understanding marketing management
The Report
Prepared
by
ã Group 1 of MBA Batch 12
Mohd. Hairul
Effendy
Mohd. Nizam
Jaafar
Mizwan Shahimin
Farithal B
Sahari
For
Dr Mohammad
Bashir Khan • MKTG 6120
Table of Contents
A.overall preview
b.chapter 1
Assessing Marketing’s Critical Role
in Organizational Performance
c.CHAPTER 2
Building Customer Satisfaction
Through Quality, Service and Value
d.READING 1
Barriers To Developing Market
Orientation
e.READING 2
The Gillette Company
f.READING 3
Transactional Segmentation To Slow
Customer Defections
g.appendices
h.bibliographieS
A
Overall
Preview, An Abstract
This report covers two chapters
and three reading materials. Basically, the aim is to introduce the concepts
market and customers in marketing management.
Firstly,
marketing management's terminologies and its trend in the present world is
viewed. Customers, being the essential unit in marketing, would then be the
central focus. However, to be consumer/market-oriented is not an easy task.
Barriers exist in developing the culture is the next subject covered. To
further understand marketing issues faced bay organization in the real world,
the paper would take the case of The Gillette Company. After learning the
basics about market and consumer, the last part would take a brief look on a
method used in retaining customer, transactional segmentation.
Except for
Reading 2 (Gillette), this report is arranged that each part covered is
subdivided into:
1. Summary &
Analysis (of the chapter or reading material)
2. Asian
Perspective (relevant to the chapter or reading materials)
This report put
forward the subjects in simplified manner. Further explanation, argument, or
analysis on certain issues, are supplemented in the appendices.
B
Assessing
Marketing’s Critical Role in Organizational Performance
B.1. SUMMARY & ANALYSIS
B.1.i. Marketing Core Concepts
First and
foremost, to understand marketing management, there are several terminologies
in the discipline of marketing need to be known.
MARKETING is a
social and managerial process by which individuals and groups obtain what they
need and want through creating, offering and exchanging products of value with
other.
NEEDS is a state
of felt deprivation of some basic satisfaction (like food and shelter). Society
or marketers do not create it; yet it exist in the very texture of human
biology and conditions.
WANTS is a
desire for specific satisfiers of deeper needs. For instance, Malays want
ketupat. It is shaped and reshaped by social forces and institutions.
DEMANDS is a
wants for specific products that are backed by an ability and willingness to
buy them.
PRODUCT (GOODS,
SERVICES & IDEAS) is anything that can be offered to satisfy needs and wants.
Marketer’s job is to sell the benefit or services built into physical products.
VALUE is the
consumer’s estimation of product’s overall capacity to satisfy his or her need
considering factors such as cost and capacity.
EXCHANGE is the
act of obtaining a desire product from someone by offering something in
returns. Frequently describe as a value creating process as both parties better
of as result of the process.
TRANSACTION
occurred when agreement of exchange has been reached. Transaction can be either
in form of monetary transaction or barter transaction.
RELATIONSHIP In
today’s environment smart marketers would try to build a long term, trusting,
win-win situation with valued customer.
A MARKETING
NETWORK consists of the company and its suppliers, distributors & customers
with which it has build solid, dependable business relationship.
B.1.ii. The Five Competing Concepts
There five ways
on how organizations oriented their marketing activities:
THE PRODUCTION
CONCEPT[1]
holds that consumers will favor products that are widely available and low in
cost. Manager who is production oriented would concentrate on achieving high
production efficiency and wide distribution.
PRODUCT CONCEPT
is of a view that consumer will favour the products that offer the most
quality, performance or innovative features. Focus on products rather than
customer need.
THE SELLING
CONCEPT believes that if left alone, customers will not buy enough of the
organization products. Thus, the organization must undertake aggressive selling
and promoting efforts. Normally occurred in “Unsought Goods” Goods that the
buyers normally do not think of buying it (for instance, insurance,
encyclopedia, and funeral pot). The aim is to sell what they produce rather
that what the market wants.
