Relationship marketing and network economy. Relationship Marketing and the Network Economy The influence of the Internet on corporate marketing is clear

Traditional approach to marketing is based on a deal (transaction) between two parties. The ultimate goal of such marketing is to sell a product or service. The key concept of traditional marketing is the concept of "marketing mix" (or 4Ps: Product , Place , Promotion , Price).

The classic approach in marketing is based on the concept of a "seller", manipulating the ingredients or marketing variables: Product , Place , Promotion , Price , giving the consumer a passive role.

The transactional approach to marketing in modern conditions is not adequate for the following reasons:

1. This approach is product-oriented;

2. It assumes that the consumer is passive, i.e. the consumer is the one for whom something is being done;

3. It does not proceed from the interests of the consumer;

4. It does not involve interaction between the consumer and the supplier;

5. It comes from the assumption that the supplier is always right, i.e. it is a sales market.

Relationship Marketing is an approach based on long-term relationships between suppliers and customers and numerous contacts over a long period. aim This approach is the establishment, maintenance and development of relations between the two parties, as a result of which both achieve their goals.

This is ensured by mutual exchange and fulfillment of demands and promises. Relationship marketing considers the connection between the supplier and the consumer as a chain of various kinds of interactions associated with exchange and adaptation. The goal of relationship marketing is to turn potential customers into followers and partners, according to the "loyalty ladder".

Piercy sees the key to establishing relationship marketing as a shift in the focus of marketing activities from the marketing mix that provides one-time deals to managing the complex web of relationships that create value for the customer. These two types of marketing are contrasted in Table 5 below.

Table 5 12

Deal Marketing	Relationship Marketing
Focused on one-time sales	Focused on customer retention
Focus on product features	Customer Value Orientation
small time scales	Large time scales
Weak focus on customer service	Strong focus on customer service
Limited consumer loyalty	High customer loyalty
Moderate contact with consumers	Intensive contacts with consumers
Quality is a concern mainly for production and service departments	Quality is the concern of all divisions

Building customer relationships and achieving customer loyalty requires an integrated approach that is built into the organizational business strategy. Thus, it proves to be more suitable for some types of business than for others. It is useful to consider a continuum of activities, with transactional marketing at one end and relationship marketing at the other. The relevance of relationship marketing increases with the increasing prevalence of the service component, and is also often practiced in relationships between organizations.

Comparison of transactional marketing and relationship marketing:

Table 6 13

	Transactional Marketing	Relationship Marketing
Time perspective	Short term	Long term
dominant function	Marketing mix	Interactive Marketing
Price elasticity	The consumer is very price sensitive	The consumer is less price sensitive
Basic interpretation of quality	Technical quality (result)	Functional quality (interaction)
Satisfaction scores	Indirect: tracking market share	Direct: customer database maintenance
Consumer information systems	Special Satisfaction Survey	Real time feedback
Functional Responsibility	Sales / Marketing	Interaction marketing/operations/personnel
The Role of Internal Marketing	Little or no	Key to strategic success

Traditional transactional marketing (TM) has tended to ignore the existence and building of relationships. The company was seen as an independent agency constantly maneuvering to guarantee the best working conditions for itself. The company was willing to switch from one supplier or distributor to another if it could

The transition to relationship marketing does not mean that a company is moving away from transactional marketing altogether. Most companies need to use a combination of transactional marketing and relationship marketing. Companies that trade in large consumer markets are more likely to use transactional marketing, while companies with fewer customers are more likely to use relationship marketing.

So, we found out the nature of transactional marketing. But transactional marketing is an integral part of a broader concept called (relationship marketing, relationship marketing). Partnership marketing is the practice of building long-term mutually beneficial relationships with a company's key market partners (customers, suppliers, distributors) in order to establish long-term privileged relationships. , dealers and suppliers. A high level of service and reasonable prices are used as a building material. Partnership marketing is aimed at establishing close economic, technical and social ties with partners, allowing to achieve lower transaction costs and save time, which turns trade deals from a subject of negotiations into a routine process.

