Nuwe resepte

Studie: Restaurantstrategieë verskil vir slimfoon-, tablet -programme

Studie: Restaurantstrategieë verskil vir slimfoon-, tablet -programme


Restaurantbesoekers wend hulle baie meer na hul selfone om na hul volgende eetplek te soek, en hul gebruikspatrone vir mobiele blaaiers of programme op slimfone en tablette verskil almal tot die mate dat handelsmerke vir kosdiens afsonderlike strategieë benodig om almal te akkommodeer, 'n nuwe verslag gevind het.

Volgens die 'Mobile Path-to-Purchase Study', uitgevoer deur die mobiele netwerk xAd en mobiele navorser Telmetrics en gebaseer op data van Nielsen, word mobiele soektogte na restaurante 90 persent van die tyd oorgedra na kosbestellings, wat hoër is as die omskakelingskoerse vir soektogte rakende reis- of motoraankope.

Mense wat na restaurantinligting op selfone of tablette soek, toon ook 'n groter dringendheid, het die studie bevind. Terwyl 90 persent van die gebruikers probeer om hul soektog teen die einde van die dag in 'n restaurantbesoek te omskep, doen 64 persent van die slimfoongebruikers dit onmiddellik of binne 'n uur nadat hulle gesoek het. Vier en veertig persent van die tablet soekers besoek 'n restaurant onmiddellik of binne 'n uur.

Verskillende toestelle, verskillende strategieë

Die verskille in koopgedrag as gevolg van tablet- en slimfoonprogramme is die gevolg van die manier waarop mense elke toestel gebruik, sê Monica Ho, hoofbemarkingsbeampte van xAd. Slimfone voer die restaurant -soektogte uit terwyl gebruikers onderweg is, terwyl tablette dieselfde doel dien, meestal as gebruikers tuis is, waar verbinding met die internet die beste vir tablette is, het sy gesê.

"Alhoewel beide slimfone en tablette mobiele toestelle is, is die grootte van die tablet en soms gebrek aan dataverbinding verbied om 'n draagbare, altyd aan te sluit toestel soos slimfone te wees," het Ho gesê. 'As gevolg hiervan, moet bemarkers afsonderlike slimfoon- en tabletstrategieë oorweeg om die hoogs verloofde en gereed-vir-koop-restaurantgebruiker te bereik, aangesien verbruikersbehoeftes en onmiddellike bedoelings aansienlik per toestel verander.

Terwyl meer kettings hul pad vind met slimfoonprogramme, is die vroeë aanvaarders van die tegnologie, veral die land se grootste pizzakettings, reeds besig om tablet-apps te formuleer wat voordeel trek uit ander funksies as hul slimweergawes.

Nadat hy in 2009 die eerste keer met 'n iPhone -app op die mark was, het Pizza Hut dit in Mei 2011 opgevolg met 'n iPad -app. Alhoewel die tabletweergawe dieselfde bestellingsfunksies bevat, het dit ook 'n meer interaktiewe komponent om 'vingerverf' te kan doen. ”Met 'n geanimeerde pizza deur die skerm uit te rek, te knyp en te vee terwyl die toppings by 'n pizza -bestelling gevoeg is.

Op dieselfde manier het die tablet -app van Domino's Pizza, wat in November 2011 bekendgestel is, vyf maande nadat die slimfoon -app bekendgestel is, eksklusiewe vermaaklikheidselemente wat nie by 'n gebruiker of onder die pas sou pas nie. Met die "Pizza Hero" -speletjie in die tabletweergawe, kan spelers die ervaring simuleer om 'n Domino's -pizza te maak van die deeg wat aan die begin strek, totdat die pizza aan die einde in die boks gesny is.


5 tegniese innovasies wat die restaurantbedryf verander

Hierdie plasing is deel van die Reporter's Notebook -blog.

Die restaurant -gasvrou van die toekoms besoek dalk tafels via 'n "telepresence robot" soos die Beam, wat kan loop en praat, maar geen hande het nie - soos Skype op wiele.

Of 'n slanke, stem-geaktiveerde, silindriese rekenaar, soos Amazon Echo se Alexis, kan op 'n tafel sit en advies gee oor wynbyeenkomste of die spesiale aanbiedinge van die dag. Dit sou wees soos om saam met Hal uit die film "2001: A Space Odyssey" te eet, maar hopelik sonder die kwaadwillige reeks.

En natuurlik is daar moontlik hommeltuie wat aandete lewer.

Hierdie en ander innovasies bestaan ​​nou en kan die gesig van die gasvryheidsbedryf in die toekoms verander namate restaurante toenemend tegnologiese ondernemings word.

'N Afleweringshommel verskyn op die NRA se restaurantinnovasieberaad. Foto: Lisa Jennings

Dit was 'n lopende tema tydens 'n National Restaurant Association Restaurant Innovation Summit in San Diego verlede week, waar deelnemers ook die nuutste weergawe van IBM Watson as 'Chef Watson' gesien het, wat sy kognitiewe supermoondheid toepas op resepontwikkeling.

Josh Halpern, vise-president van Anheuser-Busch vir nasionale kleinhandelverkope, het selfbedieningsbierkraantegnologie getoon wat ID's kontroleer en kliënte in staat stel om per gram te betaal. Vervolgens: Slim automate in hotelle wat bier op konsep sal bedien, wat die uitputtende uitstappies na die lobbybar uitskakel.

Of dit nou na verbruikers kyk of agter die skerms, tegnologie word toenemend 'n instrument vir ontwrigting in die gasvryheidsbedryf.

Sulke verandering bring egter 'n nuwe manier van dink mee, sê Amy Webb, stigter en uitvoerende hoof van die digitale strategie -konsultasiefirma Webbmedia Group.

Webb het vyf digitale neigings uiteengesit wat restaurantoperateurs in 'n nuwe lig sal help dink oor tegnologiese innovasies:

Digitale tydsones. Ons is geneig om chronologies aan tyd te dink, maar Webb sien dat verbruikers hul digitale gereedskap en speelgoed in drie nuwe 'sones' gebruik: 'me -time', 'ons tyd' en 'real -time'.

'Me time' is wanneer verbruikers 'n persoonlike ervaring met hul toestel het. Dit is wanneer dit net 'n persoon en sy of haar slimfoon is in 'n 'Calgon, take me away!' oomblik, 'n speletjie speel of 'n katvideo kyk.

Dit is anders as 'ons tyd', wanneer verbruikers hul toestelle saam met ander mense gebruik om 'n probleem, spel of werk op te los. Die toestel is nie 'n muur nie, maar vergemaklik eintlik die gesprek, het Webb gesê.

In 'real -time' doen toestelle iets onmiddellik vir verbruikers, soos persone wat hulle laat weet dat hul tafel gereed is, of programme wat hulle toelaat om op afstand in hul gunsteling restaurant te kom.

Terwyl hulle tegnologie ontwikkel, moet restaurantoperateurs nadink oor hoe hulle meer as een digitale tydsone kan akkommodeer. Kan tablette byvoorbeeld 'n "me -time" vermaak bied, benewens die bestelling van "ons tyd"?

'Begin dink aan digitale tydsones, fokus op die behoeftes en gedrag van u kliënte, eerder as net hul toestelle en die werkstroom van u organisasie,' het sy gesê.

