change the perception of thepeople.

    The first commercial of the campaign, a two-minute video called "ComingTogether," begins with a voice-over: "For over 125 years, we've beenbringing people together. Today, we'd like people to come together onsomething that concerns all of us: obesity."

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    By pointing out how Coca-Cola has reduced calories in itsproducts over time and scaled down the size of cans, the adimplicitly announces that soft drinks arent healthy, and that beinghealthy means drinking less soda.

    Bottom line? The new Coca-Cola commercials show how soda canbe part of a balanced diet and explain how overall lifestyle choices

    (whether bad or good) can contribute to overall health.

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    Image is essential to organizations as well as individuals. Even ifwe are moving away from a notion of image as a singleimpression shared by an audience, image is still a central conceptto the field of public relations.

    -Thankyou.

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    Worms reported inCadbury in Oct. 2003

    Maharashtra FDA seized

    Cadburys Pune plant. Cadbury claimed

    infestation was notpossible at manufacturingstage

    FDA didnt buy that. Negative publicity

    Reduced the sales by 30%

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    Cadbury started ad campaigns

    Company took Initiative Vishwas Imported machinery worth INR15 Crore.

    Didnt hike the price.

    Company hired Amitabh Bacchan as brandambassador.

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    From Jan March 2004company spend up to 15%on AdvertisementCadbury was back inmarket by May 2004Currently company cover70% Market share.

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    Cadburys can be a case of sweet recoveryfrom image crisis.

    Change in perception costs lot more thanmoney.

    Emotional assurance play a bigger role incase of perception change.

    Perception crisis should be taken head-on.

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    Youtube

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