C:\Users\Master\Desktop\image001.jpg Marketing Strategies in Service Business - margrimaldi@unisa.it - ASVSA Associazione per la ricerca sui Sistemi Vitali ASVSA Associazione per la ricerca sui Sistemi Vitali Programme 2 •Marketing and Service Marketing: origins, evolutions & trends •Service Theories: from S-D logic & Service Science to service ecosystems & service systems •Marketing Plan • •Many-to-Many Marketing •Value co-creation •Unconventional marketing Case studies Examples Exercises • Agenda: Lesson 4 3 •Value co-creation Agenda, checklist, tasks, todo icon •Many-to-many marketing: from network theories to Total Relationship Marketing Communication, connection, network icon •New trends: vUnconventional marketing vGuerrilla marketing vViral Marketing vNeuro-marketing •Case studies and examples Many-to-Many Marketing 4.1 4 Timeline Icon On White Background Stock Vector - Illustration of ... Timeline Icon On White Background Stock Vector - Illustration of ... Timeline Icon On White Background Stock Vector - Illustration of ... Evolution in Marketing Marketing management of consumer goods 5 1960s-present 1970s-present 1980s-present 2000s-present Quality management, excellence, value, satisfaction Services marketing and management Relationship marketing, CRM, one-to-one S-D logic, service science, many-to-many networks Timeline Icon On White Background Stock Vector - Illustration of ... The framework that inspire S-D logic (network theory, rel mkt, systems theory) do not disappear but there has been a constant adding of value over time until S-D logic Service Networks 6 Cloud, meteo Libero Icona di Cumulus Icons Cloud, meteo Libero Icona di Cumulus Icons Cloud, meteo Libero Icona di Cumulus Icons RESOURCES ALLOCATION AND DISTRIBUTION COLLABORATION STRATEGIES AND ALLIANCES NEED FOR A PROACTIVE APPROACH TO INNOVATION Embeddedness: actors cannot be considered apart from others or from their context. SERVICE NETWORK Fonte: Valdani E., Busacca B., Micro & Macro Marketing, 3/95. In line with a relational optic of business performance, network theories consider actors as: 7 Service Networks System’s relationships lead business actors to a necessary mutual satisfaction for the attainment of value co-creation and competitiveness. enabling reticular/networked interactions embedding organizations and their activities in many-to-many relationships dynamic, operant and active resources Fonte: Valdani E., Busacca B., Micro & Macro Marketing, 3/95. In service networks features, multiple solutions of value are generated through interactions, which can increase firm’s ability to communicate with individual customers and the capacity to obtain advantages. 8 Service Networks Actors in service networks are affected (or positively influenced) by many system’s elements (like technological, economical, political and social influences). As the model of service systems emphasizes, technology is one of the key lever for resource and knowledge integration and for the enhancement of skills in complex networks. Risultati immagini per affect icon 9 INFORMATION Technologies tools Know-how Feedback Loyalty Global players add to this complexity even more complex elements, depending on the dimension of the business, the diversity of their localization, and the involved figure. Hence value chain’s global players is of course complex, and its performance involves many actors, representing system whose governance is difficult and challenging. Zara, with its strategic behaviour and its M&A operations has managed to valorise both the competitive advantages of a global chain (at an international level) and the ones related to a service value network (on a local basis). The search for the maximization of total system’s value does not affect the maximization of each actor’s subjective value thanks to some coordination mechanisms: •The sharing of a common language; •The development of an homogeneus culture. The Relationship Marketing 10 COOPERATION COLLABORATION Any Engineering Licensing Hurdle Or Question For Your - Bridge The ... Relationship marketing involves a change in the management of relationships with customers and other stakeholders. From «exchange» transactions.. ...to strategic relationships INTEGRATED MARKETING Total Relationship Marketing To strengthen the quality of the offering: -Alignment of the service provided with the service designed and conceived -Compliance with customer’s needs Relationship Marketing Management’s integration of traditional marketing strategies with relational and internal marketing strategies 11 In order to strengthen the quality levels of the offer, and to constantly align the service provided with the service designed and conceived, in line with customer needs, management could integrate traditional marketing strategies, with relational and internal marketing strategies: This is how the integrated approach to marketing is born, resulting from the integration between the three different marketing settings Total relationship Marketing üStrategic alliances with co-makers (suppliers, employees, customers, other companies) to increase loyalty and satisfaction ü üNetworks based on interactions and