Ambiente bediendes. Restaurantoperateurs het lank probeer om in die behoeftes van kliënte te voorsien, nog voordat hulle weet wat hulle nodig het. Nou neem virtuele tegnologie die responsiewe funksie toenemend op in funksies met hulpmiddels wat gebruikers kennisgewings gee wat in werking gestel kan word, nog voordat hulle weet.

Google Nou sal byvoorbeeld 'n waarskuwing aan u stuur om u huis vroeër te verlaat as daar verkeer op u gewone pendelroete is. Die restaurant chatbot Luka is ontwerp om advies te gee oor uiteet, maar op 'n manier wat meer soos 'n gesprek voel, en kyk na resensies wat by u spesifieke smaak pas.

Webb noem dit die 'outo -voltooiing vir ons bedoelings', 'n neiging wat waarskynlik onsigbaar sal wees, maar uiteindelik oral voorkom.

'Dit is nog ver,' het sy gesê, 'maar dit is tyd om te begin dink oor hoe om hierdie gereedskap nou in te sluit.'

Erkenning. Gesigsherkenningstegnologie kan toenemend 'n vreemdeling uit die skare pluk, hulle identifiseer en dan op openbare databasisse tik om allerhande dinge oor hul lewens uit te vind.

Sommige programme kan nou ook mense identifiseer deur die manier waarop hulle tik, soos om handskrif te identifiseer. 'Termiese vingerafdrukke' gebruik hitte -kartering om mense te identifiseer, selfs al is hul gesig bedek, het Webb gesê.

Maar Webb beweer dat dit 'n instrument is wat restaurantoperateurs kan gebruik. Nakomingsbeamptes is moontlik bekommerd oor privaatheid, maar die beskikbare inligting is publiek en wetlik toeganklik, het sy gesê.

Kognitiewe rekenaarkunde. Veral IBM doen baie werk in hierdie ruimte, het Webb gesê. Rekenaars kan toenemend 'persoonlikheidsinsigte' op iemand ontwikkel op grond van 'n stukkie teks wat hulle skryf.

As 'n restaurantoperateur byvoorbeeld 'n kwaai e -pos ontvang, kan die teks deur die stelsel gestuur word om 'n profiel van die skrywer te skep, wat die restaurantoperateur 'n beter idee sal gee van hoe om effektief te reageer.

'Dit is soos 'n speltoets, maar vir persoonlikheid,' het Webb gesê. 'Dit kan u reaksie hersien en u vertel hoe u dit kan aanpas om seker te maak dat dit positief ontvang word.

Deelnemende eet. In die ou dae het mense uitgegaan weens FOMO, Fear Of Missing Out. Vandag het Millennials FOGO, of Fear Of Outing Out, omdat hulle bang is om iets aanlyn te misloop.

Verbruikers word toenemend aangetrokke tot kollektiewe internetgebeurtenisse wat regstreeks gekyk moet word, en programme vir lewendige streaming soos Periscope neem toe.

Sulke geleenthede skep 'n gevoel van intimiteit of spesiale toegang onder kykers, het Webb gesê. Restaurante kan dit gebruik om kliënte byvoorbeeld na kombuistoere te neem, of telepresence -robotte soos Beam te gebruik om bekendes op afstand in die eetkamer te besoek.

Webb voorspel dat telepresence in die toekoms, net soos die Beam, in die toekoms 'n groot deel van die 'robotondersteunde restaurant' sal wees.

'Baie mense dink dit is 'n foefie,' het sy gesê. “Ek sê vir jou dat dit nie so is nie.”

Kontak Lisa Jennings by [email  protected].
Volg haar op Twitter: @livetodineout


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Deur op bestanddele te soek, kan u u parameters stel op grond van wat u beskikbaar het.

Die maklikste soektog is met die “dinner-spinner, ” 'n hulpmiddel waarmee u vinnig 'n kombinasie van opsies volgens tipe gereg, bestanddele byderhand en hoe lank voor die maaltyd gereed is, kan deurblaai.

Met die app kan u eintlik die bestanddele lys wat in die resepresultate ingesluit of weggelaat moet word. Op hierdie manier, as u geen hoender in die yskas het nie, sal die app geen resepte met hoender bevat nie, selfs al het u al die ander nodige bestanddele vir 'n sekere gereg.

Stoor u resepte en bestanddele deur 'n rekening te skep, en u kan oral aanmeld, insluitend op u telefoon, tablet of rekenaar.


Inhoud

Die onderskeid tussen "strategiese" en "bestuurs" bemarking word gebruik om "twee fases met verskillende doelwitte en gebaseer op verskillende konseptuele instrumente te onderskei. Strategiese bemarking handel oor die keuse van beleide wat daarop gemik is om die mededingende posisie van die onderneming te verbeter, met inagneming van uitdagings en geleenthede wat deur die mededingende omgewing voorgestel word. Aan die ander kant is bestuursbemarking gefokus op die implementering van spesifieke teikens. " [3] Bemarkingstrategie handel oor "hoë visioene wat vertaal word in minder verhewe en praktiese doelwitte [terwyl bemarkingsbestuur] is waar ons ons hande vuil maak en planne maak vir dinge wat gebeur." [4] Bemarkingstrategie word soms genoem hoër orde beplanning omdat dit die breë rigting uiteensit en leiding en struktuur bied vir die bemarkingsprogram.

Bemarkingsgeleerdes het voorgestel dat strategiese bemarking aan die einde van die sewentigerjare ontstaan ​​het en die oorsprong daarvan kan verstaan ​​word in terme van 'n duidelike evolusionêre weg: [5] [6]: 50–56 [7]

Begrotingsbeheer (ook bekend as wetenskaplike bestuur)

Bemarkingstrategie behels die kartering van die rigting van die onderneming vir die komende beplanningstydperk, of dit nou drie, vyf of tien jaar is. Dit behels 'n 360 ° -oorsig van die onderneming en die bedryfsomgewing om nuwe sakegeleenthede te identifiseer wat die onderneming moontlik vir mededingende voordeel kan benut. Strategiese beplanning kan ook markbedreigings openbaar wat die onderneming moontlik moet oorweeg vir volhoubaarheid op lang termyn. [11] Strategiese beplanning maak geen aannames dat die firma in die toekoms dieselfde produkte aan dieselfde kliënte sal bied nie. Dit gaan eerder oor die identifisering van die sakegeleenthede wat waarskynlik suksesvol sal wees, en evalueer die onderneming se vermoë om sulke geleenthede te benut. Dit poog om die strategiese leemte dit is die verskil tussen waar 'n onderneming tans geleë is (die strategiese werklikheid of onbedoelde strategie) en waar dit geleë moet wees vir volhoubare groei op lang termyn (die strategiese bedoeling of doelbewuste strategie). [12]

Strategiese beplanning poog om drie bedrieglik eenvoudige vrae aan te spreek, spesifiek: [6]: 34

* Waar is ons nou? (Situasie -analise) * Watter besigheid moet ons in? (Visie en missie) * Hoe moet ons daar kom? (Strategieë, planne, doelwitte en doelwitte)

'N Vierde vraag kan by die lys gevoeg word, naamlik' Hoe weet ons toe ons daar aankom? ' As gevolg van die toenemende behoefte aan aanspreeklikheid, gebruik baie bemarkingsorganisasies 'n verskeidenheid bemarkingsmetodes om strategiese prestasie op te spoor, sodat regstellende stappe gedoen kan word indien nodig. Op die oppervlak probeer strategiese beplanning drie eenvoudige vrae aanspreek, maar die navorsing en analise wat by strategiese beplanning betrokke is, is baie gesofistikeerd en verg baie vaardigheid en oordeel.

