¡Descarga Understanding SERVQUAL, Product Policies, and Market Strategies in Marketing y más Ejercicios en PDF de Industria y Comercio solo en Docsity!
• PRODUCT is defined as the element according to which the Company satisfies
the needs of the final consumer , generating a profit that makes up the reason for existing of the enterprises. PRODUCT, as a set of features and tangibles/intangibles attributes, that the Consumer considers from an specific good to satisfy his needs/wishes
• The ENVIROMMENT is the set of “not controlable” factors (earthquake??) that can
affect to the Market behaviours, to the Marketing strategies of the Company, and, actually, they determine the interchange relationship. The Environment can be splitted in microenvironment and macroenvironment
• MICROENVIRONMENT : Environment factors closer to the Interchange Relation and
with inmediate effect. ( Suppliers / Purchasers or users / Brokers / Prescriptors or “movers and shakers” / Experts in a Products/Service, that can have influence in the Customer´s Buying decission )
• MACROENVIRONMENT: Environment factors with less inmediate effect and will
affect not only to the comercial activity but also to others life and social activities issues( Demographics / Socials / Culturals / Economics / Legals / Politicals / Technologicals / Phisical Environment (earthquake )
• MARKETS CLASSIFICATION:
BY THE TYPE OF PRODUCT
1.Products Markets (tangibles goods)
2.Services Markets (intangibles goods)
BY THE TYPE OF CUSTOMER
1.Consumption Markets
2.Industrial Clients Markets
BY THE GEOGRAPHIC RANGE
1.Local Market
2.Regional Market
3.National Market
4.International Markets
BY THE PRODUCT NOVELTY
1.First Hand Products Markets
2.Second Hand Products Markets
• Consumption Markets: Those markets integrated for persons ( individuals or
families) that adquire their products for familiar or personal uses.The buying decisión is easy and quick, being key the subjectives products features more than the objectives ones.
- Industrial Markets : Those markets composed of a set of people or companies that adquire good or services to use them, either to manufacture another goods/services or resell them or rent them or for maintining their own Business. In the buying decisions of these types of products, are predominant the objectives reasons.
- Services Market: Those markets that make intangible nature goods transactions. Considering Services Marketing, these will have some features that will differentiate them from the rest of tangible products.
- The product levels are:
The basic product is what the product does as the product, as it is, without modifications. The expected product is the product with all its attributes. The increased product is the one with all the added benefits that the company offers. The potential product is the one that can be developed through the expertise in the sales of the increased products
- THE INCREASED PRODUCT The Package, brand recognition, a good financing, post sales service, warranty, the delivery system and the installation,… are some samples of components called by Kotler as increased product.
F 0 A 7Defining and improving quality
F 0 A 7Ensuring the delivery of consistent quality
F 0 A 7Designing and testing new services
F 0 A 7Communicating and maintaining a consistent image
F 0 A 7Accommodating fluctuating demand
F 0 A 7Motivating and sustaining employee commitment
F 0 A 7Coordinating marketing, operations, and human resource efforts
F 0 A 7Setting prices
F 0 A 7Finding a balance between standardization versus customization
F 0 A 7 Price
F 0 A 7Place
F 0 A 7Promotion
Cause
F 0 A 7Insufficient marketing research
F 0 A 7Poorly interpreted information about the audience's expectations
F 0 A 7Research not focused on demand quality
Solution
Using of good CRM techniques to make a client profile and recognize customers’ needs and expectation
▲ Gap II
- Service specifications versus service delivery
Cause
Insufficient planning procedures
Lack of management commitment
Unclear or ambiguous service design
Inadequate task standardization
Solution
Making sure that the level of quality of services is well defined and well known
▲ Gap III
- Management perceptions versus service specifications
Cause
Deficiencies in human resource policies
Poor employee or technology fit
Too much or too little control
Failure to match demand and supply
Lack of proper customer education and training
Solution
Auditing customer expectation and previously experience that was usually delivered by organization to make sure it meets the expected level
▲ Gap IV
•Service delivery versus external communication
▲ Gap V
•The discrepancy between customer expectations and their perceptions of the service delivered
▲ Gap VI
•The discrepancy between customer expectations and employees’ perceptions
▲ Gap VII
•The discrepancy between employee’s perceptions and management perceptions
F 0 A 7 to measure company's service quality
F 0 A 7to track customers expectations and perceptions over time
F 0 A 7to compare the score against competitors
F 0 A 7to identify and examine customer segments that differ significantly in their assessment of a company's service performance
F 0 A 7to assess internal service quality
- ADVANTAGES SERVQUAL
- customers perceptions of service
- performance levels from customer's perspective
- customer comments and suggestions
- impressions from employees
- ability to compare results over time
- confronting results against competitors
- DISAVANTAGES SERVQUAL
- difficult to apply for all service sectors
- the use of expectations in measuring service quality has come under a lot of criticism
- a number of studies doubting validity of 5 dimensions
- Porter´s 5 competitive forces Model
To examine the competitive environment. Describe the competitive environment with 5 main competitive strengths:
- Entrance barriers: threatens of new players in the sector
- Customer negotiation´s power
- Suppliers´ negotiation power.
