By David Ogilvy
A candid and vital primer on all facets of advertisements from the fellow Time has known as "the such a lot wanted wizard within the business".
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A candid and critical primer on all features of advertisements from the fellow Time has referred to as "the such a lot wanted wizard within the business".
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Extra resources for Ogilvy on Advertising
With a computerised database in place, gathering together the data from the field work on SBEs in a way which facilitates easy access, issues of the manipulation of the database, using its management system, become significant. 2 As this term suggests, the principle is rather similar to that used by field workers who have few sites and display their properties by laying sheets of paper on the floor, with each representing a two-dimensional table. Introducing this principle to database design implies that qualitative (and specifically textual) as well as quantitative data can go onto each flat file; and that there is no limit of floor space, metaphorically speaking, restricting to very few the number of files that may be arranged in this way.
On the basis of this a quite complex flow diagram was constructed, giving a complete account of the subsequent history of events for the 1985 sample. This diagram is presented in chapter 9. Part 2 of the RIQ 1988 was concerned with profitability, innovation, output, size, skills, finance, and enterprise. In order to undertake econometric work on a number of important propositions in industrial economics, one required data on profits and profitability. Unfortunately, this is a very sensitive piece of information.
First, the state of business conditions was specified. Second, price cuts and price increases were treated in a way which did not assume symmetry. Third, the pattern of reaction of competitors was specified. Fourth, different magnitudes of possible price changes were assigned. The latter point was of significance to a further set of questions relating to price inflexibility, and to the possibility of a certain measure of elbow-room in pricing, within which a price change by a firm brought about no reaction from competitors.