Strategiese analise is ontwerp om die eerste strategiese vraag, "Waar is ons nou, aan te spreek?" [6]: 34 Tradisionele marknavorsing is minder nuttig vir strategiese bemarking omdat die ontleder nie insigte soek oor die houding en voorkeure van kliënte nie. Strategiese ontleders soek eerder insigte oor die onderneming se werksomgewing met die oog op die identifisering van moontlike toekomstige scenario's, geleenthede en bedreigings.

Strategiese beplanning fokus op die 3C's, naamlik: Kliënt, korporasie en mededingers. 'N Gedetailleerde ontleding van elke faktor is die sleutel tot die sukses van strategieformulering. Die 'mededingers' -element verwys na 'n ontleding van die sterk punte van die onderneming in verhouding tot nabye mededingers, en 'n oorweging van mededingende bedreigings wat die onderneming se vermoë om in sekere rigtings te beweeg, kan beïnvloed. Die 'kliënt' -element verwys na 'n ontleding van moontlike veranderinge in die voorkeure van kliënte wat moontlik nuwe sakegeleenthede kan veroorsaak. Die 'korporasie'-element verwys na 'n gedetailleerde ontleding van die onderneming se interne vermoëns en die bereidheid om markgebaseerde geleenthede te benut of die kwesbaarheid daarvan vir eksterne bedreigings. [13]

Mintzberg stel voor dat die beste beplanners die meeste van hul tyd aan analise spandeer en gemoeid is met die industrie of mededingende ontledings sowel as interne studies, insluitend die gebruik van rekenaarmodelle om tendense in die organisasie te ontleed. [14] Strategiese beplanners gebruik 'n verskeidenheid navorsingsinstrumente en analitiese tegnieke, afhangende van die kompleksiteit van die omgewing en die doelwitte van die onderneming. Fleitcher en Bensoussan het byvoorbeeld ongeveer 200 kwalitatiewe en kwantitatiewe analitiese tegnieke geïdentifiseer wat gereeld deur strategiese ontleders [15] gebruik word, terwyl 'n onlangse publikasie daarop dui dat 72 tegnieke noodsaaklik is. [16] Geen optimale tegniek kan in alle situasies of probleme as nuttig geïdentifiseer word nie. Die vaardigheid van die ontleder bepaal watter tegniek in 'n gegewe situasie gebruik moet word. Die keuse van 'n instrument hang af van 'n verskeidenheid faktore, waaronder: beskikbaarheid van data, die aard van die bemarkingsprobleem, die doel of doel, die vaardigheidsvlak van die ontleder sowel as ander beperkings soos tyd of motivering. [17]

Die mees gebruikte gereedskap en tegnieke sluit in: [16]

Analitiese tegnieke

    / Kategorie-ontwikkelingsindeks (CDI) [22]: 31–35 [22]: 17-66 [23] [24] en hulpbronanalise [25] [26]: 79–81
  • Kontrafaktiese analise [27] [28] [29] [30] [22]: 1-16 [31]
  • Bedryfsanalise (ook bekend as Porter se vyf kragte-analise) [26]: 139-140 [26]: 88-94 [32]: 368–382
  • Bestuursprofielanalise [33] analise [34] [35] en sy variante, waaronder PESTLE, STEEPLED en STEER (PEST staan ​​soms bekend as Six Segment Analysis)
  • Portefeulje-analise, soos BCG-groeiaandelsmatriks of GE-sakeskermmatriks [26]: 38-39 [26]: 361-376
  • Voorgangeranalise of evolusionêre analise [36] en S-kromme-analise (ook bekend as tegnologie-lewensiklus of hype-siklusanalise)
  • Produk evolusionêre siklus analise [37] [38] [26]: 81-83
  • Segmentaandeelanalise [6]: 80 [6]: 82 [39] [26]: 143-145 [40] analise [26]: 142-143 [41]

Kort beskrywing van gapingsanalise Wysig

Gapingsanalise is 'n tipe hoër orde -analise wat poog om die verskil tussen die huidige strategie van die organisasie en die gewenste strategie daarvan te identifiseer. Hierdie verskil staan ​​soms bekend as die strategiese leemte. Mintzberg identifiseer twee tipes strategie, naamlik doelbewuste strategie en onbedoelde strategie. Die doelbewuste strategie verteenwoordig die onderneming se strategiese bedoeling of die gewenste pad, terwyl die onbedoelde strategie die pad is wat die onderneming moontlik gevolg het toe dit aangepas het by omgewings-, mededingende en markveranderinge. [42] Ander geleerdes gebruik die terme strategie verwesenlik teenoor bedoel strategie om na dieselfde konsepte te verwys. [43] Hierdie tipe analise dui aan of 'n organisasie gedurende die beplanningsperiode van die gewenste pad afgedwaal het. Die teenwoordigheid van 'n groot gaping kan aandui dat die organisasie geword het in die middel vasgevang 'n resep vir strategiese middelmatigheid en moontlike mislukking.

Kort beskrywing van kategorie/handelsmerkontwikkelingsindeks Wysig

Die kategorie/handelsmerkontwikkelingsindeks is 'n metode wat gebruik word om die verkoopspotensiaal vir 'n streek of mark te bepaal en marksegmente te identifiseer wat ontwikkel kan word (dws hoë CDI en hoë BDI). Boonop kan dit gebruik word om markte te identifiseer waar die kategorie of handelsmerk swak presteer, en kan dit onderliggende bemarkingsprobleme aandui, soos swak verspreiding (dws hoë CDI en lae BDI).

BDI en CDI word soos volg bereken: [44]

BDI = (handelsmerkverkope (%) in mark A/ bevolking (%) in mark A) X 100 CDI = (kategorieverkope (%) in mark A/ bevolking (%) in mark A) X 100

Kort beskrywing van PEST -analise Edit

Strategiese beplanning begin gewoonlik met 'n skandering van die sake -omgewing, beide intern en ekstern, dit sluit in die begrip van strategiese beperkings. 'N Begrip van die eksterne werksomgewing, insluitend politieke, ekonomiese, sosiale en tegnologiese, wat demografiese en kulturele aspekte insluit, is nodig vir die identifisering van sakegeleenthede en bedreigings. [45] Hierdie analise word PEST 'n akroniem vir Blolities, Ekonoom, Sociaal en Ttegnologies. 'N Aantal variante van die PEST -analise kan in die literatuur geïdentifiseer word, insluitend: PESTLE -analise (politiek, ekonomies, sosiaal, tegnologies, regs en omgewings) STEEPLE (voeg etiek by) STEEPLED (voeg demografie by) en STEER (voeg regulatories by). [46]

Die doel van die PES -analise is om geleenthede en bedreigings in die breër bedryfsomgewing te identifiseer. Ondernemings probeer geleenthede benut terwyl hulle hulself probeer beskerm teen moontlike bedreigings. Basies lei die PEST-analise strategiese besluitneming. [47] Die belangrikste elemente van die PEST -analise is: [46]

  • Blolities: politieke ingrypings met die potensiaal om handelsomstandighede te ontwrig of te verbeter, bv. regeringswette, beleide, befondsing of subsidies, ondersteuning vir spesifieke bedrywe, handelsooreenkomste, belastingkoerse en fiskale beleid.
  • Economic: ekonomiese faktore wat die winsgewendheid kan beïnvloed en die pryse wat gehef kan word, soos ekonomiese neigings, inflasie, wisselkoerse, seisoenaliteit en ekonomiese siklusse, verbruikersvertroue, koopkrag en diskresionêre inkomste.
  • Sociaal: sosiale faktore wat die vraag na produkte en dienste beïnvloed, die houding van die verbruiker, smaak en voorkeure soos demografie, sosiale beïnvloeders, rolmodelle, winkelgewoontes.
  • Ttegnologies: innovasie, tegnologiese ontwikkelings of deurbrake wat geleenthede skep vir nuwe produkte, verbeterde produksieprosesse of nuwe maniere om sake te doen, bv. nuwe materiale, nuwe bestanddele, nuwe masjinerie, nuwe verpakkingsoplossings, nuwe sagteware en nuwe tussengangers.

