MIX Marketing Extension PDF

Preview

Summary

MIX MARKETING EXTENSIONYou can see it as a senior management by applying a strategic and competitive impulse that is a functional activity carried out by the leaders or the customer- oriented orientation of the entire organization. We use the term marketing in the broadest sense to incorporate all f...

Description

MIX MARKETING EXTENSION

You can see it as a senior management by applying a strategic and competitive impulse that is a functional activity carried out by the leaders or the customeroriented orientation of the entire organization. We use the term marketing in the broadest sense to incorporate all functions in front of customer. In our teachings and hearing, we urge senior leaders to make marketing the only function that translates business profits into businesses. All other functions, regardless of their extent, are actually cost centers. Sometimes this information surprises you a lot! Service Marketing 8 PS When marketers develop marketing strategies for manufactured products, they tend to focus on four strategic elements: product, price, location (or distribution) and promotional (or communication). Together they are often called the "4 PS" marketing Mix. This concept is one of the bases for almost all marketing demonstration courses. However, in order to understand the distinctive nature of the service's performance, we need to change the original terminology and instead talk about the parts, location and time of the product, the price and other costs for the user and the campaign and Training. As a result, we expand the blend by adding the four elements associated with the delivery: physical environment, process, staffing, productivity and quality. Along with these eight elements, which we call the "8 PS" service market, represent the ingredients that are needed to create viable strategies that correspond to the needs of customers in a competitive market. Think of these elements with the eight strategic leverage of service marketing. Our visual Parable 8 PS is a breed of "eight", namely a light boat or "bark" guided by eight Rowers, which has become known as the Oxford Boat Race against Cambridge which is held every year in the Thames, near London, more than 150 years old. Nowadays, similar breeds of several teams are the foundation of rowing competitions around the world, and it is the sport that is included in the Summer Olympics. Speed comes not only from the physical strength of Rowers, but also from their harmony and cohesion in the team. In order to achieve optimum efficiency, each of the eight Rowers must be added to the OAR together with others, in its direction after the Helmsman, which sits behind. It requires synergies and similar integration between each of the 8 PS in order to achieve success in any competitive service companies. "Timonel", which passes through the boat, sets the tone, motivates the team and keeps an eye on competing boats during the race; It symbolizes the administration. Now make a brief overview of each 8 PS. Products.

Service products are at the heart of the company's marketing strategy. If the product is poorly designed, it does not cause significant value to customers, although the other PS are well executed. The design of a marketing mix begins by creating a service concept that generates value for customers and better meets their needs than competitive options. Striving to make this concept a reality requires the design of a group of different elements, but reinforcing each other. Service products consist of the basic benefits that meet the customer's primary need, as well as a set of complementary service elements that help the customer to use the critical product efficiently and increase the value of well-approved improvements. Place and time. The delivery of product items to customers includes decisions about where and when they are delivered and the channels used. The delivery may include the use of physical or electronic channels (or both) depending on the nature of the service. The use of Internet and message design services enables data-driven services to be retrieved on-site in cyberspace and in the appropriate time. Companies may provide services directly to end-users or intermediary organisations, such as retail outlets, which receive a premium or a premium for specific sales-related tasks, service and contact persons With. The speed and comfort of the place and time has become important factors for efficient delivery of service. Prices and other costs for the user. This should reflect the perspectives of the service company and its customers. Like the value of a product, the intrinsic value of payments is essential for the role that marketing is in promoting the exchange of value between the company and its customers. The pricing strategy for suppliers is the financing mechanism for generating revenue to compensate for the costs of setting up the service and to create a surplus of profit. The pricing strategy is very dynamic because the levels of these levels have been adjusted over time, for example depending on the customer type, delivery time and location, demand level, and available capacity. Customers instead see the price as an integral part of the cost they have to pay to get the desired benefits. To calculate whether a particular service is worth it, not only should you think about your money, you must also evaluate other expenses related to your time and effort. Therefore, service providers should not only impose prices on customers who are willing and able to pay, but also understand and try to reduce as much as possible other costly costs that customers have to be paid for using the service. These fees include additional monetary costs (such as spending on accessing the service place), lost time, unwanted mental and physical stress, and exposure to negative sensory experiences. Promotion and training.