long term win-win relationships to create joint value ü üOrganization’s flexibility: softening of boundaries, reduction in management costs and proactive adaptation to emerging environmental condition ü üProcess-based view and dynamic capabilities to overcome rigidity and hierarchy Gummesson (1999) 12 Risultati immagini per alliance icon Data l’esigenza delle imprese di un maggior contatto con il mercato, per accrescerne la soddisfazione e la fedeltà, nel tempo si è imposta sempre di più una crescente flessibilit strategica stimolando alleanze sistematiche ed il funzionamento di una rete di rapporti collaborativi con tutte le altre parti del processo di creazione del valore (fornitori, co-makers, personale interno, clienti, altri stakeholders) arrivando alla definizione di un nuovo concept di marketing. Il Marketing Relazionale Totale è dunque il marketing basato sulle relazioni, il network e l’interazione; esso è rivolto, dunque, a relazioni di lungo termine a somma positiva con i singoli clienti e gli altri stakeholder ed il valore si crea congiuntamente tra le parti coinvolte. Secondo tale approccio, l’impresa moderna è caratterizzata da elevata flessibilità organizzativa, con fini rapidi e mobili, bassi costi di gestione e rapida flessibilità di adattamento alle condizioni ambientali emergenti: si tratta di un’impresa di processo dove il ruolo della gerarchia, delle strutture e delle risorse fisiche è ridotto in favore di risorse immateriali e competenze che agevolano la predisposizione dell’impresa all’adattamento dinamico. The contribution to the quality of the product offered involves, directly or indirectly, all the players in the system, in order to strengthen in all employees a strong culture of relational marketing service, it is necessary to complement internal marketing actions (e.g. training and communication plan). The Internal Marketing 13 Enhancement of employee’s and management's attention to the customer. The first customer of any organization is represented by internal staff, which must be first satisfied. Explaining and sharing times, methods, and activities, the clear definition of tasks, duties and roles, create a positive atmosphere (high levels of cooperation, trust and satisfaction), which strongly influences the quality perceived by the end customer. Internal marketing Internal Marketing Concept Vector Illustration. Royalty Free ... In order to strengthen the quality levels of the offer and to constantly align the service delivered with the designed and conceived service, in line with customer needs… The Integrated Marketing 14 Managing relationships between Personnel and Users of the Service establish lasting and profitable relationships with customers, and thus, fulfills the promises made. The Form Learning About Life Question - Skill Gap Icon Png ... Traditional marketing management, that aims at creating expectations and at making promises to the outside market. External marketing Internal marketing Creating a culture of service and customer orientation among the members of the organization lays the foundation for the maintenance of promises with customers. Relational marketing Integration of the traditional marketing strategies (4P) with relational marketing strategies and internal marketing The need for businesses to increase user’s satisfaction and loyalty stimulates systematic alliances and collaborative relationships with all the other parties in value creation process (suppliers, co-makers, internal staff, customers, other stakeholders) Total Relationship Marketing 15 •high organizational flexibility, with rapid and mobile purposes; • •low management costs; • •rapid adaptation and flexibility to emerging environmental conditions; • •low hierarchy, structures and attention to physical resources in favor of intangible resources and skills that facilitate dynamic adaptation. •based on relationships, network and interaction; • •aimed at long-term positive relationships with individual customers and other stakeholder; • •joint creation of value between the parties involved. Total relationship marketing Control, product, project, quality, total quality management icon Fonte: Valdani E., Busacca B., Micro & Macro Marketing, 3/95. Many-to-many marketing defines and analyses the network aspect of marketing. The Many-to-Many Marketing 16 Skills Technical competencies Experience Beliefs Attitude Lifestyles Strategic and managerial capabilities The Many-to-Many Marketing 17 Customer Relationship Management (CRM) The customer-supplier relationship in focus: one-to-one Gummesson 2003 Marketing as Networks many-to-many Focus on all stakeholders From relational and system’s point of view, competitive behaviour today seems to be based no longer upon dyadic relationships between actors, but rather upon a many-to-many relational and system pattern daily involving supplier and customer networks with dense and intricate connections, win-win based and service-oriented. The Many-to-Many Marketing 18 Gummesson (1999) Total Relationship Marketing Broadening of the perspective on marketing management grounded on the interactional focus •Relationships exist only if there are at least 2 parties; •Interactions are relationships activated in the encounter that establish a contact; •Networks are complex systems of relationships, that act as a lens to intrepret society. Total Relationship Marketing 19 Market relationships Mega- relationships Nano- Relationships Classical market relationship Special market relationship Non-Market relationships The classic network- distribution channels and the modern channel management including goods, services, people and information consists of a interconnected relationships. (1) Classic Market Relationships Call, classic telephone, conversation, message, old phone ... 