By die uitvoer van 'n PES -ontleding, kan beplanners en ontleders die bedryfsomgewing op drie vlakke oorweeg, naamlik die supranasionele die nasionale en subnasionaal of plaaslike vlak. Namate ondernemings meer geglobaliseer word, sal hulle moontlik meer aandag moet gee aan die supranasionale vlak. [46]

Kort beskrywing van SWOT -analise Redigeer

Benewens die PEST -analise, doen ondernemings 'n sterkte-, swak-, geleenthede- en bedreigingsanalise (SWOT). 'N SWOT -analise identifiseer: [48]

  • Sterkpunte: kenmerkende vermoëns, bevoegdhede, vaardighede of bates wat 'n onderneming of projek 'n voordeel bied bo moontlike mededingers interne faktore wat gunstig is vir die bereiking van die doelwitte van die onderneming
  • Swakpunte: interne tekortkominge wat die onderneming of projek benadeel in vergelyking met mededingers of tekortkominge wat verhinder dat 'n entiteit in 'n nuwe rigting beweeg of op geleenthede optree. interne faktore wat ongunstig is om die doelwitte van die onderneming te bereik
  • Geleenthede: elemente in die omgewing wat die onderneming of projek tot sy voordeel kan benut ; eksterne faktore van die organisasie, insluitend: nuwe produkte, nuwe markte, nuwe vraag, hindernisse op die buiteland, mededingers se foute, ens. [39]
  • Bedreigings: elemente in die omgewing wat die onderneming se markposisie kan erodeer eksterne faktore wat 'n entiteit verhinder of verhinder om in die gewenste rigting te beweeg of sy doelwitte te bereik.

Gewoonlik sal die onderneming poog om die geleenthede te benut wat gekoppel kan word aan interne sterkpunte, dit wil sê die firma het 'n vermoë op enige gebied waar sterkpunte met eksterne geleenthede gekombineer word. Dit sal moontlik die vermoë moet opbou as dit geleenthede op swak gebied wil benut. 'N Gebrek aan swakheid wat gepaard gaan met 'n eksterne bedreiging, is 'n kwesbaarheid, en die onderneming moet moontlik noodplanke ontwikkel. [49]

Die visie en missie spreek die tweede sentrale vraag, 'Waarheen gaan ons?' Aan die einde van die navorsings- en ontledingsfase sal die firma tipies sy visieverklaring, missiestelling hersien en, indien nodig, 'n nuwe visie en missie vir die vooruitsigperiode opstel. In hierdie stadium sal die firma ook 'n generiese mededingende strategie opstel as die basis vir die handhawing van 'n volhoubare mededingende voordeel vir die komende beplanningstydperk.

'N Visieverklaring is 'n realistiese, langtermyn-toekomstige scenario vir die organisasie. (Visiestellings moet nie verwar word met slagspreuke of leuse nie.) [50] 'n Visieverklaring is ontwerp om 'n realistiese langtermyn-toekomstige scenario vir die organisasie aan te bied. Dit is 'n 'duidelik uiteengesit verklaring van die omvang van die onderneming'. 'N Sterk visieverklaring bevat tipies die volgende: [51]

Sommige geleerdes wys daarop dat die visie in die mark 'n vaardigheid of bekwaamheid is wat die beplanners se kapasiteit omvat "om gevorderde tegnologieë aan markgeleenthede van die toekoms te koppel, en dit te doen deur 'n gedeelde begrip van 'n gegewe produkmark. [52]

'N Missieverklaring is 'n duidelike en bondige verklaring van die organisasie se rede vir sy bestaan ​​en die omvang daarvan, [53], terwyl die generiese strategie uiteensit hoe die onderneming sy visie en missie wil bereik. [54]

Missieverklarings moet gedetailleerde inligting bevat en moet meer as eenvoudig wees moederskap verklaring. [55] 'n Missieverklaring bevat tipies die volgende: [53]

  • Spesifikasie van teikenklante
  • Identifikasie van die belangrikste produkte of dienste wat aangebied word
  • Spesifikasie van die geografiese omvang van bedrywighede
  • Identifisering van kerntegnologieë en/of kernvermoëns
  • 'N uiteensetting van die onderneming se verbintenis tot langtermyn oorlewing, groei en winsgewendheid
  • 'N uiteensetting van die belangrikste elemente in die filosofie en kernwaardes van die onderneming
  • Identifisering van die gewenste openbare beeld van die onderneming

Die generiese mededingingsstrategie gee 'n uiteensetting van die fundamentele basis vir die verkryging van 'n volhoubare mededingingsvoordeel binne 'n kategorie. Ondernemings kan hul mededingingsposisie gewoonlik na een van drie faktore herlei: [56]

  • Uitstekende vaardighede (bv. Koördinering van individuele spesialiste, geskep deur die wisselwerking tussen belegging in opleiding en professionele ontwikkeling, werk en leer)
  • Uitstekende hulpbronne (bv. Patente, handelsmerkbeskerming, gespesialiseerde fisiese bates en verhoudings met verskaffers en verspreidingsinfrastruktuur.)
  • Superieure posisie (die produkte of dienste wat aangebied word, die marksegmente wat bedien word en die mate waarin die produkmark van direkte mededinging geïsoleer kan word.)

Dit is noodsaaklik dat die interne analise 'n eerlike en oop evaluering van die onderneming se superioriteit ten opsigte van vaardighede, hulpbronne of markposisie bied, aangesien dit die basis sal bied vir mededinging oor die komende beplanningstydperk. Om hierdie rede skakel sommige maatskappye met eksterne konsultante, dikwels advertensie- of bemarkingsagentskappe, om 'n onafhanklike beoordeling van die onderneming se vermoëns en hulpbronne te gee.