B.1.iii. The Trend of Marketing Management Practices
Adoptions
Presently, there
is a growing trend of adoptions of marketing management practices in various
business sectors and in global arena.
In profit
generating business sector, the adoption spread most rapidly in consumer
packaged-goods, consumer durables, and industrial-equipment companies.
In nonprofit
business sector, marketing increasingly attract the interest of nonprofit
organization as motivation and promotion devices, especially in developed
countries The need for marketing management is it is necessary to sustain those
organizations in facing the rapidly complex customers. Nonprofit organizations
use marketing tools in their social marketing campaigns such as in anti smoking
and safe sex campaigns.
Viewed globally,
Marketing theories and practices spread rapidly throughout the world through
MNCs that conduct their businesses globally. In new markets, these large firms
have forces local companies to learn and adopt the similar marketing techniques
in order to compete. This consequently assists in the spreading of marketing
management practices globally.
B.2. ASIAN PERSPECTIVE
B.2.i. Technological Advent
World economy
has undergone a radical transformation. Geographical & cultural distances
have shrunk with the advent of jet airline, fax, and computer network. These
advances have permitted companies to widen substantially their geographical
market and their supplier sources. For examples:-
·
Texas Instruments design some of its sophisticated computer chips
in India.
·
Motorola set up computer programming and equipment design centers
in Australia, India, China.
·
Matsushita has relocated operations to Malaysia, Mexico and Wales.
B.2.ii. Economic Boom & Bust
In Asia Pacific,
the high economic growth in the early 90s resulted to the ability of business
to satisfy more consumer needs and demands and to improve their services.
However, the sudden recession in late 90s has caused adverse environment to
businesses.
B.2.iii. What Asian Companies should do?
Asian companies
can no longer ignore emerging technology, materials, equipment and new ways of
conducting marketing. They should also start to acknowledge the critical
importance of being customer oriented and driven in conducting their activities
if they want to stay ahead in the current scenario.
C
Building
Customer Satisfaction Through Quality, Service And Value
C.1. SUMMARY & ANALYSIS
To a
customer, value is the satisfaction of his requirements at the lowest total
cost of acquisition, ownership and use. This does not mean just satisfying the
customers. One has to strive to delight and 'wow' them.
Customer will
buy from the firm that they perceive to offer the highest customer delivered value (CDV). CDV is the difference between total customer value (TCV) and total customer cost (TCC). TCV is the
bundle of benefits customers expect from a given product or service. TCC is the
bundle of cost customers expects to incur in evaluating, obtaining, and using
the product or service.
One has
to understand the unique characteristics of the customer sets, which have
different needs and expectations. Customer value is dynamic. That is because
customers keep changing their minds and the things that go onto their balance
scale keep changing, as do competitors' offerings! Thus, a focus on increased
customer value must be kept.
In general, satisfaction is a person's feeling of pleasure or disappointment resulting from comparing a product perceived performance (or outcome) in relation to the person’s expectations. Thus, satisfaction is a function of perceived performance and expectations.
A customer is
said to be in a state of delight when his expectations are met and exceed
beyond normal customer satisfaction. The difference between the two is that
while customer satisfaction is an organizational initiative, customer delight
is an individual’s effort. Customer satisfaction is imperative for
organizational survival but delight can win you customers for life.
Customer
value and satisfaction could be delivered through value chain and
value-delivery system.
1. Value Chain
Every firm is a
collection of activities that are executed to design, produce, market, deliver
and support its product. A value chain[3]
is a set of support and primary activities that work together to create greater
customer value.
2. Value Delivery Systems
All Value
Delivery Systems (VDS) are processes, but not all processes are necessarily
VDSs. A VDS is the comprehensive set of activities and communications that
collectively creates and delivers value to the customer.
3. Value Delivery Network
Value Delivery Network consists of the value chain, its suppliers, distributors and the ultimate customers, all of which work together to add value to the customer[4].
C.1.iv. Customer attraction and retention
Customer
defection rate is a measure of customer leaving the business from a firm
causing the firm to experience a reduction in the market share.