Nowadays, an increasing number of companies are moving from transactional marketing to affiliate marketing. Modern consumers are large enterprises that usually supply a significant part of the production to the world market. They prefer suppliers who supply and deliver a consistent range of products, service their products across geographies, resolve issues quickly, and work closely with the customer's team to improve products and increase production efficiency. Unfortunately, many modern companies do not meet the requirements of the time (sales of goods are

Empirical indicators should be used to calculate transaction costs arising both at the stage of formation and at the stage of functioning of the firm. These include the costs of working out the organizational project of the company, its coordination with experts; the costs of deploying a communication system; the planned cost savings due to the centralization of certain tasks - marketing, consulting; products.

In a bureaucratic manner, marketing responsibilities are carried out within a structure that is either a functional marketing department or a sales-oriented department. The organic structure emphasizes decentralization and high market uncertainty, leading to product or market specialization. The transactional form is a distribution of marketing tasks when relationships with external suppliers are established using centralized or formal structures, such as a procurement logistics service department. The relationship structure is associated with a situation of uncertainty when a one-time contract or transactional form is replaced by a long-term relationship with an external supplier. Such an analysis of primary forms, based on partnerships, is associated with the development of new organizational forms of marketing.

The marketing management model is production-oriented because of its concern with what marketers do for consumers. Its expressiveness is mainly short-term and transactional. In addition, it concerns primarily the production and marketing of consumer goods, which represent only a fraction of all commercial exchange processes.

In the context of the globalization of the economy, the rapid development of scientific and technological progress, the high turbulence of the external environment, a clear boundary between the organization and its environment is blurred. The organization is no longer considered as a separate economic link, but acts as a subject of economic relations in a network of organizations interacting in the market [Tretyak, 2005]. At the same time, new organizational forms appear, the activity of which is based on partnerships of economic units that do not compete with each other, are partners in certain areas and mutually complement each other. Such interaction allows obtaining from partners the resources necessary for the production of products and (or) services. An organization's partners can include its suppliers, intermediaries, government agencies, financial institutions, customers, and even competitors. Among the new organizational forms based on partnerships, one can name, in particular, strategic alliances, joint ventures, business networks.

Managing such relationships is one of the most relevant areas of modern marketing. In this regard, the concept of relationship marketing (“partnership marketing”) has become widespread, which in a broad sense implies the formation and strengthening of long-term, mutually beneficial, sustainable relationships with its customers, suppliers, investors and other interested groups. For organizations in the service sector, one of the priorities is to establish relationships with consumers.

Findings from research on consumer interest in relationship marketing show that services are more capable than tangible products of "binding" consumers. Many service consumers are not inclined to change from one organization to another, but on the contrary, they expect to fall into the category of regular customers. They are more likely to find themselves in a familiar environment and contact with employees they know, trying not only to repeat the successful experience of acquiring services, but also demonstrating their readiness to consume new services in the organization they love. Long-term relationships with one service provider, according to such consumers, reduce the risk of unforeseen situations in the service process, instill a sense of confidence, contribute to the formation of a trusting atmosphere, and also bring them obvious financial benefits due to the existing system of discounts and bonuses.

There are three possible levels of relationship marketing with consumers, involving the use of certain tools by the organization. At the first level, the key tool is the price of the service, which is reflected in the provision of various discounts for regular customers, for example, frequent hotel guests. . The second level of relationship marketing, in addition to financial interest, includes an additional mechanism - the establishment of social ties between consumers and the service organization. For example, it can be an invitation to visit a restaurant celebrating its anniversary, or mailing out congratulations on the holiday. At the third level, structural ties between consumers and the organization are added to financial interest and social interaction. The point of creating structural relationships is to create value for consumers that they are unlikely to receive from other service producers. For example, the formation of structural links can be facilitated by the provision of computer program maintenance services offered by software developers. As a result, the consumer is "tied" to a specific organization, the refusal of whose services and turning to another manufacturer is fraught with costs of both moral and material nature.