Porter en die posisioneringskool: benadering tot strategieformulering

In 1980 ontwikkel Michael Porter 'n benadering tot strategieformulering wat uiters gewild was by sowel geleerdes as praktisyns. Die benadering het bekend gestaan ​​as die posisionering skool vanweë die klem op die opsporing van 'n verdedigbare mededingende posisie binne 'n bedryf of sektor. In hierdie benadering bestaan ​​strategieformulering uit drie belangrike denkrigtings: analise van die vyf kragte om die bronne van mededingende voordeel te bepaal, die keuse van een van drie moontlike posisies wat die voordeel benut en die waardeketting om die strategie te implementeer. [57] In hierdie benadering behels die strategiese keuses besluite oor die vraag of hulle vir 'n deel van die totale mark of vir 'n spesifieke teikengroep (mededingingsomvang) moet meeding en of daar op koste of produkverskille (mededingingsvoordeel) moet meeding. Hierdie tipe denke lei tot drie generiese strategieë: [32] [41]: 12

  • Kosteleierskap-die onderneming is gemik op die massamark en poog om die produsent met die laagste koste in die mark te wees
  • Differensiasie - die onderneming is gemik op die massamark en probeer unieke punte van produkverskil handhaaf wat deur kliënte as wenslik beskou word en waarvoor hulle bereid is om premiepryse te betaal
  • Fokus - die onderneming ding nie kop aan kop mee nie, maar kies eerder 'n smal teikenmark en fokus sy pogings daarop om aan die behoeftes van daardie segment te voldoen

Volgens Porter is hierdie strategieë wedersyds uitsluitend en moet die onderneming een benadering kies vir die uitsluiting van alle ander. [41]: 12 ondernemings wat alles vir almal probeer wees, kan 'n verwarde markposisie hê wat uiteindelik tot ondergemiddelde opbrengste kan lei. Enige onduidelikheid oor die onderneming se benadering is 'n resep vir 'strategiese middelmatigheid', en daar word gesê dat elke onderneming wat twee benaderings gelyktydig probeer volg 'vas in die middel' is en bestem is vir mislukking. [58]

Porter se benadering was die dominante paradigma gedurende die 1980's. Die benadering het egter aansienlike kritiek gelok. Een belangrike kritiek is dat dit moontlik is om suksesvolle ondernemings te identifiseer wat 'n hibriede strategie volg - soos laekoste -posisie en 'n gedifferensieerde posisie gelyktydig. Toyota is 'n klassieke voorbeeld van hierdie hibriede benadering. [57] Ander geleerdes wys op die simplistiese aard van die analise en die té voorskriftelike aard van die strategiese keuses wat strategieë beperk tot slegs drie opsies. Ander wys daarop dat navorsing toon dat baie praktisyns die benadering te teoreties vind en nie van toepassing is op hul onderneming nie. [59]

Hulpbrongebaseerde aansig (RBV) Wysig

Gedurende die 1990's het die hulpbrongebaseerde aansig (ook bekend as die hulpbron-voordeel teorie) van die firma het die dominante paradigma geword. Dit is 'n interdissiplinêre benadering wat 'n wesenlike denkverskuiwing verteenwoordig. [60] Dit fokus die aandag op die interne hulpbronne van 'n organisasie as 'n manier om prosesse te organiseer en 'n mededingende voordeel te verkry. Die hulpbrongebaseerde siening dui daarop dat organisasies unieke, firma-spesifieke kernbevoegdhede moet ontwikkel waarmee hulle beter as mededingers kan presteer deur dinge anders en beter te doen. [61]

Barney het gesê dat die hulpbronne waardevol, skaars en onvolmaaklik navolgbaar moet wees, sodat hulpbronne die bron van volhoubare mededingingsvoordeel kan wees. [62] 'n Belangrike insig wat uit die hulpbrongebaseerde siening voortspruit, is dat nie alle hulpbronne ewe belangrik is nie en ook nie die potensiaal het om 'n bron van volhoubare mededingende voordeel te word nie. [60] Die volhoubaarheid van enige mededingingsvoordeel hang af van die mate waarin hulpbronne nageboots of vervang kan word. [8] Barney en ander wys daarop dat dit in die praktyk baie moeilik kan wees om die oorsaaklike verband tussen die bronne van voordeel en suksesvolle strategieë te verstaan. [62] Barney gebruik die term "oorsaaklik dubbelsinnig" wat hy beskryf as 'n situasie wanneer "die verband tussen die hulpbronne wat deur die firma beheer word en die firma se volgehoue ​​mededingingsvoordeel nie baie onvolmaak verstaan ​​of verstaan ​​word nie." Daar moet dus baie bestuursinspanning belê word in die identifisering, verstaan ​​en klassifikasie van kernbevoegdhede. Daarbenewens moet die bestuur belê in organisatoriese leer om belangrike hulpbronne en vaardighede te ontwikkel en in stand te hou.

Markgebaseerde hulpbronne sluit in: [63] [64] [65]

  • Organisasiekultuur bv. markoriëntasie, navorsingsoriëntasie, kultuur van innovasie, ens.
  • Bates bv. handelsmerke, Mktg IS, databasisse, ens.
  • Vermoëns (of bevoegdhede) bv. markwaarneming, bemarkingsnavorsing, verhoudings, know-how, stilswyende kennis, ens.

In die bron-gebaseerde siening, kies strateë die strategie of mededingende posisie wat die interne hulpbronne en vermoëns ten beste benut ten opsigte van eksterne geleenthede. Aangesien strategiese hulpbronne 'n komplekse netwerk van onderling verwante bates en vermoëns verteenwoordig, kan organisasies baie moontlike mededingende posisies inneem. Alhoewel geleerdes die presiese kategorieë van mededingende posisies wat gebruik word, bespreek, is daar in die literatuur algemene ooreenkoms dat die hulpbrongebaseerde siening baie meer buigbaar is as Porter se voorskriftelike benadering tot strategieformulering.

Hooley et al., Stel die volgende indeling van mededingende posisies voor: [66]

  • Prysposisionering
  • Posisionering van kwaliteit
  • Innovasieposisionering
  • Diensposisionering
  • Posisionering van voordele
  • Posisionering op maat (een-tot-een-bemarking)

Ander benaderings Redigeer

Die keuse van mededingende strategie hang dikwels af van 'n verskeidenheid faktore, insluitend: die onderneming se markposisie in verhouding tot mededingende ondernemings, [67] die stadium van die lewensiklus van die produk. [68] 'n Goed gevestigde onderneming in 'n volwasse mark sal waarskynlik 'n ander strategie hê as 'n nuwe onderneming.

Groeistrategieë Redigeer

Die groei van 'n onderneming is van kritieke belang vir die sukses van 'n onderneming. 'N Firma kan groei deur die mark te ontwikkel of deur nuwe produkte te ontwikkel. Die Ansoff -produk en markgroeimatriks illustreer die twee breë dimensies vir die bereiking van groei. Die Ansoff -matriks identifiseer vier spesifieke groeistrategieë: markpenetrasie, produkontwikkeling, markontwikkeling en diversifikasie. [69]

'N Horisontale integrasie-strategie kan aangedui word in die vinnig veranderende werkomgewing, sowel as 'n breë kennisbasis vir die onderneming en werknemers. [72] A benefit of horizontal diversification is that it is an open platform for a business to expand and build away from the already existing market. [71]

High levels of horizontal integration lead to high levels of communication within the business. Another benefit of using this strategy is that it leads to a larger market for merged businesses, and it is easier to build good reputations for a business when using this strategy. [73] A disadvantage of using a diversification strategy is that the benefits could take a while to start showing, which could lead the business to believe that the strategy in ineffective. [71] Another disadvantage or risk is, it has been shown that using the horizontal diversification method has become harmful for stock value, but using the vertical diversification had the best effects. [74]