To counter the
defection rate, a firm must be able to understand the root that contributed to
the problem. First, the firm must define how much was the defection rate and
measure it against the industry’s defection rate as a benchmark. This
comparison will lead the firm to assess its overall performance and enable it
to determine causes of customer defection that it faces.
Applying
statistic, a firm could measure how much loss is being incurred per defection.
Knowing this, the firm then should measure the cost of providing a solution to
attract back the deviated customer. As a rule of thumb, if the cost of
attracting the deviated customer is less than the loss incurred, the firm
should apply the solution to attract the customer.
Most marketing
literatures now focus on the defensive strategies (retaining existing customer)
as opposed to the offensive strategies (attracting new customers). Generally[5],
the cost of attracting new customer is estimated to be 5 to 10 times higher
than the cost of retaining existing customer. This finding is valid since most
of the existing customer is already familiar with the firm and its products. So
it is easier and cheaper to retain existing customer than attracting new
customer who is yet to know the firm and the type of products it offers.
There are two
ways a firm can adopt to retain the customers. One method is to create high
switching barriers for the customers that make them difficult to leave the
firm. For example, in the banking sector, a penalty could be imposed on the
customer if they wanted to switch their financing institution from existing to
another. Another solution is through creating high customer satisfaction
through products offered. This would make the customer feel obligated to
continue patronizing the firm.
Relationship
marketing is a type of marketing where a firm focuses on creating high customer
satisfaction from the products it offers. In relationship marketing, there are
five levels of relationships towards creating high customer satisfaction.
1.
Basic marketing: the firm only
focused on selling the products and services.
2.
Reactive marketing: the firm sells
the product and encourages the customer to call them if they need any
assistance or further information.
3.
Accountable
marketing: the firm sells the product and calls back the customer to get
some feedback on the products it has just sold to the customer.
4.
Proactive
marketing: after the sale of products, the firm will periodically call the
customer to get the feedback, and offers suggestions and help.
5.
Partnership
marketing: the firm works closely with the customer to help them improve
their operations and perform better. For instance, Johnson & Johnson helped
the customer to set up an inventory management system and give additional
support for maintenance of the system.
In order to
improve the relationship, there are three approaches that can be used by a firm
in retaining and creating high satisfaction to the customer.
1. Financial
benefits given to the customer through having a special membership card that
give discounts to new or subsequent purchase or gift points that can be
exchanged with other products.
2. Social benefits
where customer could attend a special annual dinner made by the firm or attend
a special talks organized by the firm.
3. A structural
ties with the customer in which firm can help the customer to improve their
operation as well as encourage the customer to take advantage from the services
that it offers.
TQM is one
method that can be used by a firm to improve the customer satisfaction by
providing an outstanding quality products and services to the customers. TQM
encourages every employee to continuously improve the products, services and
process.
C.2. ASIAN PERSPECTIVE
C.2.i. Customer
Retention
An instance of a
successful customer retention practice by business in Malaysia is Nokia. Nokia
exploits its easy-to-use and attractively designed handphones in retaining its
clients. Moreover, the after sale service is very good in the sense that it is
easy to lodge a complaint through the customer care center and customer are
invited to join a special Nokia club that offers attractive price for
accessories and news update. Consequently, Nokia has been able to retain its
customers by providing satisfying services.
C.2.ii.
Relationship Marketing
Maybank, a
banking institutions in Malaysia, uses the financial benefit approach in its
relationship marketing. It continuously offers a special discount for the Visa
cardholder to purchase from its participating retailers with its EzyPay 0%
sheme.
Another firm,
MPH bookstore, applying the social benefit relationship marketing by organizing
special talks on promoting the reading habit to the children to its members and
give a special gifts to the member who attend the talks.
C.2.iii. Total
Quality Management (TQM)
Texas
Instruments (Malaysia) (TI) is the best example of a company utilizing TQM in
its organization. TI has been able to improve the overall operations and
provide quality products by employing the TQM concept in its manufacturing
plant in Malaysia. This has helped in providing quality services to its
clients. Moreover, through TQM, it has been found that 38% of its employees
have recorded full attendance and the production line has emerged as one of the
best among all of TI’s manufacturing plants throughout the world.