20 The classic dyadà the relationship between the supplier and producer is the basis of business. The classic triadà the drama of the customer – supplier – competitor triangle Competition is a central ingredient of the market economy. Triad Icons - Download Free Vector Icons | Noun Project Globe network icon PNG and SVG Vector Free Download The dissatisfied customer perceives a special type of relationship, more intense than the normal situation, and often badly managed by the provider. The way of handling a complaint – the recovery – can determine the quality of the future relationship. (2) Special Market Relationships Production and delivery of services involve the customer in an interactive relationship with the service provider, often referred to as the moment of truth (Service encounter). A condition for success is the understanding of the customer’s customer; and what suppliers can do to help their customers become successful. To create a long-term sustaining relationship, it has become increasingly common to enlist customers as members of various loyalty programmes. Special Svg Png Icon Free Download (#214991) - OnlineWebFonts.COM 21 Risultati immagini per complaint icon Risultati immagini per loyalty icon The media can be supportive or damaging to marketing and they are particularly influential in forming public opinion. 22 (3) Mega Relationships Non market relationship go beyond classical relationships firms- stakeholders- shareholders to involve personal and social networks, lobbies, government, institutions that ask for and release resources (legitimacy) and at the same time share rules release Relationships with governments, legislators and influential individuals make marketing feasible on an operational level. Alliances change the market mechanisms and mean closer relationships and collaborations between companies. Competition through collaboration is necessary to make the market economy work. Knowledge can be the most strategic and critical resource and knowledge acquisition is often the rationale for alliances. Announce, anouncement, broadcast, communication, loud, mega icon Risultati immagini per knowledge icon 23 (4) Nano-Relationships Market mechanisms are brought inside the company: internal as well as external relationships of a new kind emerge in a process that encompasses the relationships between internal customers and internal suppliers. External providers reinforce the marketing function by supplying a series of services, such as those offered by advertising agencies and market research institutes The quality concept is a bridge between design, manufacturing and other technology- based activities and marketing. Internal marketing can be seen as a part of relationship marketing as it gives indirect and necessary support to the relationships with external customers. Bridge Icon Png #291772 - Free Icons Library 24 Implications for Marketing Strategies and Tactics Service Value Network The Many-to-Many Marketing 25 As far as traditional conceptualisation of the value chain, within a service value network the distinctive resource are related not only to individual actors’ capacities, but also to every actor’s ability to reconfigure its own service systems in accordance with its own competitive strategies and with the other actors; thus, every actor daily work to perform a benefit for the whole system, every system represent the result of common effort of its active elements. 26 From value chain to value network According to systems thinking and service logic, Service Science explores how service value is created in a network context and how the structure and dynamics of the value network, as well as customer expectations, influence service (eco)systems complexity S-D logic replaces the conventional supply chain with service value networks (Allee, 2000). Value co-created is “product” in the use, transformation and consumption Firms can only make value propositions Service actualizes through mutual benefits and mutual satisfaction SUPPLYING PRODUCTION CONSUMPTION Value is not embedded only in production process Elipsa: Value-in- exchange Value-in- exchange Elipsa: Value-in-use Value-in-use Elipsa: Value-in- context Value-in- context Value is perceived by users in their context Value is the synergistic outcome of a complex interactive process Fonte: Valdani E., Busacca B., Micro & Macro Marketing, 3/95. 