Thus, relationship marketing, regardless of level, to some extent reduces the likelihood of consumers switching to another service provider and helps to create a class of customers committed to the organization. Service organizations, depending on the specifics of the organizational environment and internal resources, can be limited to only one level of relationship marketing or use the tools of two or three levels at once.

Relationship marketing is opposed to transactional marketing, or single transaction marketing, in which discrete market transactions are carried out between consumers and service providers, when the organization is focused on one-time, single transactions concluded from time to time.

The decision to implement relationship marketing or transactional marketing depends on a number of factors, among which the following should be noted:

Time horizon;

elasticity of demand;

Consumer priorities;

Interaction with consumers;

Information system;

The role of internal marketing.

time horizon service delivery planned by relationship marketing organizations is usually quite lengthy. On the contrary, service organizations that build their activities in the short term function effectively by carrying out single transactions.

Elasticity of demand for the services of organizations that adhere to a relationship marketing strategy, as a rule, is low. On the contrary, if consumers are sensitive to changes in the price of a service, transactional marketing is more appropriate.

Consumer priorities can be focused both on the process of providing a service, and on the immediate result of service activities. In the first case, this can be ensured by the implementation of relationship marketing, in the second - transactional marketing.

Interaction with consumers in relationship marketing is based on the ideology of two-way marketing, according to which employees act as part-time marketers. For transactional marketing, marketing mix tools are traditionally used.

Information system service organization, allowing to accumulate data about consumers, their behavioral stereotypes, degree of satisfaction, changing preferences, etc., is a necessary condition for relationship marketing. Meanwhile, the formation of such a system for organizations focused on single transactions is not so significant.

Internal Marketing, which involves special training of employees to work in a service-oriented logic, is a very significant factor for establishing long-term mutually beneficial relationships with service consumers. For organizations focused on individual transactions, such training of personnel is not a priority.

27
Ural Socio-Economic Institute
Academy of Labor and Social Relations
Department of Management

Essay

By discipline: Introduction to the specialization "Corporate Management"

Topic: Relationship Marketing

Completed by: student of the MSD-302 group

Titov Nikolai Borisovich

Checked by: Ilinykh Yuri Alekseevich

Chelyabinsk 2002

Plan:

I.Theoretical part.

1. Introduction.

2. Internet and marketing.

4. Network economy and relationship marketing.

II.Practical part.

1. Nikoil Corporation.

2. CompanyPENTAX.

1. Introduction.

The purpose of the study is to analyze the points of contact between relationship marketing (partnerships) and the network economy, which is due to radical changes in the internal and external mechanisms and priorities of corporations due to new technology and its capabilities. For over 40 years, marketing has dominated the marketing mix ("4 P's") 1 , becoming the paradigm of management.

Today, this paradigm is beginning to lose ground. Globalization, systems of electronic communication and information have changed the view of partners and buyers. The new paradigm has been relationship marketing, which is based on the development and maintenance of long-term, reliable relationships with individual consumers, suppliers, employees and other partners. Such a strategy is aimed at keeping consumers, which costs much less than buying them.

2. Internetand marketing.

The influence of the Internet on the sphere of corporate marketing is obvious. External information is actively used in internal processes.

Among the adopted corporate strategies, there is no marketing strategy integrated into the Internet. According to a study prepared by Carnation Consulting in 2000, 64% of national companies have an information science based strategy, but only 7% have a defined Internet strategy. If the loss of the consumer is explained by the low level of services (68%) and dissatisfaction with the product (14%), then it is understandable why the Internet is becoming one of the most important factors of competitiveness.

According to e-business experts, the number of printed documents for 1995 -2005. will decrease from 90 to 30%, while their volume will double. The spread of the Internet varies from country to country and essentially depends on infrastructure and culture. Therefore, the key competitive advantage today is the routine use of information technology. Network communication is not always a matter of money. Another thing is the type and time synchronization of communication, depending on business relationships and the ability to innovate.