D
Barriers
In Developing Market Orientation
D.1. SUMMARY & ANALYSIS
D.1.i. Market orientation[7]
Market
orientation can be defined as a kind of philosophy, a culture run deep in an
organization that stresses on satisfying market’s (consumers’) needs.
D.1.ii. Studies in barriers of developing market
orientation
There are 2 main
approaches[8]
used in various studies. Specific approach views only a particular aspect,
whether employees-focused or system-focused. On the other hand, holistic
approach looks into every possible barrier to developing market orientation.
D.1.iii. Proposed model for developing market orientation:
PEOPLE-FOCUSED[9]
The main theme
of the model is that as market orientation essentially an organizational
culture, to develop a market oriented company; the initial point is to change
the belief, understanding, and commitment of the organization’s members through
internal marketing[10].
D.1.iv. Implications found on studies of barriers of
developing market orientation[11]
Managerially the implication is that
management seldom focuses on the humane aspect when developing market
orientation plan. Instead too much emphasize is on the structure.
Theoretically, Most marketing theories focused on objective aspects to the
development of market orientation, overlooking the subjective factors such that
employees beliefs and attitudes. Therefore,
there is a need to cross-disciplinary studies on market and cultural issues.
D.2. ASIAN PERSPECTIVE
D.2.i. Market orientation in Asia
It is found that
in Asia, particularly in service industry, the organizations are
people-oriented. The tendency might be due to that for Asians, quality comes
with consumer-oriented services. Instances of consumer or market orientation
behaviors existed in Asian businesses are the courteous Singapore Girls of Singapore
Airlines and the creatively ritualized gift-wrapping service of the Japanese
salespersons.[12]
D.2.ii. Studies in barriers of developing market
orientation in Asia
It is noted that
there are few studies done on the Asian practice as concerned to the market
orientation. Most researches on the subject were done within the U.S context.[13]
E
The
Gillette Company
E.1. COMPANY BACKGROUND[14]
King C. Gillette
established the company back in 1901. It produces mass consumer products such
as razors and blades (its main product since its inception in 1901), batteries
(bought Duracell in 1996), dental care (acquired in Oral-B 1984), toiletries
(Right Guard, its own brand since 1970s), electric shavers (acquired Braun in
1967), pen (acquired Paper Mate in 1955 and Parker in 1993), and luxury
lighters (purchased S.T. Dupont in 1971).
E.2. SITUATIONAL ANALYSIS[15]
E.2.i. External Environment
The widespread
of western grooming practices through media and others, the improved
transportation and distribution technologies are some trends that contribute
greatly to Gillette market expansion programs.
E.2.ii. Industry Environment
In 80s,
disposable razor has captured much of the shavers market. BIC presented as the
main competitor to Gillette in this niche.
E.2.iii. Internal Environment
Gillette’s
passion for innovation proved by its generous research budget. It has built its
strengths through innovation and product quality.
E.3. MARKETING ISSUES & PROBLEMS[16]
In the mid
1980s, Gillette faced a stagnant market with stiff competition. Revenue and
profit of the company fell, and this has worried the management.
E.4. MARKETING STRATEGIES[17]
E.4.i. Strategies For The External Environment
The company
chose to expand into new markets, especially in the Third World. In those countries,
it firstly introduced the concept of western grooming to the population, put
out its basic two-blade razors. Thenceafter, it would embark on introducing
others products.
E.4.ii. Strategies For The Industry Environment
Gillette plays a
‘defensive war strategy’ against its main competitor, Bic Pen Corp.
E.4.iii. Strategies For The Internal Environment
It built its image on quality and innovative products,
as per their tagline, “The best a man can get”. R&D plays an indispensable role in its internal strategy of
innovation.
E.5. THE FUTURE
In 1990s Gillette has been successful in
repositioned itself as the market leader in shavers market. Its strategy to
persistently introduce innovative, quality products paid off handsomely. Yet,
the clear objective to become the world leader translated into mission
statement and more co-ordinated global promotional efforts have also played an
important role in improving the company performance.