27 From value chain to value network Relationship marketing Many-to-many approach & Total relationship marketing From To Service Value Network To Value creation Everything influences everything Systems interactions All businesses are relational service activities Many-to-many logic of reticular interactions Value propositions based on interaction mechanims Mutual satisfaction co-creation processes Relationships Value co-creation in Service 4.2 28 29 ‘Co-Create IKEA’, a digital platform encouraging customers and fans to develop new products. IKEA’s co-creation platform focuses on four specific areas: •Asking customers for product idea suggestions •Running IKEA Bootcamps to work with entrepreneurs •Collaborating with university students on product solutions •Connecting with innovation labs around the world If a suggestion for furniture or product design is successful, IKEA may license the technology or agree to invest in future products. For designers and technically talented fans, this creates a strong incentive: to gain exposure through the world’s largest furniture retailer. Value co-creation 30 ‘LEGO Ideas is an online community which brings together passionate fans and creators from around the world to imagine, iterate, and evaluate ideas for new LEGO kits. It is a great example of open innovation and co-creation, where members have actively participated in the journeys of several successful products from idea to development. The LEGO Group first dove into the online open innovation space in the early days of crowdsourcing when they launched LEGO Cuusoo in 2008, where Japanese fans shared their own LEGO creations that ultimately made their way onto toy store shelves. LEGO Ideas officially launched in April 2014 Value co-creation https://ideas.lego.com/ Overcoming the past «producer vs. consumer» One of the most improper conceptualization of G-D logic is the contrast between “producer-consumer”, in which: 31 some actors (ex. companies) “produce” (create) value (value-added), while others (es. consumers) “consume” (destroy) that value (value-destroyers) once consumed any product will no longer have the initial value. Risultati immagini per past icon About Value Creation The continuous tension to value creation represents the basilar activity of firm’s business process and decision-making, which influence the decisions as well as behavior of all the systems (value culture). 32 The focus of value creation and the new interpretation on value co-creation should be both: •internal (resources improvement); •external (collaborative relationships). Risultati immagini per mind the gap Co-creation advantages Customers are key strategic resources for product improvement and are, thus, prosumers, fundamental for competitive supplies. 33 The value creation process involves users in a personal consumption process, considering them as real strategic value co-creators, thus suggesting that firms may be the integrators and managers of necessary resources for the benefit of competitive behaviour. Why Value? Value creation processes suggest a change of rolesà today, an important part of the process is played by customers, who are not viewed just as value destroyers (or value receivers) but are instead considered key actors, engaged from the early stages of the production process and not only in the final consumption stage. 34 Customers do not acquire value directly from purchase but derive it from products’ use, transformation and consumption A firm doesn’t autonomously create value for clients, but can only offer value propositions, experiencing them and transforming them into value through use. •the consumer is no longer seen exclusively as a target (value destroyer); •companies have a right only to make their value proposals (value proposition); •consumers are considered real factors of production (value co-creator) within a complex system of service delivery (service system); •consumers are able to benefit not only from the products purchase, but also from processing, use and consumption of the same (value in use), revealing their role as active (participant) in the value generation process 35 The rules of business competition changed: the more companies are able to create value, the more competitive they can be, since they can be able to engage users in co-creative purposes, through sustainable value propositions. Service Value Chain or Service Value Networks? A networked System based on service-centered logic should evolve continuously: 36 In S-D logic the main purpose of enterprise is to serve itself by serving others, by integrating its internal and exterrnal resources available from public and market sources, to create additional resources to be applied for the benefit of other actors (individuals, family, companies, etc.). S-D logic and centrality of «Market-ing» 37 Service opportunities change because the available resources continuously change S-D logic and centrality of «Market-ing» 38 In S-D logic marketing, value creation is not anymore a responsability of a single department, but it’s a major function of the organization: to connect with other businesses and offer them a service in a constantly changing market. This is «market-ing». Co-production vs Co-creation 39 Integration with market resources Market integration Co-creation Beneficiary of service Value-in-context