3. Business network and relationship marketing.

Internet technology is used in business networks that serve relationship marketing. The concept of the latter, as opposed to the transaction-based approach (the "4P" complex), emphasizes customer orientation.

Transactional marketing involves exchange transactions between buyers and sellers and is characterized by limited communications and weak ties between the parties. Its main purpose is to seduce the buyer with low price, packaging, promotion, or convenience that accompanies the purchase. Many organizations, however, are trying new approaches to building long-term customer relationships.
Transactional marketing involves a relationship between a buyer and a seller, which can deteriorate due to the weakness of social ties. Relationship marketing, on the contrary, creates an increased level of social interaction between the seller and the buyer. It goes beyond the obvious commitments buyers expect (Table 1).
Many companies reach out to potential customers through external marketing, which includes advertising and sales promotion. External marketing involves unconditional obedience to internal settings, for example, the need to increase the financial stability of the company so that it is beneficial to both employees and consumers.
Relationship marketing has a three-level structure (Table 2) and four dimensions - long-term obligations (guarantees), responsiveness, reciprocity, trust.
Commitments: two or more parties must guarantee each other the development of long-term contacts, mutual interests must coincide.
Responsiveness: the ability to see the situation from the outside.
Reciprocity: any long-term relationship between the parties involves some part of the concessions, favor to others in exchange for the same location.
Confidence: reflects the degree of confidence of one party in the honesty and decency of the other; is ultimately a fastening element in a relationship for many years.
Table 1.

Characteristic	Transactional Marketing	Relationship Marketing
Temporal Orientation	Short term	Long term
Organizational Goal	Sale	Buyer retention
Customer Priority Service	Relatively low	Key Component
Contact with the consumer	Low to moderate	Frequent
Degree of consumer commitment	Low	high
The basis of interaction between the seller and the buyer	Settlement of conflicts	Cooperation, trust
Source of Quality	Main production	Corporate Liabilities in the Broadest Sense