F
Transaction
Segmentation To Slow Customer Defections
F.1. SUMMARY & ANALYSIS
F.1.i. An
Overview
This paper
focuses on the issues faced by the banking sector in the North America, with
respect to ways being adopted to slow the rate of customer defections.
In the banking
industry, the problems of customer defections are becoming a common issue. A
study made and reported from Banker’s Monthly[18]
stated that most banks are losing 20% of its customer each year. Another
article has also been published in the Harvard Business Review2 reporting that other bank
industry is facing 15-20% defection rates. The article also stated that a 5%
increase in the service improvement to reduce customer defection could lead to
85% of increase in profit for the bank. This is one of the potentials that
could be exploited by the bank to maintain its market share.
The potential
has made the bank to adopt a defensive strategy, retaining the existing
customer, rather than the offensive strategy (attracting new customers). This
adoption has also been backed by a common estimation that the cost of attracting
new customer is about five times costlier than retaining existing customer[19].
The defection
problem has made banks to segment their customers in order to find a common
pattern of customers' behavior. One segmentation method used is transactional
segmentation. While other methods focuses more on group basis (by age, income
level and life-cycle segmentation), the transactional segmentation is focused
on an individual basis.
What made the
transactional segmentation preferable is that it has lead to improvement in
reducing the defection rates among the customers. Each individual customer’s
past transaction records are analyzed and a pattern is established. On a
monthly basis, the analysis is done and compared against the pattern. The
deviated customer is then identified and marketing effort is directed to the
customer.
Transactional
segmentation uses the firm’s internal data to find out the customer’s
transaction patterns. The internal data requires the firm to deal with the
following requirements:
·
Identify the customer through knowing the transaction pattern in
spending behaviors.
·
Store the information about the customers and their past
transactions for analysis.
·
Householding the accounts to form a single record for an improved
understanding of economic behavior of the unit.
Thus, with the requirements are in place, a transaction
modeling could be established. In this model, the standard transactional
pattern is first constructed. Then, past customer’s records are analyzed and
compared against the pattern. Lastly, the deviated customer is flagged and
identified for direct marketing plan.
Some
of the difficulties in transactional modeling are detailed below:
The difficulties
of the customer defection require that the earlier identification proved to be
strategically necessary. But then, even if the defecting customer could be
identified with some accuracy, the customer retention system needs to be
managed. Accuracy of the transaction model must be balanced in the sense that
what type of error is permitted in the system. This would help to decide
whether to identify too many customers or too few customers.
Valuing the
customer requires the firm to decide whether it is worth to direct the
marketing approach to that particular customer. Using a computer based
retention system to automatically identify the deviated customer and
automatically chose the appropriate marketing approach for the customer. A
monitoring process needs to be developed in order to find any discrepancies in
the system as well as to improve the retention rate.
Some of the
implications of the transactional segmentation is that the firm must respect
the privacy issues relating to the customer information, shifts in marketing
research and the importance of speed to detect the defecting customer earlier
and automatically chose the appropriate direct marketing response.
Finally,
transactional segmentation requires a one-to-one marketing approach as opposed
to group based marketing approach. The perception that segments of groups of
individual possessing common characteristics no longer holds.
F.2. ASIAN PERSPECTIVE
In the region,
Reader Digest Asia is one of companies that practice transactional
segmentation. The Singapore-regionally based publisher maintains a database of
its individual purchasers. Each new buyer to its product will be given an
identification/account number. And, each subsequent purchase by the individual
will be tracked and recorded. Once they identify a trend that the customer
seems want to stop purchasing its products, it will intensify promotion focus
to that individual, personally. The companies give out attractive brochures,
tempting contests, and even attractive tokens in order to encourage the person
to continue buying its products.
In a sense,
Reader’s Digest has shown the possibilities for firms in the region in applying
transactional segmentation in their marketing efforts.