Supplier of operand and operant resources Co-production Direct supplying of offering Supplying of service THROUGH goods https://www.youtube.com/watch?v=Az6D6vzfFrU&t=15s Case studies and examples 40 Case study: Education ecosystem (CO-) INNOVATION Alining individual values-objectives/ ECOSYSTEMS finalities and goals (CO-) LEARNING Risultati immagini per education icona Risultati immagini per education icona Risultati immagini per education icona For instance, in smart communities that pursue sustainability outcomes, value co-creation (And viable value co-creation) can act as drivers for sustainable value and innovation that can develop across the three contetxs in this way: 1)At a micro level Users’ compliance refers mainly to the acceptance of ethical value (at an individual level) that should comply with the attainment of community sustainable goals. Interactions can be mediated thanks to ICTs and the main informational resource can be increasing awareness of environmental goals and enhanced technological competencies 2) At meso level Stakeholder’s engagement increases and actors are involved in the design of a harmonized set of smart projects in which ICTs are integrated synergistically to realize community development. New ways of experiencing the territories thanks to citizenship and e-democracy can be introduced. Knowledge exchanges can give birth to the synergistic creation of new skills to 1) manage multi-level systems; 2) use technologies; 3) interact with others; 4) pursue sustainable outcome 3) At macro-level----Then, based on the sharing of common smart values, joint decision-making and policy-making activities are performed and users’ provide their ideas and insights to improve services and the entire community. Each member can become potentially a decision-maker by expressing its own creative interpretation regarding a new product or service or providing resolution for a given social or environmental challenge. The integration of innovative insights from many sources should be optimized by multi-level governance thanks to the constant search for the compliance between individual objectives and values with overall system’s goal (phase 3). This alignment is the driving force that can lead to the transition from the decisions co-established at meso-level to the co-development of policies at macro-level. To enable this passage, the innovative ideas and suggestions arising from users should be co-evaluated to align the shared values in the community with the overall goal of sustainable development. Thanks to social inclusion and democratic , new cultural and social institutions can be created (environmental standards, law, services, policies, welfare state) Lastly the process of co-innovation as a cycle can be renewed over time (the arrow in the figure). The smart communities can regenerate the smart culture produced through the constant renewal of values and knowledge to co-design gradually the foundations for a smart future. Pizza Hut Table https://www.youtube.com/watch?v=UzRZRyPReJk C:\Users\notaro\Desktop\article-2573164-1C09EB5D00000578-452_634x338.jpg C:\Users\notaro\Desktop\download.jpg C:\Users\notaro\Desktop\download.png 42 Examples: Value co-creation IKEA https://www.youtube.com/watch?v=fKfxBl_nu3c 43 Examples: Value co-creation https://www.nelmulinochevorrei.it/index.html https://www.youtube.com/watch?v=09wyJ_eMmF0&feature=youtu.be Mulino Bianco - Wikipedia https://www.leonardocompany.com/it/innovation/innovation-award 44 https://www.youtube.com/watch?v=JXkMevbjga4 Example: Customization C:\Users\notaro\Desktop\images (3).jpg C:\Users\notaro\Desktop\images (2).jpg Assistance Security of transaction Sms/ e-mail confirmation Portals Communiteis Social networks Review sites Metasearch & comparations Network and co-creation Evaluation of alternatives PURCHASE Inormation research Service POST-DELIVERY E- shopping E- relation LOYALTY Feedback (reviews, rankings. ratings); WOM; E-crm VALUE 45 Shop window Banners Recommend. system Capillary distribution Network of on-line/digital relationships Robot Scheduling Shipping Global logistics network drone R&D agreements- ICTs tools Go cash desk 4.0 E-commerce (smart tv) 46 Primary activities Secondary activities ERP FIRM’S INFRASTRUCTURE HUMAN RESOURCE MANAGEMENT TECHNOLOGY DEVELOPMENT PROCUREMENT drone INBOUND LOGISTICS Operations OUTBOUND LOGISTICS Marketing and sales SERVICE One-to-one & personalized marketing 47 Example: Connectivity 48 Example: Variety & assortment Marketing. Recent advances 4.3 49 Unconventional Marketing 4.3.1 50 •Marketing 1.0 (product) •industrial era (D > O: volumes, quantity) • • – • 51 Marketing 3.0 Marketing 3.0 (soul) Globalization era: (Kotler, 2010) the brand interprets and prevents user’s and societal needs (ethics & Corporate Social Responsibility) Marketing 2.0 (customer) ‘O Reilly, 2001 (O>D: interacting with consumers) informational and internet era: active users, prosumers •rethinking customer engagement in the digital age, through humanistic marketing, the creation of conversations with customers and omnichannel strategies. Toward marketing 4.0 Kotler (2017) information based on data that sheds