The Three Levels of Relationship Marketing

One of the key issues is the evaluation of relationships. Marketing and communication investments can be considered as capital. The cost of attracting a new customer is 5 times higher than the cost of retaining an existing one. If customer attrition is reduced by 25%, corporate profits could be increased by 25-85%.
Segmentation and positioning of the company helps marketing database. Its creation requires the use of computers to classify the information of a huge number of buyers, to identify certain groups of potential customers, to fine-tune this highly effective marketing tool. The database allows the company to select the best buyers, calculate the value of the business life cycle;
indicate the subject of dialogue with the customer in order to ensure his loyalty
In addition, the database helps to focus efforts on the most promising customers by measuring the number of products they purchase and the profitability of sales. Each customer is unique with their individual priorities in terms of price, services provided, product quality, etc. Information from the database, even about the best customer, can develop and improve forms of service.
The boarding allows you to establish instant feedback with the customer, and companies will not wait weeks or months to analyze the response. The high speed of data processing enables market entities to quickly adapt to changes in the market.
The development of relationship marketing as a system includes three main areas.
* development of a database for identifying the qualities of consumers;
* analysis of specific signals from the consumer,
* monitoring programs.
A well-established system of marketing relationships is presented in. With the help of monitoring, the costs of attracting new consumers and the profit that pays for these costs can be calculated. Often the added value is brought by after-sales service (service) of the goods. Therefore, stable buyer-seller relationships are a critical component of the system. busmess- to- busmes^ (or industrial marketing).
The main motive of such a business is to reduce risk and increase profits. These factors form the basis of relationship marketing by bringing together two or more companies that are willing to help each other achieve common goals. You have to be an effective cooperator to compete successfully in today's global business markets.
There are four main types of partnerships in the industrial market - with the buyer, the seller, internal and related. New partnership ideas are also emerging, such as co-marketing and co-branding. Co-marketing is a formal connection of business marketing of a joint (two or more companies) product. Co-branding is a relationship between two or more companies that distribute their personalized trademarks on one product. Today, these ideas are becoming especially popular, as market entities have the opportunity to increase their profits.
4. Network economy and competitiveness.
Long-term relationships are a decisive factor in competitiveness, and consumers become the corporate parameter of "value for money". The elements of competitiveness are realized through long-term marketing networks and relationship marketing, while the existing notion of competitiveness is product or company focused.
Market entities can gain a competitive advantage by forming a supply chain (also called a value chain). Thoughtful management of such a chain, complete coordination of the actions of suppliers involved in the creation and sale of goods or services, ensures well-established interaction between enterprises. This process of interaction affects relationships both upwards - between the company and its suppliers, and downwards - with end users. Effective supply chain management allows you to maintain a competitive advantage in business if you increase the innovative contribution, reduce prices, take measures to eliminate contradictions within the chain and improve communications between its links.
A deeper understanding of marketing can be facilitated by identifying some of the key positions prompted by the new economy. Traditionally, the market was a place where buyers and sellers gathered to exchange goods. Economists now describe a market as a group of buyers and sellers who exchange a particular product or class of products (such as household goods or grain).
Sellers and buyers are involved in four streams. Sellers send goods, services and communications (advertising, mailing lists, etc.) to the market;
money and information are returned to them (position on the market, selling date, etc.). Internal flows show the exchange of money for goods and services; external - information.
Today, the market as a place and the market as a space are significantly different. A market place can be compared to a shop;
the marketplace is a virtual exchange of value on a website.
The modern economy is replete with markets. Producers are looking for resources (raw materials, labor and money) to buy and turn into goods and services, then sell them to consumers. Consumers sell their labor and receive cash income, from which they pay for goods and services. The government collects tax revenue to buy resources, producers and market intermediaries use these goods and services to satisfy public needs. Both national and global economies contain a complex of interacting networks of markets linked by exchange processes.
This new technology formed the basis of the network economy. Its advantages for the consumer and business determine:
ease of use(cyber store never closes);
cost savings(Businesses may be in direct contact with suppliers, factories, distributors, and customers, and customers may surf the Web site in search of the lowest prices. The ability to choose is also an advantage of blurring geographic boundaries when all markets of the world are open for the company);
personalization(sellers can orient sales, batches of sales according to the requirements of buyers);
information(Each time a consumer, by receiving a message on a website, makes valuable analytical information about the market available to the company).
Today we talk about business networks as the ultimate goal of relationship marketing, the achievement of which lies at the heart of a company's unique assets. A marketing network brings together companies and groups that support them (consumers, employees, suppliers, distributors, retailers, advertising agencies, university scientists, etc.), with whom mutually beneficial business relationships can be established. Ultimately, the better the business network, the more competitive you can be.
Rice. 1. Simple marketing system.
Fig.2. The structure of exchange flows in the modern economy.

Rice. 3 . General view of the value chain.

Fig.4. Relative Relationships in Relationship Marketing.
Market entities use three marketing channels: communicative(dialog type e- mail and monologue type of advertisements), distribution or distribution(physical movement of goods) and sales(for transactions with potential buyers).
Channels "raw materials - components of the final product" with access to buyers are described as a supply chain, which is a value delivery system. Each company has a certain percentage of the total value generated by the supply chain. All current and potential partners offering substitutes for goods are drawn into competition trademarks(offering similar products and services to the same consumers); branch(companies produce the same products or class of products); formal(the company produces goods for the same service sector); general(companies compete for the same consumer money).
On fig. Figure 3 shows a general scheme of value creation - nine processes, of which five are the main ones (internal logistics, current operations, external logistics, branding and sales, service) and four auxiliary ones (materials and technical supply, technology development, human resource management and infrastructure.
Rice. 5. The mediated and variable model in relationship marketing.