A disadvantage of using the horizontal integration strategy is that this limits and restricts the field of interest that the business. [71] Horizontal integration can affect a business's reputation, especially after a merge has happened between two or more businesses. There are three main benefits to a business's reputation after a merge. A larger business helps the reputation and increases the severity of the punishment. As well as the merge of information after a merge has happened, this increases the knowledge of the business and marketing area they are focused on. The last benefit is more opportunities for deviation to occur in merged businesses rather than independent businesses. [73]

Vertical integration is when business is expanded through the vertical production line on one business. An example of a vertically integrated business could be Apple. Apple owns all their own software, hardware, designs and operating systems instead of relying on other businesses to supply these. [75] By having a highly vertically integrated business this creates different economies therefore creating a positive performance for the business. [ aanhaling nodig ] Vertical integration is seen as a business controlling the inputs of supplies and outputs of products as well as the distribution of the final product. [ aanhaling nodig ] Some benefits of using a Vertical integration strategy is that costs may be reduced because of the reducing transaction costs which include finding, selling, monitoring, contracting and negotiating with other firms. Also by decreasing outside businesses input it will increase the efficient use of inputs into the business. Another benefit of vertical integration is that it improves the exchange of information through the different stages of the production line. [ aanhaling nodig ] Some competitive advantages could include avoiding foreclosures, improving the business marketing intelligence, and opens up opportunities to create different products for the market. [76] Some disadvantages of using a Vertical Integration Strategy include the internal costs for the business and the need for overhead costs. Also if the business is not well organised and fully equipped and prepared the business will struggle using this strategy. There are also competitive disadvantages as well, which include creates barriers for the business, and loses access to information from suppliers and distributors. [76]

Market position and strategy Edit

In terms of market position, firms may be classified as market leaders, market challengers, market followers or market nichers. [45] [77]

As the speed of change in the marketing environment quickens, time horizons are becoming shorter. Nevertheless, most firms carry out strategic planning every 3– 5 years and treat the process as a means of checking whether the company is on track to achieve its vision and mission. [45] Ideally, strategies are both dynamic and interactive, partially planned and partially unplanned. Strategies are broad in their scope in order to enable a firm to react to unforeseen developments while trying to keep focused on a specific pathway. A key aspect of marketing strategy is to keep marketing consistent with a company's overarching mission statement. [78]

Strategies often specify how to adjust the marketing mix firms can use tools such as Marketing Mix Modeling to help them decide how to allocate scarce resources, as well as how to allocate funds across a portfolio of brands. In addition, firms can conduct analyses of performance, customer analysis, competitor analysis, and target market analysis.

Entry strategies Edit

Marketing strategies may differ depending on the unique situation of the individual business. According to Lieberman and Montgomery, every entrant into a market – whether it is new or not – is classified under a Market Pioneer, Close Follower or a Late follower [79]

Pioneers Edit

Market pioneers are known to often open a new market to consumers based on a major innovation. [80] They emphasise these product developments, and in a significant number of cases, studies have shown that early entrants – or pioneers – into a market have serious market-share advantages above all those who enter later. [81] Pioneers have the first-mover advantage, and in order to have this advantage, business’ must ensure they have at least one or more of three primary sources: Technological Leadership, Preemption of Assets or Buyer Switching Costs. [79] Technological Leadership means gaining an advantage through either Research and Development or the “learning curve”. [79] This lets a business use the research and development stage as a key point of selling due to primary research of a new or developed product. Preemption of Assets can help gain an advantage through acquiring scarce assets within a certain market, allowing the first-mover to be able to have control of existing assets rather than those that are created through new technology. [79] Thus allowing pre-existing information to be used and a lower risk when first entering a new market. By being a first entrant, it is easy to avoid higher switching costs compared to later entrants. For example, those who enter later would have to invest more expenditure in order to encourage customers away from early entrants. [79] However, while Market Pioneers may have the “highest probability of engaging in product development” [82] and lower switching costs, to have the first-mover advantage, it can be more expensive due to product innovation being more costly than product imitation. It has been found that while Pioneers in both consumer goods and industrial markets have gained “significant sales advantages”, [83] they incur larger disadvantages cost-wise.

Close followers Edit

Being a Market Pioneer can, more often than not, attract entrepreneurs and/or investors depending on the benefits of the market. If there is an upside potential and the ability to have a stable market share, many businesses would start to follow in the footsteps of these pioneers. These are more commonly known as Close Followers. These entrants into the market can also be seen as challengers to the Market Pioneers and the Late Followers. This is because early followers are more than likely to invest a significant amount in Product Research and Development than later entrants. [82] By doing this, it allows businesses to find weaknesses in the products produced before, thus leading to improvements and expansion on the aforementioned product. Therefore, it could also lead to customer preference, which is essential in market success. [84] Due to the nature of early followers and the research time being later than Market Pioneers, different development strategies are used as opposed to those who entered the market in the beginning, [82] and the same is applied to those who are Late Followers in the market. By having a different strategy, it allows the followers to create their own unique selling point and perhaps target a different audience in comparison to that of the Market Pioneers. Early following into a market can often be encouraged by an established business’ product that is “threatened or has industry-specific supporting assets”. [85]

Late Entrants Edit

Those who follow after the Close Followers are known as the Late Entrants. While being a Late Entrant can seem very daunting, there are some perks to being a latecomer. For example, Late Entrants have the ability to learn from those who are already in the market or have previously entered. [85] Late Followers have the advantage of learning from their early competitors and improving the benefits or reducing the total costs. This allows them to create a strategy that could essentially mean gaining market share and most importantly, staying in the market. In addition to this, markets evolve, leading to consumers wanting improvements and advancements on products. [86] Late Followers have the advantage of catching the shifts in customer needs and wants towards the products. [79] When bearing in mind customer preference, customer value has a significant influence. Customer value means taking into account the investment of customers as well as the brand or product. [87] It is created through the “perceptions of benefits” and the “total cost of ownership”. [87] On the other hand, if the needs and wants of consumers have only slightly altered, Late Followers could have a cost advantage over early entrants due to the use of product imitation. [82] However, if a business is switching markets, this could take the cost advantage away due to the expense of changing markets for the business. Late Entry into a market does not necessarily mean there is a disadvantage when it comes to market share, it depends on how the marketing mix is adopted and the performance of the business. [88] If the marketing mix is not used correctly – despite the entrant time – the business will gain little to no advantages, potentially missing out on a significant opportunity.

The differentiated strategy

The customised target strategy

The requirements of individual customer markets are unique, and their purchases sufficient to make viable the design of a new marketing mix for each customer.

If a company adopts this type of market strategy, a separate marketing mix is to be designed for each customer. [89]

Specific marketing mixes can be developed to appeal to most of the segments when market segmentation reveals several potential targets. [90]

Whereas the vision and mission provide the framework, the "goals define targets within the mission, which, when achieved, should move the organization toward the performance of that mission." [91] Goals are broad primary outcomes whereas, doelwitte are measurable steps taken to achieve a goal or strategy. [92] In strategic planning, it is important for managers to translate the overall strategy into goals and objectives. Goals are designed to inspire action and focus attention on specific desired outcomes. Objectives, on the other hand, are used to measure an organisation's performance on specific dimensions, thereby providing the organisation with feedback on how well it is achieving its goals and strategies.

