Marketing Strategy in Service Business - amegaro@unisa.it - Some preliminary information 1. Who am I? – I’m a research fellow at the University of Salerno, PhD in Marketing 2. Teaching material – Only slides that I will share with you at the end of each class 3. How will the exam be? – A written and multiple choice test 4. When will the exam be? – It will be held on the last day of class (May 3) Programme • Marketing and Service Marketing: an overview • Traditional Marketing: Marketing plan • New marketing strategies approaches: Relationship Marketing and Many-to-Many network; Experience marketing; Non-conventional marketing • New marketing vision: Service Research - from S-D logic & Service Science to service ecosystems & service systems Examples Project work Agenda: Lesson 1 - Pt.1 • Marketing: origins, evolution and definitions • Service Marketing: the advent of service-dominant mind-set Marketing: origins, definitions and evolution 1.1 Definition of Marketing Marketing is NOT the same as selling! Definition of Marketing Marketing is NOT the same as selling! Definition of Marketing Marketing is NOT the same as selling! Definition of Marketing Marketing is NOT (only) advertising! Definition of Marketing AMA (1985): “Marketing is the process of planning and executing the design of offering (product), pricing, promotion and distribution of goods, ideas and services designed to create exchanges that meet the individual and organizational objectives” Business function Process Orientation Over time, Marketing has been conceptualized as a(n) Marketing as a business function Porter’s Value chain (1985) The Marketing function regards the approach to the market that each company must develop to place its product/service to satisfy the needs of the potential customers it has identified, in order to be more competitive and to reach/maintain its market share. Marketing as a business function Previous Journey - TRADITIONAL Marketing vision The origins of Marketing date back to the early twentieth century, and over time several theories have alternated in an attempt to correctly frame the decisional dynamics and the results obtained by every successful company. Marketing as a business function Previous Journey - TRADITIONAL Marketing vision Thanks to the Marketing function it has been possible to connect (also conceptually) different phases of entrepreneurial activity: the inspiration about the MISSION, the identification of OBJECTIVES, the definition of STRATEGIES, the implementation of TACTICS. Marketing as a business function Previous Journey - TRADITIONAL Marketing vision MOST analysis is the foundation that support and allow a business to reach its goal. A business first develops its mission statement, then its objectives, then its strategies, and then finally the tactics. Moving from general to the specific. Marketing as a business function Previous Journey - TRADITIONAL Marketing vision The Marketing function has always found greater accreditation thanks to the actions of SEGMENTATION, TARGETING and POSITIONING of each company, as a synthesis of analysis, reasoning, choice and decision related to competitiveness and survival. STRATEGIC MARKETING Marketing as a business function Previous Journey - TRADITIONAL Marketing vision Even the orientation of the company itself has changed, first focused on the production process, then on the product, then on the market (sales), then marketing and customer-oriented. This led to the development of methods and tools useful to support entrepreneurs and managers of each company. Marketing as a business function Change in perspective OPERATIONAL MARKETING – MARKETING MIX Marketing as a business function Previous Journey - TRADITIONAL Marketing vision SISTEMA INFORMATIVO DIREZIONALE ED OPERATIVO Marketing is a process which consists of different strategic and tactical choices: Market Analysis Products Design Demand Promotion Selling Marketing as a process - Study of the selected market(s) - Research on demand’s evolution and trends, analysis of competitors and identification of business opportunities - Adaptation of processes and production to potential customers - Creation of demand for new products Allocation of products for different sales channels Product features Ways to attract consumers Selling orientation Marketing Orientation Users’ needs Business’ survival Product Orientation Production Process Production Orientation D>O O>D Focus ENDOGENOUSESOGENOUS Product-Market Process & product standardization To sell what has been produced Research on consumers: To product the goods which can be sold Efficiency of production Goods Selling Marketing as an Orientation Needs Products D>O O>D Goods Selling Marketing as an Orientation Needs Products PRODUCTION ORIENTATION PRODUCT ORIENTATION MARKETING ORIENTATION SELLING ORIENTATION Segment A Segment A Segment B Segment A Segment B Segment C Segment C Segment A1 Segment A2 Segment A3 Segment A4 Segment A5 Segment B1 Segment B2 Segment C1 Segment C2 Segment C3Segment C3 MASS APPROACH BROAD SEGMENTS ADJACENT SEGMENTS MULTI- SEGMENTATION For small segments For niche segment MASS CUSTOMIZATION Marketing as an Orientation The most widespread Marketing models affect all the other areas and functions of the company, concerning production, promotion, distribution, R&D, quality, recruiting, fund raising, partnerships, relations with consumers, with the competition, and in general with all relevant supra-systems. Marketing as an Orientation Redefining the role of Marketing in Value chain Marketing as an Orientation Product orientation Production capacity Selling CUSTOMERS Marketing orientation Study of demand Production Production Selling Production PLANNING CUSTOMERS New needs of users Needs of POTENTIAL users New business opportunities F e e d b a c k Marketing as an Orientation  Complex selection and diffusion of values, personality, story and identity (brand)  Translation of value into a coherent culture to be spread within and oustide the organization Value orientation Corporate culture STRATEGY TACTICSTACTICS Stakeholder Organization Management Governance Marketing as an Orientation Evolution of Marketing Focus In recent decades, Marketing has been focused on: • managerial aspects (ref: Kotler); • organizational (ref: Grönroos); • relational (ref: Gummesson); • new forms of collaboration (ref: Hakansson & Snehota); • new concepts of value (refer to Ballantyne & Varey; Prahalad & Ramaswamy); • and finally to the Service (reference Vargo & Lusch). Evolution of Marketing Focus Managerial (Kotler, Keller and Brady 1967) Organizational (Grönroos, 1983) Relational (Gummesson, 1997) Collaboration-oriented (Hakansson and Snehota, 1989) Value-based and co-creation-based (Prahalad and Ramaswamy, 2004) (Ballantyne and Varey, 2006) ….and Service-Dominant (Vargo and Lusch) INTERNAL EXTERNAL McCarthy, 1964: - Product, Price, Promotion, Place Kotler, 1986: - Product, Price, Promotion, Place, Public Relations, Politics Booms and Bitner, 1981: - Product, Price, Promotion, Place, People, Physical Evidence, Process Over time, different models have been adopted by practitioners and scholars for the definition and study of the marketing mix: Evolution of Marketing Mix Lauterborn, 1990: - Consumer, Cost, Communication, Convenience Kotler, 2018: - Customers, Company, Collaborators, Competitors, Context P C New definitions of Marketing AMA (1985): “Marketing is the process of planning and executing the design of offering (product), pricing, promotion and distribution of goods, ideas and services designed to create exchanges that meet the individual and organizational objectives” AMA (2004): “Marketing is an organizational function and a set of processes aimed at creating, communicating, and delivering value to customers and managing relationships with customers in order to benefit from the organization and related stakeholders.” AMA (2017): “Marketing is the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large.” Marketing is the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large. New definitions of MarketingRather than an outcome! the activities of individuals (marketers and consumers) and organizations (e.g., manufacturers, wholesalers, retailers, advertising agencies, distributors, marketing research firms) Various institutions that both individually and collectively help facilitate and govern these activities (e.g., governmental agencies, legislators, courts, professional associations, social norms, ethics and individual values) Various processes that result from these activities (e.g., networks, systems, markets, channels of distribution, communication flows, consumer processes) Marketing is the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large. Very similar to Product, Promotion, Place, Price  New definitions of Marketing Marketing is the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large. (American Marketing Association, July 2017) Customers: the actual or prospective purchaser of offerings Clients: broader term. Non profit focus, and user focus Partners: business critical for success Society at large: not just profitability, societal marketing concept New definitions of Marketing Marketing is the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large. (American Marketing Association, July 2017) Definition of Marketing Marketing orientation redefines the entire organization and permeates the strategic objectives and decision-making Customers Shareholder Partners Employees VALUE Public Administration Competitive Advantage STAKEHOLDERS’ SATISFACTION Selection of resources Suppliers Distributors Media Value Proposition and Creation Value is the complex set of economic, functional, psychological and social benefits that customers want to receive (or receive actually) in exchange for the money spent (or for the money they want to spend) to enjoy a good or service Evolution of Marketing From consumer to B2B and B2C: two traditional categories for the exchanges between entities in charge of Production vs. consumption. Evolution of Marketing • B2B demand is derived from Cs; • Bs can profit from helping their Cs become more competitive; • almost all Bs serve both Bs and Cs. What about the distinction between B2B and B2C if… Combining Bs and Cs B C C B2B C2C C2B B B2B2C2B2C2C… A2Aorientation “point[s] away from the fallacy of the conceptualization of the linear, sequential creation, flow, and destruction of value and toward the existence of a much more complex and dynamic system of actors that relationally cocreate value”. It’s all B2B… and beyond A2A Collaboration In a Service marketing, value takes place upon a collaborative perspective among actors, A2A (actors to actors) [gruadualy abbandoning the old view of B2C, B2B, etc]. In a multi-stakeholder relational perspective, only through collaboration (co-production e co-creation) it is possibile to create a shared competitive advantage thanks to the exchange of services and resources. Service Marketing: the advent of service-dominant mind-set 1.2 42 Barter is direct service-forservice exchange, in which each actor provides a reciprocal service provision for another actor. (Vargo and Lusch, 2004) Service Marketing: It’s all about service! The overcompetition of contemporary complex markets has imposed in time the double passage from : • Orientation to Relationship Marketing; • From Good-Dominant Logic to Service-Dominant Logic. Service Orientation Focus Economic Value + Social Value Product- Market Demolition of the UserProvider view Products and Services are co-created Service Marketing: toward S-D logic Organizations, markets, and society are fundamentally concerned with exchange of service: the applications of resources (knowledge, skills, …) for the benefit of a part. Service-Dominant Logic (from Service Research) Strict View {(Shareholder; stakeholder (Direct Only)} Internal Stakeholders/Shareh olders Production Processes Organizational Model Unidirectional/Diadi c Relationships Stakeholder-Oriented View Sells Orientation PUSH MODEL Corporate Orientation Good-dominant logic Service-dominant logic Customer orientation Co-creation & resouce integration Enlarged View (multi-stakehoklder) MANY-TO-MANY Reticular Network Service’s Output is collaborative and co-created Value is no longer the exclusive competence of the manufacturer but is the result of a dealing between all the stakeholders From Good-Dominant Logic to Service-Dominant Logic Antonietta Megaro amegaro@unisa.it THANK YOU Questions? Comments?