What should we tell our current and potential customers about our services? No marketing program can succeed without effective communication. This component has three key roles: providing the necessary information and advice, to persuade Target customers about the merits of a particular brand or service product and encourage them to act at certain times. In service marketing, a large proportion of communications are mainly training, especially for new customers. Suppliers must teach these customers the benefits of the service, where and when it comes from and how they can participate in the service processes to get the best results. Communications can be transmitted through individuals, such as suppliers or customer contact personnel, websites, self-service team monitors, and various advertising channels. Promotional activities, which may include an economic incentive, are generally intended to encourage an immediate proof of purchase or encourage consumption when demand is low. Process Smart leaders know that in the case of services, the company is as important as it does in the underlying processes, especially if it is a very common product that many competitors offer. Thus, the creation and delivery of product elements requires the design and implementation of effective processes. Customers often participate actively in these processes, especially when they work as co-producers. Poorly designed processes lead to slow, bureaucratic and inefficient service delivery, wasted time and confusing experience. In addition, they interfere with the work of staff who communicate with the customer, leading to low productivity and greater probability that the service will fail. Physical environment The appearance of buildings, gardens, vehicles, interior fittings, appliances, personnel uniforms, marks, printed documents and other visible marks provides tangible evidence of the quality of the company's service. Service companies need to deal closely with physical evidence because they have a strong impact on impressions customers. Personal He. Despite technological advances, many services still require direct interaction between customers and contact personnel. The nature of these interactions contributes greatly to how customers see the quality of the service. Knowing that contentment or dissatisfaction with the quality of the service often reflects the customer's assessment of the assessment of the personnel in contact with them, successful service companies will have a significant ownership of recruitment, training and Employees ' motivation. In addition, recognising that customers can influence (positively or negatively) how other customers know about service performance, proactive marketers try to edit the roles of these topics and manage their behavior.

Productivity and quality. Although often dealt with separately, productivity and quality must be taken into account on both sides of the same currency. No service organisation can afford to handle them separately. Improving productivity is essential for any costcutting strategy, even if managers should avoid reducing the services that customers might want (and perhaps employees) wish for. Improving quality, which must be defined from a customer's perspective, is essential for product segregation and consumer satisfaction and loyalty. However, it is not advisable to invest in improving the quality of the service without first weighing up the pros and cons of adding costs and increasing revenue by providing better quality with certain dimensions. If customers do not want to pay more for better quality, the company loses money. The biggest opportunities for productive strategies are probably those who strive simultaneously to improve productivity and quality. Technological advances sometimes offer promising opportunities, although innovation must be easy to use and offer benefits that customers will appreciate. Marketing must be integrated into other management tasks 8 PS is considered a service marketing strategic levers. If you think of these different elements, you should be aware that the service company marketers can't wait, they work successfully if they stay separate from the managers who perform the operations. In fact, there are three management functions that play a key role in addressing the needs of service customers: marketing, operations and Human Resources (HR). One of the responsibilities of the management is to ensure that managers and their employees are not separated from each other in divisions ' decisions. Operations are the primary task of the service company because they are responsible for managing the delivery of the service through the tasks performed by devices, hardware, systems, and many employees. That are connected to the client. Most service organizations can also see that user managers are actively involved in product and process planning, many aspects of the physical environment, and implementation. Productivity and quality improvement programmes. Human resources are often regarded as staff responsible for the definition, recruitment, training, remuneration schemes and quality of work of the workforce, which are, of course, necessary for the workers. However, in a well-managed service firm, human resources managers can view these activities from a strategic perspective and participate in the planning and monitoring of delivery processes for all employee-related services.