Managers typically establish objectives using the balanced scorecard benadering. This means that objectives do not include desired financial outcomes exclusively, but also specify measures of performance for customers (e.g. satisfaction, loyalty, repeat patronage), internal processes (e.g., employee satisfaction, productivity) and innovation and improvement activities. [93]

After setting the goals marketing strategy or marketing plan should be developed. The marketing strategy plan provides an outline of the specific actions to be taken over time to achieve the objectives. Plans can be extended to cover many years, with sub-plans for each year. Plans usually involve monitoring, to assess progress, and prepare for contingencies if problems arise. Simultaneous such as customer lifetime value models can be used to help marketers conduct "what-if" analyses to forecast what potential scenarios arising from possible actions, and to gauge how specific actions might affect such variables as the revenue-per-customer and the churn rate.

Developing competitive strategy requires significant judgement and is based on a deep understanding of the firm's current situation, its past history and its operating environment. No heuristics have yet been developed to assist strategists choose the optimal strategic direction. Nevertheless, some researchers and scholars have sought to classify broad groups of strategy approaches that might serve as broad frameworks for thinking about suitable choices.

Raymond Miles' strategy categories Edit

In 2003, Raymond Miles proposed a detailed scheme using the categories: [94]

  • Prospectors: proactively seek to locate and exploit new market opportunities
  • Analyzers: are very innovative in their product-market choices tend to follow prospectors into new markets often introduce new or improved product designs
  • Defenders: are relatively cautious in their initiatives seek to seal off a portion of the market which they can defend against competitive incursions often market highest quality offerings and position as a quality leader
  • Reactors: tend to vacillate in their responses to environmental changes and are generally the least profitable organisations

Marketing strategy Edit

Marketing warfare strategies are competitor-centered strategies drawn from analogies with the field of military science. Warfare strategies were popular in the 1980s, but interest in this approach has waned in the new era of relationship marketing. An increased awareness of the distinctions between business and military cultures also raises questions about the extent to which this type of analogy is useful. [95] In spite of its limitations, the typology of marketing warfare strategies is useful for predicting and understanding competitor responses.

In the 1980s, Kotler and Singh developed a typology of marketing warfare strategies: [96]

  • Frontal attack: where an aggressor goes head to head for the same market segments on an offer by offer, price by price basis normally used by a market challenger against a more dominant player
  • Flanking attack: attacking an organisation on its weakest front used by market challengers
  • Bypass attack: bypassing the market leader by attacking smaller, more vulnerable target organisations in order to broaden the aggressor's resource base
  • Encirclement attack: attacking a dominant player on all fronts
  • Guerilla warfare: sporadic, unexpected attacks using both conventional and unconventional means to attack a rival normally practiced by smaller players against the market leader

Marketing strategy and marketing mix are related elements of a comprehensive marketing plan. While marketing strategy is aligned with setting the direction of a company or product/service line, the marketing mix is majorly tactical in nature and is employed to carry out the overall marketing strategy. The 4P's of the marketing mix (Price, Product, Place and Promotion) represent the tools that marketers can leverage while defining their marketing strategy to create a marketing plan. [97]


Orders are printing on bar’s or kitchen’s printer

On the spur of the moment the order that was send by waiter’s mobile device is transferred through the wireless network and prints on the printer / monitor in bar or kitchen.

The restaurant staff in the kitchen/bar could immediately see the orders and start with its preparation.

In addition to showing of orders in real-time, kitchen monitor shows when an order was created, so the kitchen staff know which orders have priorities.


How It Works

This convenient and comprehensive course helps you learn essential information about hospitality and tourism management. You can study these hospitality and tourism lessons whenever you can, whether you're at home, in the office or on-the-go. You can take the course in sequence to gain a thorough understanding of hospitality management, or find topics that interest you by using the intuitive course Dashboard. You can access this course on virtually any computer, desktop, smartphone or tablet. Taking the course is simple:

  • Find a chapter, like Hospitality Industry Basics, watch the videos and read through text lessons
  • Read through the accompanying transcripts for the video lessons to highlight important definitions and concepts
  • Take the lesson-specific practice quizzes to assess your comprehension of hospitality management concepts, such as restaurant services, hospitality operations and menu planning
  • Advance through the course by clicking Next Lesson after completing a lesson
  • Take the chapter exams to see how well you understand the material
  • Make sure you fully understand hospitality and tourism management concepts by taking the final course exam
  • Show your employer that you've finished the course by printing the certificate of completion

With the McDonald’s App, you’ll get access to exclusive deals. Use the App to order ahead with Mobile Order & Pay* plus earn McCafé Rewards for ordering your favorite McDonald’s coffee drinks.

*McCafé Rewards earned on or after 12/28/2020 are valid for 60 days from the date you earned them at participating U.S. McDonald's. McD App download and registration required.


Pandora

Accurate algorithm predicts music users will like.

Creates stations based on favorite artists, songs, or genres.

Uses thumbs-up and thumbs-down to train the app.

Bitrate of 192 Kbps available only for paid plan.

Pandora is definitely one of the most popular music streaming services available, and fortunately, it works through a free app for Kindle Fire.

It lets you create your own music stations based on the music you already know you like. From there, it finds similar music for you and plays it continuously at absolutely no charge. Pandora also provides comedy stations.

While there are advertisements at times (if you're not subscribed to a paid plan), the app still provides a great way to find new music.


Smartphone Addiction Facts & Phone Usage Statistics

Smartphones have become a prominent part of everyday work and personal life. However, this huge culture shift in personal technology delivers an endless river of information that negatively impacts us psychologically – being linked to fueling anxiety, stress, concentration, sleep and much more.

In this section we explore:

  • Smartphone infatuation statistics
  • Defining smartphone addiction
  • Insight into how it negatively impacts our lives
  • Warning signs of smartphone addiction

Is Cell Phone Addiction Real? Here Are The Facts

  • Die gemiddeld smartphone user checks their device 47 times a day / 17,155 a year.
  • Conversation killer! 85% of smartphone users will check their device while speaking with friends and family.
  • 80% of smartphone users check their phone within 1 hour of waking or going to sleep, 35% of which will do within 5 minute.
  • 47% of smartphone users have attempted to limit their usage in the past – only 30% of which feel they were successful.

Smartphone Addiction Definition

The official name for smartphone addiction is Nomophobia which is defined as having a fear of not being with your phone. Cell phones have been around for years though, so why the sudden increase in personal dependence? Well quite simply, its defined by the nature of the content on the device… we’re talking internet, social networks, apps, video, music and so on.

Popular impulse driven triggers:

  • Social media networks and relationship driven content.
  • Overexposure to information and data e.g. games, surfing, apps.
  • Internet pornography, cybersex and dating apps.
  • Shopping, gambling, stock trading, and auctions.

How Phone Dependence Can Negatively Impact Our Life

All the research and studies we examined found that a phone usage dependence can impact both physical and mental health attributes of your daily life.

  • Angs – Simply having your phone near you will decrease your productivity, the impact snowballs with the level of the users’ addiction.
  • Stress – Higher stress levels were found in business orientated roles where work life is connected to the personas device e.g. emails
  • Narcissism – People on their phones who get addicted to social media will begin to display self-absorption traits derived from posting constantly about their life or selfies.
  • Depression and loneliness – mainly stemming from people on their phones with high social media use (higher numbers in teens).
  • Attention deficit disorder – The flow of information can impact the brains’ ability to stay focused on one task for more than a couple of minutes
  • Sleep deprivation – Impacting your sleep can have long-term mental health, memory and learning skills.

