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STRATEGIES
الستراتيجيات التسويقية
MANAGEMENT
الدارة
Marketing
التسويق
Sales
البيع
The Selling and Marketing
Concepts
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Marketing as Customer
satisfaction Concept
All of the people in the company aim all
efforts to satisfy the customer.
1. Customer satisfaction
2. A total company effort
3. Profit (value added ) as an objective
Marketing is hard.
The Marketing Concept
• To be successful, a company must
determine the needs and wants of specific
target markets and deliver the desired
satisfactions better than the competition.
Tell me more about
your company
• How do you know that there are some
marketing crises ??
• Who in your organization is responsible for
marketing crises ??
??How do you see your customer
كيف ترى عميلك
Tangible / Intangible
marketing crises
• Tangible • Intangible
– touch – can’t see
– see – can’t touch
– taste – can’t smell
– smell – can’t taste
– Feel – Cant feel
Product marketing crises
Goods - crises you can touch -
Services - crises you can’t touch -
but you can see their effect
Service Crises
• Product has no physical
characteristics;
• Design of produce doesn’t meet the
consumer want satisfaction.
“َ Quality Crises : A product’s ability to
satisfy a customer’s needs or requirements
…”
الجودة و علقتها بالقدرةعلى تلبية
احتياجات العميل
الجودة و القيمة المضافة
Quality And Value Added
Quality is often tied in to comparison
with what the competitor does at the
same price
What is a Product?
• “Most customers think about
product in terms of the total
satisfaction …”
Marketing Strategies
Crises
4Ps
The Four Ps of the Marketing Mix
Maslow’s Hierarchy of Needs
Brand Name
Crises
Perceived service
Customer
Company
Service delivery External
communications
Gap
to customers
1
Customer-driven
service designs and
standards
Company perceptions of
Customer expectations
Crises Type - 2
Customer & Company standards
Expected service
Perceived service
Customer
Company
Service delivery External
communications
to customers
Customer-driven
service designs and
standards
Gap 2
Company perceptions of
Customer expectations
Crises Type- 3
Customer standards & delivered service
Expected service
Perceived service
Customer
Company
Service delivery External
communications
Gap 3 to customers
Customer-driven
service designs and
standards
Company perceptions of
Customer expectations
Crises Type - 4
MISCOMMUNICATION
Expected service
Perceived service
Customer
Company
Service delivery External
communications
Gap 4
to customers
Customer-driven
service designs and
standards
Company perceptions of
Customer expectations
Source: Zeithaml
(1996)
Crises Type - 5
Expected and perceived service
Expected service
Gap 5
Perceived service
Customer
Company
Service delivery External
communications
to customers
Customer-driven
service designs and
standards
Company perceptions of
Customer expectations
© 1999 Prentice-Hall Canada Inc., Scarborough, Ontario
Total customer
value
Customer delivered
value
Total customer
cost
Competitor Analysis
• Who are our competitors?
• Selling similar products and services to same
customers at same prices?
• All firms making the same product or class of
products?
• All companies making products that supply the
same service?
• All competing for same consumer dollars?
© 1999 Prentice-Hall Canada Inc., Scarborough, Ontario
Assessing Competitors
Strategic Group
• Firms in an industry
• following the same or
similar strategy in
• a given target market
• Competition increases
as firms strategies
become more similar
• Benchmarking
© 1999 Prentice-Hall Canada Inc., Scarborough, Ontario
Selecting Competitors
to Attack and Avoid
Strategic Benefits of Competition
• Help increase total demand
• Share costs of market and product
development
• Help legitimize new technologies
• May serve less attractive segments
• Less antitrust risk - more bargaining power
© 1999 Prentice-Hall Canada Inc., Scarborough, Ontario
Selecting Competitors
to Attack and Avoid
• Well-behaved Competitors
• Stable and healthy industry
• Set reasonable prices in relation to costs
• Motivate to lower costs and differentiate
• Accept reasonable market share and profits
• BAD Competitors
• Take large risks - Buy share rather than earn
© 1999 Prentice-Hall Canada Inc., Scarborough, Ontario
Basic Strategies
Michael Porter’s Three Winning Strategies
Differentiation
Focus
Overall cost
leadership
© 1999 Prentice-Hall Canada Inc., Scarborough, Ontario
Hypothetical
Market Market follower
20%
Market challenger
Structure 30%
Market nichers
10%
Market leader
40%
© 1999 Prentice-Hall Canada Inc., Scarborough, Ontario
No Yes
Customer - centred
http://www.ebay.com/
E- MARKETING &
TECHNOLOGICAL
CRISES
Delighting Customers
Technology
Customer Quality
value
Satisfaction Loyalty
Relationships
Satisfaction & Loyalty
Satisfaction: Loyalty:
Feelings from experience Choice of brand
over others
Outcomes:
– Growing business to increase revenues
– Less price sensitivity
– Lower organization’s costs
Think About It!
15%
65%
5. Company reputation
Customer Satisfaction Measuring
CRISES
• Most Service providers have a survey process to measure
customer satisfaction
– Periodic surveys
– Event/Transactional surveys
• Establish required sample size, target response rates and
confidence level
• Quantitative results and verbatim feedback gathered
• Results are analyzed and communicated
• Avoid averaging monthly Satisfaction percentages – will produce
invalid result
Customer Satisfaction Rating Scales
Example from seven point scale
Customer Satisfaction & Financial
Loyalty
Results
Conclusion