In addition, they work for marketers to ensure that employees have the skills and training to deliver promotional messages and train customers, and participate in a directly characterisced physical environment design, including uniforms, personal appearance and behavior. Some companies deliberately circumvent their managerial responsibilities in different roles, especially in terms of marketing and operational positions, which are designed to appreciate different perspectives. Your service career is likely to be a similar model. Imagine you are a manager of a small hotel. Or, if you like, think big and imagine that you are the CEO of a big bank. In either case, you need to be concerned about the satisfactory daily operating systems of your customers, which work efficiently and smoothly, and by ensuring that employees are working productively, but also working productively, but also provide good service. In short, the integration of functional activities is the basis of services. Any problem in one of these three areas would negatively affect the performance of tasks in other tasks and would lead to dissatisfied customers. Only a few employees in the service company are hired for official marketing tasks. According to Evert Gummesson, all people whose work affects the client in one way or another, either in direct contact or in the editing of their experience through processes and policy planning, however, account must be taken of half Today's marketers. Framework for the development of effective service marketing strategies Help you understand the issues related to developing appropriate marketing strategies for different types of services. Decisions taken in one case should be compatible with the decisions taken in the second part, so that each strategic element is mutually reinforcing. A strong service marketing strategy is based on a strong understanding of markets, customers and competitors; It is also operational, i.e. the company has the necessary resources and sets realistic targets where progress can be easily measured. Understanding the Customer Now it's time to put it in the driver's seat, so he thinks as a leader and not as a student and negotiates at different stages. Our reference frame begins with the ability to understand customer needs and their behaviour in service environments. Some aspects that interest you and your colleagues are how people look for information, how they set expectations and how they choose between different service providers. You will also need to monitor service meetings as well as "moments of truth" when customers interact with the company. Are they or they don't meet your expectations? As a result, are you satisfied or disappointed? Thinking about reusing your business services or moving to any of your competitors?

Build a service template This task requires that you and other members of the management group create a meaningful value proposal, that is to say, a certain number of benefits and solutions that highlight the fundamental differences between the competitive options and how it intends to deliver them Target customers. You'll need to create a distinctive service concept that meets the customer's specific needs and market opportunities instead of offering a generic "me too" offer. The conversion of this concept into a service product requires the development of certain fundamental and complementary elements of the product and then bringing each element to the customers in appropriate locations and times. Depending on the nature of the product, you can choose different physical and electronic channels to supply different elements of the product to customers. More and more "place" is no longer a geographical location that opens only to certain classes, but somewhere in cyberspace, guests can use 24 hours a day, seven days a week. In order for your strategy to be economically viable, you need to create a business model that takes into account the cost of creating and delivering the service (in addition to the profit margin) realized validation strategies. Price. Of course, you know that customers will not buy unless they detect that the profits gained from this value exceed the economic and other costs that they have to pay, including their time and effort. Therefore, your value permit must be actively promoted through effective communication, including a strategy to educate customers, especially first-time users, to make good decisions and to use the service as the greatest advantage. Finally, in order to ensure that this value proposition is commercially viable, the strategy must achieve a distinctive and defensible position of the market in order to combat competitive alternatives so that your business can attract Enough business for your clients ' IT goals. Manage Customer relationships Its task will continue by developing strategies to manage the relationship with the client, including all times when the customer interacts with their company. It's about working with your colleagues in human resources activities and management, designing effective service processes, your own approach, marketers, putting you in your shoes and putting yourself in your shoes to take into account The experiences you want to design them as they move through the process at every step toward the desired result. In close contact with this task, the question arises how to better balance the demand for service (which in some markets can vary considerably over time) with the organizational production capacity. If you work in a maintenance firm that requires customers to enter a factory, you also need to think about a physical environment design or service scenario. If the service has links between customers

and staff, you'll need to work with HR colleagues to create employee management strategies that can help them deliver outstanding performance. By strategically thinking, HR managers recognise that loyal, skilled and motivated employees who can work independently or as a team represent a fundamental competitive advantage. Implementation of service Strategies It is now time to talk about some of the actions that are being considered in the implementation of service marketing strategies. Achieving profitability requires relationships with customers in the right segments of the market and finding ways to strengthen and strengthen their loyalty. When things go wrong (as happens periodically, even in the best-served service area), your goal must be to achieve a service return and maintain customers. An important task is to get feedback from consumers so that the company avoids failures and better meets your needs and expectations in the future. The strength of economic success is to develop strategies to improve the quality and productivity of services. If your customers are unhappy with the quality of the service they receive, the profits of the company will be reduced when these customers forward their business to competitors, and if your business cannot continuously improve productivity, there is a risk that Costs and does not generate value for their owners. Long-term planning requires that we consider how your organization develops as a response to new customer needs, market trends, competitive dynamics and technologies. What needs to be changed if your business is to achieve and maintain a service leadership? And how should the transformation process be guided and managed?...