Fig.6. Model of a business external network.
The company needs to provide competitive advantages outside its activities in the value chain by suppliers, distributors, consumers. Most companies are already working with selected suppliers and distributors to form the perfect value shipping system or supply chain network.
There is another aspect of relationship marketing explored by Morgan and Hunt. Their model characterizes new functions, interrelations of companies with the environment. On fig. Figure 4 shows 10 discrete forms and types of relationship marketing. Among them, first of all, partnerships with suppliers (of goods and services) should be singled out, although the accompanying useful contacts (for example, with non-profit and government organizations) cannot be avoided. The third direction is represented by consumers, but the author would like to emphasize that the buyer, as the most important goal of the business, should be at the end of the chain, after internal partnerships, which should be regulated by the business process.
The theory of the main mediated variables considers part of the relationship of trust and obligations (Fig. 5). It is assumed that these relationships underlie contracts and are determined by the indirect advantage of five important initial elements (for example, final costs, privileges, price distribution, communications, and selfish behavior) and five at the output of products (informal agreements). eating, propensity to leave the business, cooperation, functional inconsistency of responsibilities and doubt about the correctness of decision-making).
5. Factors of business network economy.
Like the already well-known marketing approach, the model proposed by the author also includes four elements - "41" (interest, investment, innovation, integration - interest, investment, innovation, integration). These elements are the essence of the development of network relations between the company and management. Interest expresses the ability of the corporation to work on the Internet. Investments imply a financial source and a willingness to invest. Integration emphasizes the characteristics of the company, suggesting the unification and sovereignty of the participants in the cooperation.
On fig. 6, the factors of the "41" model can be considered as dependent variables of the internal properties of other elements (mainly environmental agents) similarly to independent variables. You can consider the entire network as a complex and multiplier form of development of the most convenient cooperation for a given company in the new economy. The possibilities of network relations perform the functions of a target market in which its subjects achieve their main goals.
The independent variables indicate the importance knowledge communication(this cannot be some kind of super-phenomenon, since effective communications with potential partners can develop only on this basis), application advanced technologies(non-inherent attribute of operations, including technical, etc. ..................

Service marketing. Handbook of a Russian marketer practice Anna Razumovskaya

4.2. Service: marketing mix

As noted earlier, the essence of marketing comes down to achieving harmony between the expectations and needs of one party and the product offered by the other party. The question is what should be the product to be in demand in the market.

In Chapter 2, we paid a lot of attention to the issues of customer segmentation and the creation of a control loop according to segmentation criteria. This chapter is devoted to product topics, and we have already decided on a general idea of \u200b\u200bthe service product. Now it is necessary to tailor the offer (see Figure 2.2) to the selected target consumer segment in order to ensure that the proposed product best suits the needs of the representatives of the segment of interest to us. This approach is called "customer focus" in marketing. It is typical for the so-called "relationship marketing", specific to the service area, to which most services are still closer than to the product.

Consider the main differences between transactional marketing (“single purchase marketing”) and relationship marketing (Table 4.3).

Table 4.3

Transactional Marketing Versus Relationship Marketing

Quality is a necessary component of the marketing mix, the concern of all structures of the selling company (manufacturer)

Quality - requirements for the activities of the production unit

Comparing the data in Table 4.3 with the “service” product, we will see that transactional marketing is not only inapplicable to this area, but comes into conflict with the very essence of the product. Thus, "customer orientation" is the basic concept of marketing activities in the service market.

It should be borne in mind that in its activities a service company does not necessarily limit itself to this kind of framework. Its goals, and hence the chosen concepts, may be different at different points in time, depending on the strategies and tactics of market behavior determined by the market entity. Let us give for reference alternative approaches (both acceptable - working, and dangerous for successful activity).

Product Orientation is an undesirable concept. It is characterized by the confidence of the manufacturer (seller) that he knows “better” what the consumer needs. A good way to miss the market. The concept is typical for companies that have successfully worked and achieved success in the past - "resting on their laurels". There are many examples of generating unclaimed services on the market, followed by long and expensive attempts to sell them. Often found in the field of medical and paramedical services, cellular services, education.