G
Appendices
Appendix |
Subject |
Page |
1 |
Marketing Concept Versus Production
Concept |
1 |
2 |
Customer Value & Satisfaction |
2 |
3 |
Value Chain |
3-4 |
4 |
Value Delivery Network |
5 |
5 |
The Process Of Determining Customer
Defection Rate & Classes of Customers |
6 |
6 |
Relationship Marketing Versus Traditional
Marketing
|
7 |
7 |
Market Orientation - Definition
|
8 |
8 |
Studies In The Barriers Of Developing
Market Orientation
|
9-10 |
9 |
People Focused Model Of Developing Market Orientation
|
11 |
10 |
Internal Marketing
|
12 |
11 |
Developing & Sustaining Market Orientation –
Implications |
13 |
12 |
Gillette, An Overview |
14-15 |
13 |
Gillette, A Brief Background |
16 |
14 |
Gillette, Marketing Issues & Problems |
17 |
15 |
Gillette, Situational Analysis |
18-19 |
16 |
Gillette, Marketing Strategies |
20-22 |
H
Bibliographies
H.1. PRINTED SOURCES
Boone, L.E.,
Kurtz, D.L. (2002) “Contemporary Marketing 2002” Harcourt College
Publishers, Orlando
Dolan, R.J., (1990) “Strategic
Marketing Management” Harvard Business School, Boston.
Fornell, Claes
and Birger Wernerfelt. (1987), “Defensive Marketing Strategy By Customer
Complaint Management: A Theoritical Analysis” Journal of Marketing
Research, (Nov), 337-46.
Kotler, P., Ang,
S.W., Leong, S.M., and Tan, C.T. (1999) “Marketing Management, An Asian
Perspective”, 2nd Ed., Prentice Hall, Singapore.
Kotler, P.
(1999) “Kotler On Marketing” The Free Press, USA.
Lubin, Paul C. (1992), “Keeping The
Bank Customer Satisfied”, Banker’s Monthly, (June), 25-6.
Leong, S.M.,
Ang, S.H., Tan, C.T. (2001) “Marketing In A New Asia” McGraw Hill, Singapore.
Penncault Jr.,
W.D., McCarthy, E.J. (1999)“Basic Marketing, A Global Managerial Approach”
13th Ed., USA.
Quelch, J.A.,
Ang, S.W., Leong, S.M.,Tan, C.T. (2000) “Strategic Marketing Cases For 21st
Century Asia” Prentice Hall, Singapore.
Sasser, W. Earl,
Jr. and Frederick F. Reichheld. (1990), “Zero Defections: Quality Comes To
Services” Harvard Business Review, (September-October), 105-11.
Strauss, S.D.
(2002) “The Big Idea, How Business Innovations Get Great Idea To Market”
Dearborn Trade Publishing, USA
H.2. INTERNET
SOURCES
www.gillette.com
www.fortune.com
[1] Refer to Appendix 1 : Marketing Concept vs. Production Concept
[2] ibid 1
[3] Refer to Appendix 3 : Value Chain
[4] Refer to Appendix 4: Value Delivery Network
[5] According to Fornell, Claes and Birger Wernerfelt studies
[6] Refer to Appendix 6 : relationship Marketing and Traditional Marketing
[7] Refer to Appendix 7 : Market Orientation Definition
[8] Refer to Appendix 8 : Studies In Market Orientation
[9] Refer to Appendix 9 : People Focused Model of Developing Market Orientation
[10] Refer to Appendix 10 : Internal Marketing
[11] Refer to Appendix 11 : Implications On Market Orientation Studies
[12] Leong, S.M., Ang, S.H., Tan, C.T.(2001) “Marketing In A New
Asia” (p.292)
[13] ibid12 (p.165)
[14] Refer to Appendix 12 & 13 : Gillette, Overview & Brief Background
[15] Refer to Appendix 15 : Situational Analysis
[16] Refer to Appendix 14 : Marketing Issues
[17] Refer to Appendix 16 : Marketing Strategies
[18] Lubin, Paul C. (1992), “Keeping The Bank Customer Satisfied”, Banker’s Monthly, (June), 25-6
[19] As explained in C.1.v. previously