Contextualising marketing in practice
Services marketing
The services of context
Dominant focus on provision of intangible goods
A public intangible good
Health,security,education or residential care
A commercial intangible good
Aviation, couriers, accommodation hospitality
Org in the service sector can sell to
B2C
B2B
The characteristics of services
Intangible
Variable
Inseparable
Perishable
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What makes a good service?
Service providers need to consider
The people
Processes
Physical evidence
marketing comms and service provision
branding plays a key role in the processes
marketing communications play a critical role in creating realistic expectations as well as reinforcing the experience once the service has been delivered
service frim needs to be aware of the promise it makes with external comms to avoid gap between customer expecations and the service that can be delivered
the message delivered about a service tend to conetrate on the dimensions of quality associated with service these are:
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reliability – the service providers’ ability to perform the promised service accurately and dependably
assurance – the knowledge and courtesy of employees and their ability to inspire trust and confidence
tangibles – physical facilities, equipment and appearance of personnel
empathy – the caring and individualised attention paid to customers
responsiveness – the service organisations’ willingness to help customers and provide prompt service.
Business-to-business marketing
Categorising B2B exchanges
Organisational customer
Commercial customers
Distrubutors, resellers, original equipment
Governmental sectors
Institutional sectors
Products and services
Entering goods
foundation goods
Facilitating goods
Characteristics of B2B
Competitive tendering
technical input
Formality
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SME Marketing
To qualify as an SME
be an enterprise, i.e. it must sell goods or services
employ fewer than 250 employees; and
have either an annual turnover not exceeding €50 million or an annual balance sheet total not exceeding €43 million.
advantage of SME is that it open wide variety of loans, grants business advice which is not available to Larger orgs
SME's poses a number of characteristics that differentiate from large org
Fewer resources at their disposal, e.g. finance, range of specialist expertise or capacity .
A higher risk of failure.
Their stage of development is also likely to determine their priorities and shape their actions
SME'S and marketing practice
Marketing in SME'S tends to be more opportunistic
often led by the owner and is focused more on efficiency and immediate organisational needs rather than strategic, longer-term marketing planning
the backgrounds,personalty,ressources and skills of the owner dictactes the level and anture of marketing
can lead to innovative approaches as it focus to introduce the brand to target audience and differntiate from competitors
4P's of self branding
The personality of the SME owner, their unique skills and customer relations
their level of perseverance in building lasting relationships
the task focus of the owner to achieve desired outcomes rather than relying on formal planning marketing activities (practice)
the interactions with the customer and the involvement of customers and supporters in product/service development (co-production).
SME's and the role of networking
To survive and develop, an SME needs to identify and build relationships with a range of stakeholders
Cusromers
Investors
Supporters or partners
Suppliers
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