light on new purchasing habits and on the three main subcultures: young people, women and "citizens of the Net"; discover how 4.0 marketing increases productivity by involving customers in all their activities in digital markets 52 •Set of strategic and tactics decisions in contemporary marketing aimed at: • •Creating emotion •Enhancing memorability (awareness) •Developing uniqueness •Shocking and astonishing consumers •Enhancing users’ participation (engagement) 53 Unconventional Marketing •Main features • •Narrow set of receivers •High possibility to engage users •Selectivity • • Target Marketing mix • •Web •Multi-channel strategies Unconventional marketing 54 •Management strategies and tactics coherent with the implementation of unconventional marketing: • • – – Unconventional marketing CONTINUOUS COLLECTION OF DATA ALONG THE JOURNEY FIT •Tactics and actions upwards business strategies •Integration of above the line- below the line media •Integration offline online 55 UGC: user-generated content •Users are engaged in the definition of contents (ads, campaign, insights, design, offering) of businesses that lead to: • •Collect insights •Enhance users engagement •To promote sharing of information and knowledge WITH and BETWEEN users •To monitor perception •To control Word-of-mouth 56 UGC Unsolicited https://www.facebook.com/Apple-Lovers-333551443482498/ 57 UGC http://www.nelmulinochevorrei.it/ Areas of intervention -Product -Communication -CSR Solicited 500 Wants you MULTIMEDIA workshop 58 Guerrilla Marketing 4.3.2 59 •Non conventional communication activities that aim at pursuing conventional goals (Levinson, 1993) • • Guerrilla Marketing CREATION DIFFUSION WEB Guerrilla marketing has the same advantages of unconventional marketing: •To renew values and topics •Emotional bonding, attractiveness, wonder •Multi-channel communication: connectivity •Maximum effort/ minimum investment of resources 60 •Conventional activities: •commercials and ads Guerrilla Marketing: TEASER TEASER Phase GUERRILLA Phase CONSOLIDATION phase •To create suspense •To create interest and to attract The brand shows, discloses itself and enters the city 61 •Unpredictability •Originality •Strong psychological approach •Little means available •Subversion of the pre-established order •Be everywhere and anyway 62 Guerrilla Marketing: TEASER •Use of images and concepts shared through stickers •Public places and public means of transportations • Guerrilla Marketing: STICKERING 63 •To sensitize • • • To shock • • • • Guerrilla Marketing: STICKERING To «reawaken» the interest To surprise 64 •Brands camouflage in daily context • • • • •Body art and tattoos • Guerrilla Marketing: STICKERING 65 Viral marketing 4.3.3 66 •Unconventional communication strategies based on the viral diffusion of contents through word-of-mouth • •«The promotion targeted at everyone is useless. There is the need to target it at interested and influential people that, by sneezing, can spread the virus» (Godin, 2002) • •Aims: •To encourage interest and notoriety •To engage (loyalty & reputation) 67 Viral marketing: Word-of-mouth •Differences •High frequency of interactions •Higher sense of belonging to the community •Commercial interests • •Commonalities •To create loyalty between and among the actors •Creation of opinion leaders and legitimacy – •«The consumers themselves are vehicles for brand’s and product’s promotion and put their reputation into the message» (Cottica e Fabbri, 2004) – Word-of-mouth: on-line vs off-line 68 Neuromarketing 4.3.4 69 Neuromarketing •Application of neuroscience and psychology to the analysis of users buying behaviors to detect changes in users’ behaviors and context and value • • • «To enter users’ minds» (Lee et al., 2007) • • • Interdisciplinarity: • medicine/ behavioral economy 70 Neuromarketing •AIMS: •To intercept and predict consumer behavior (and changes in attitudes and preferences) • •To compare the brain reactions of consumers to certain stimuli and emotions • •To investigate the brain mechanism that leads consumers to the decision and choice of value proposition • •(Stimulus- Response)à To connect specific feelings (affection) and behaviors (frontal lobe activation) performed by consumers with given impulses (vision of commercial) • • 71 72 Neuromarketing: example http://media.cdn.ninjamarketing.it/wp-content/uploads/2015/02/coca-cola-620x452.jpg?x82899 •Pepsi Challenge (1975): 50% prefers PEPSI • •Human neuroimaging lab, Houston (2003): 75% declared to prefer Coca Cola but choose PEPSI. (magnetic resonance) • •Baylor College of Medicine, Texas (2004): Pre-frontal cortex (instinct and personality) Tastes and images are determinants of the choices Guerriglia marketing (from spanish) is the definition coined by the American advertising Jay Conrad Levinson in 1984 in his book of the same name, to indicate a form of non-conventional and low-cost advertising promotion obtained through the creative use of aggressive means and tools that leverage the imaginary and psychological mechanisms end users. 73 Mara Grimaldi margrimaldi@unisa.it ASVSA Associazione per la ricerca sui Sistemi Vitali THANK YOU. Questions? Comments? 83