Technology Oriented- an acceptable working concept, the essence of which is to stay ahead of the requirements of consumers in the field of technical capabilities. Generally applicable in the field of high technology. Unfortunately, not all companies are capable of applying it correctly. A sad example is today's mobile phones, stuffed with hundreds of unclaimed features for which consumers are less willing to pay.

Focus on financial (or any other internal) indicators- an acceptable concept, the essence of which is the prevalence (at the moment) of the importance of profitability over the interests of consumers. Applicable when understanding the essence of the process. Mistakes in the application of the approach are extremely costly for companies, since the need to increase profitability is usually dictated by the need to invest in their own development or in solving current problems. It is not uncommon for a company that has invested in a new line of business or product to be surprised to find that no one wants what they have done. And the money has been spent. This is how they go bankrupt. Manufacturer Orientation is an acceptable and even useful concept. It is focused on personnel, which in the field of services constitutes the main capital of the company. It is important to manage the process intelligently and understand the limits of tolerance zones in relationships with employees. Of course, kinks are possible here as well.

Focus on specialists- a concept inherent in the market of highly professional (medical, financial, legal) services. Specialists (doctors, financiers, lawyers) no doubt know better what is necessary for everyone's happiness. Alas, in commercial relations with consumers, the principle of voluntariness is basic. You cannot force yourself to be healthy, rich and happy for money. Hence the presence on the market of a range of services that is not relevant for the target segments. It is also good if the provision of such services does not require the company to purchase expensive equipment or technologies. The concept is viable and may even be useful in addition to the concept of customer orientation. Orientation to managers- orientation of management personnel to the latest achievements in the field of management. Attempts to completely and immediately introduce everything new in this area should still be consistent with the needs of consumers and common sense. Everything is good in moderation: not the satisfaction of needs to enable the realization of managerial potential, but professional management in the service of consumers.

Focus on sales volumes- momentary sales volumes are not an end in itself for any company's long-term development plans. If you need it now, you can use this approach. Again, a sense of proportion and understanding of the mechanism of what is happening is important.

Thus, a reasonable combination of approaches brings success to companies. Reckless steps and short-sightedness lead to bankruptcy. Unfortunately, these common truths have not yet become the alpha and omega of management in Russia.

So, having adopted consumer orientation as the basic concept of the company's activities, we are faced with a certain contradiction:

On the one hand, the more fully the needs of the target segment are satisfied by the proposed product, the more successful the existence of the product on the market will be;

On the other hand, complete consumer satisfaction occurs in the case of the implementation of the simplest principle "the best and free" that is in conflict with the interests of the company (seller and manufacturer).

In fact, we have before us two points of view, at first glance, it is difficult to reconcile with each other. However, as always in such cases, there is a compromise. Looking around, we will see that the market was, is and most likely will be. Consumers consume and pay, companies produce, sell and profit.

What's the matter? To explain this phenomenon, let's turn to the concept of customer satisfaction, its components and levels of acceptability. Consider the sources that form the satisfaction and compliance with consumer expectations on the Barry model proposed in 1985 (Fig. 4.4).

Thus, we see that the expectations of the consumer, formed by his reference sources, previous experience, communications, his own needs, with which he enters into a transaction, are a kind of comparison standard with which to work. The importance rating of the components that it includes in the matching process is determined individually, but, as a rule, has some common features that are characteristic of the segment as a whole.

The results of the evaluation (see Figure 4.4) can lead to three choices about the quality of what the consumer received, from which follows satisfaction or dissatisfaction with the transaction.

Rice. 4.4. Sources of customer satisfaction

Unacceptable quality resulting from the gap between expectations and real experience, as a rule, leads the consumer to the decision to terminate further relationships and perceive the marketing mix as transactional. For the service industry, this is highly undesirable.