- Rivalry among the competitors in the sector
Low market participation in a low growing rates markets. This is not a nice business for invest in an enterprise, because they´re not very profitable, and after a period of time in this situation, the best option is to “eliminate” it.
ONE WAY OF ANALYSING THE VARIOUS STRATEGIES THAT AN ORGANISATION MAY USE TO GROW THE BUSINESS IS WITH ANSOFF’S MATRIX.
THIS CONSIDERS THE OPPORTUNITIES OF OFFERING EXISTING AND NEW PRODUCTS WITHIN EXISTING AND/OR NEW MARKETS AND THE LEVELS OF RISK ASSOCIATED WITH EACH.
MARKET PENETRATION
Involves selling more established products into existing markets, often by increased promotion or price reductions or better routes to market, for example online.
PRODUCT DEVELOPMENT
Involves developing new products or services and placing them into existing markets.
MARKET DEVELOPMENT
Entails taking existing products or services and selling them in new markets.
DIVERSIFICATION
Involves developing new products and putting them into new markets at the same time. Diversification is considered the most risky strategy. This is because the business is expanding into areas outside its core activities and experience as well as targeting a new audience. It also has to bear the costs of new product development.
2 criteria:
- The attractiveness of the industry/ market concerned
- The strength of the business
- PRODUCT BASIC POLICIES (Product modification): 1. DO NOT MODIFY ANYTHING. ( Frequent policy. No major analysis, Not feasible strategy) 2. CHANGES IN CURRENT PRODUCTS
- Psychological change (Customer´s Perception): Main goal: DIFFERENTIATION. EXTENSIVE PENETRATION.
- Real Change (Product attributes):
a. Physical attributes change: Production changes
b. Functional attributes change
c. Psychological attributes change: Quality & Brand, BRAND´S CHANGE: more risky. Be aware with the perception.
**3. NEW APPLICATIONS FOR CURRENT PRODUCTS.
- LAUNCHING NEW PRODUCTS.
- PHASE OUT OF CURRENT PRODUCTS.**
- lengthen its product line in two ways:
- EXTENDING THE LINE
- REFILLING THE LINE: Add more articles to satisfy the resellers, and to cover “holes” for beating the competition. Risk: excesive refill: cannibalization
- Calculation of optimal number of products/line. Optimal when their benefits don´t change if we add/eliminate one product. (Kotler)
- Product mix can have 4 dimmensions:
- Width : Quantity of product lines that a company have
- (^) Length : Total quantity of company´s prducts.
- Depth : Versions of each product line.
- Consistency : relation among product lines and their final usage, production needs, ditribution channels, etc. Less consistent product lines if they have different functions to the Consumers
- Resources allocation strategy:
- Based in past experiences. % increase the budget=% increase the resources
- Some exception: Potential leader product: more resources allocation
- Share the budget proportionally (direct or inverse)
- according to BCG positioning
- Sales growing strategy:
- 1. GROWING IN THE CURRENT SEGMENTS:
Known as DEPTH GROWTH. The ways to get it done are:
•The current Customers consume more/ time
•Conquer Competition´s Current Customers (in the current segments)
•To get to consume the products new users
•Look for new alternatives for the products.
- POSITIONING BASIC PROCESSES
1.Identify the competition.
2.Define the differentiating attribute.
3.Obtain info about the subjective Customer´s Perception.
4.Define the Mix for each product.
- Set-out the PERCEPTUAL MAP.
1. OVERPOSITIONING.
The consumer receives a narrow image about the brand. This can make that the
potential customers think that the brand is out of their purchasing range.
2. SUBPOSITIONING.
This mistake is that the brand generates a vague image. So it can´t differentiate
3. CONFUSED POSITIONING
Not well defined positioning, frequent changes or different segments. Image diluted.
4. DUBIOUS POSITIONING
Few credibility about their promises. Very low prices or unbelievable benefits.
- The basic instrument for POSITIONING is the COMMUNICATION.
- The main goal is the human´s mind