By the time you finish reading this you might want to sell your iPhone or trade in your cell phone and get an old brick phone, but later on, in chapter 5 we’ll cover how to break up with your phone using methods to reduce use.

Warning Signs & Smartphone Addiction Symptoms

Do you get any of the following feelings or feel any of these statements relate to you? These are all the most common observations of people with various levels of smartphone addiction.

  • Do you have difficulty completing chores or work due to concentration issues?
  • Seclusion from family and friends or using your phone when in conversation
  • Do you mask your smartphone use, e.g. sneak off to the bathroom at work?
  • Do you worry that you’re missing out on something when you’re not with your phone?
  • Do you feel anxious or irritable if you’re not with your phone?
  • Do you have sleep problems?

Digital Wellness Coach Expert Opinion:

BankMyCell asked Anya Pechko, a Digital Wellness Coach from New York and founder of Project Be what she thought of the current state of smartphone additction:

Anya Pechko is a Digital Wellness Coach from New York and founder of Project Be, a platform that raises awareness about the growing dangers of media and digital attachment. She is the creator of the “Digital Wellness for Families” course, an 8-week online program designed to teach parents and families how to live more authentic and connected lives by spending less time with technology. If can get in touch with here on Twitter

Phone Usage Survey Data

How Much Time Does The Average Person Spend On Their Phone

There are many complaints on the proportion of the day people spend on their phones, but how much time are people actually spending in 2019? We have become more technology integrated, but where is the line drawn between necessity and a cell phone addiction obsession.

In this section we explore:

  • Smartphone usage statistics
  • Social media app usage statistics
  • Physical interactions with a mobile device

How Much Time do we Spend on Our Phones

  • The average time spent on smartphones is 171 minutes a day (2hrs 51mins)
  • The average time spend on smartphones AND tablets is 261 minutes a day (4hrs 33mins)
  • The average user spends 76 minutes a day (1hr 16mins) on the top 5 social media apps
  • The average user will tap, swipe, click their phone 2,617 times a day
  • Out of 18-29-year-old smartphone owners surveyed, 22% check their phone every paar minute, 51% check a few times an uur

Cell Phone Usage Statistics

We can all agree that, in general, people are spending too much time on their phones, but how much time are we actually spending consuming content on our mobile devices? There have been multiple surveys carried out around the world which shows that every country has a different level of daily use, below are the countries in order by the average time from all sources.

Top 10 Countries with Smartphone Usage

  1. Brasilië
  2. Sjina
  3. Verenigde State
  4. Italië
  5. Spanje
  6. South Korea
  7. Kanada
  8. Verenigde Koninkryk
  9. Duitsland
  10. Frankryk

Key cell phone usage statistic: The average time for people on their phones in the VSA is 4 hours a day (including tablets). As these devices become more integrated into our personal and digital lives, this increase in time is a depiction of both a culture and technology shift.

Key cell phone usage statistic: The average user in Brasilië spends over 5 hours a day on their device, if you really think about it this is crazy… Every 1/5 days is spend on their phone.

Child Phone Addiction Data

Does You Teenager Or Child Have Smartphone Addiction?

The lack of maturity in the child or teen weighs negatively on their ability to curb smartphone and app use – Resulting in a growing concern from parents about their child’s cell phone dependence and the physical and psychological impact it has on them.

In this section we explore:

  • The impact of smartphone overuse on kids
  • Teenage cell phone addiction
  • Parental feedback on their child’s phone use
  • Ways to reduce a child’s dependence on smartphones

Is Your Child Spending Too Much Time on Their Phone?

  • 67% of surveyed teachers observed students being negatively distracted by mobile devices.
  • 90% of surveyed teachers stated the number of students with emotional challenges increased.
  • Teenagers who spend 5 hours a day on electronic devices are 71% more likely to have suicide risk factors than those with 1 hours use.
  • Teens that spend 5 hours a day on electronic devices are 51% more likely to get under 7 hours sleep when compared to 1 hours use. (Long-term issues linking to high blood pressure and weight gain)
  • 8th graders who are heavy users of social media have a 27% higher risk of depression
  • 89% of parents blame themselves and caregivers for the responsibility of a child’s phone use
  • 5% blame children themselves, 3% blame the device and app manufacturers
  • 47% of parents think their child is addicted to their smartphone
  • 50% of parents are concerned for the impact on their mental health

Ways to Reduce a Child’s Dependence on Smartphones

When looking to resolve teen phone addiction, the obvious option of taking your child’s phone away often don’t work. As mentioned in the chapters above, this can just result in the withdrawal symptoms of the internet and technology addiction. You, your child or teenager, will lack the maturity to realize the bigger picture, so you’re going to have to try some other tactics to evoke healthier usage.

How to stop kids being addicted to their phone:

Use apps to monitor use: The new iOS Digital Health and Androids usage tracking can help you to know how much your child is actually using the device as well as the nature of the use, e.g. apps, emails, messaging.

Manage your own use: You need to be the role model in this situation, if you spend hours looking at your phone, check it during conversations and let it come between you and family interactions then you’re setting a poor example.

Create rules around the house: By restricting the use of smartphones in certain areas of the house or certain times you can create a much healthier environment. For example, no phones at the dinner table or after a certain time at night, perhaps even ban them from having phones in their rooms at night.

Nurture other interests: Another way to reduce how kids are addicted to phones is to involve them in more social and physical activities (sports/hobbies) to help them develop real interactions and reduce stress through exercise.

Communicate: Spend time as a family without mobile devices, communicate and be close enough with your child to know if there are underlying problems that the overuse of smartphones is masking issues such as depression or stress relating to issues at home or school.


Randomized Trial of a Smartphone Mobile App to Improve Symptoms and Adherence to Oral Therapy for Cancer

Agtergrond: Patients with cancer are increasingly prescribed oral therapies, bearing greater responsibility for self-management of treatment adherence and adverse events. We conducted a randomized trial to test the use of a smartphone mobile app to improve symptoms and adherence to oral cancer therapy.

Materials and methods: From February 18, 2015, through December 31, 2016, 181 patients with diverse cancers who were prescribed oral therapy were randomized to receive either the smartphone mobile app or standard care. The mobile app included a medication plan with reminders, a symptom-reporting module, and patient education. Primary outcomes were adherence (per electronic pill caps), symptom burden (per MD Anderson Symptom Inventory), and quality of life (per the Functional Assessment of Cancer Therapy-General). Participants also completed self-report measures of medication adherence, anxiety and depression symptoms, social support, quality of care, and healthcare utilization. Linear regression was used to assess intervention effects on adherence and change in self-report outcomes from baseline to week 12, controlling for baseline scores and social support.

Results: Study groups did not differ across any outcome measure, with an overall mean adherence of 78.81% (SD, 26.66%) per electronic pill caps. However, moderation analyses showed that intervention effects on the primary adherence measure varied by baseline self-reported adherence and anxiety symptoms. Specifically, adherence rates per electronic pill caps were higher in patients randomized to the mobile app versus standard care within the subsamples of patients who reported baseline adherence problems (mean difference, -22.30% 95% CI, -42.82 to -1.78 P=.034) and elevated anxiety (mean difference, -16.08% 95% CI, -31.74 to -0.41 P=.044).

Conclusions: Although the mobile app may not improve outcomes for all patients prescribed oral cancer therapy, the intervention may be beneficial for those with certain risk factors, such as difficulties with adherence or anxiety.