Satisfactory quality - a consequence of justified expectations - contributes to customer satisfaction, but is dangerous for the supplier (seller / manufacturer) of the product due to competition in the market.

Ideal quality, due to exceeding expectations, protects the manufacturer from competition, but creates another danger - the level of consumer expectations is modified, enriching his experience and increasing requirements.

For a better understanding of the mechanisms of building relationships with the consumer, it is worth considering another important aspect of perception proposed by Parasuraman. There are two levels of consumer expectations:

Acceptable quality of the product (the consumer considers this level to be acceptable);

The desired quality of the product (the consumer hopes to get this level).

Between them is "zone of tolerance" -"zone of permissible deviations", for lower limit which the consumer stops consumption, considering the product unacceptable for himself in terms of quality, and for upper limit - loses the idea of the value of an improved above conscious level of quality. Going beyond the upper bound is undesirable for the service provider, since such improvements require costs for which the consumer is not willing to pay, because he does not understand their value.

The zone of tolerance (tolerance) is a variable value, its boundaries are unsteady and can vary to a very significant extent depending on ridiculously insignificant circumstances. So, for example, a consumer's bad mood (not to mention well-being) can make a product unacceptable, which the same consumer would normally rate as exceeding expectations (Fig. 4.5).

So, we have considered the mechanisms for evaluating the product by the consumer. Now let's move on to considering the tools that will allow the company, that is, us, to create a product that a priori satisfies our consumer.

Rice. 4.5. Differences in tolerance zones for various factors

For this purpose, the so-called "marketing mix" or "marketing mix"(the concept was developed in the 60s of the XX century by Borden and McCarthy) - that is marketing mix, which ensures successful interaction between the consumer and the manufacturer/supplier/seller.

There are several models on the basis of which the product is customized for the consumer. The most common and applicable can be recognized with certainty:

4P: product (product)+ price (price)+ place/distribution (place/distribution)+ promotion (promotion);

7P: A more modern and improved 4P concept, complemented by people (people)+ processes (process)+ physical characteristics (physical evidence);

4C: evolved towards customer orientation 4P: customer needs and demands (customer needs and wants)+ costs for the consumer (cost)+ accessibility for the consumer (convenience)+ communications (communication).

The most "ancient" concept of 4Rs, criticized due to excessive focus on the organization itself, was subsequently improved. We'll take a look at its components to illustrate the simplest model that marketers have been building marketable products on for decades.

It is easy to understand that the concept under consideration is more applicable to tangible goods than to intangible services, but its merits to the market are so great that we will give it due respect and consider it in as much detail as possible.

Despite criticisms, the concept is still actively and quite successfully used today for express analysis and product adjustment to the consumer, taking into account the interests of the organization. The question rests on the level of professionalism of the one who conducts this analysis. Unfortunately, its apparent simplicity, as is often the case in marketing, gives the impression that almost anyone can perform it. Drawing the simplest analogies, for example, with the dental business, one can blasphemously declare that “pulling teeth” is also easy. But we still go to the dentist, and we prefer the dentist- surgeon and with experience, and in a good clinic, and on the recommendation of friends and acquaintances, and ... and so on.

And while marketing is played by everyone who is not too lazy, short-sightedly considering the higher education of marketers to be something very different in nature from the higher education of doctors, financiers or engineers. Sometimes it remains only to be surprised at the bizarre thinking! .. However, we are already used to this.

So, 4P (Table 4.4).

Table 4.4

Model 4P

A heated debate about the "looping" of the 4P concept on operations within the organization and its limitations in applying the creation of a marketing mix for services has led to an expansion of the model with adaptation specifically for services. The 7P model included three more important components for an intangible service.

In the Russian service marketing literature, the three additional "Rs" have received little attention. However, according to the authors, this marketing model reflects the features of the service quite well and can serve as a basis for developing an extended marketing mix that includes the following main components. Without delving into the theory, we will consider the application of the 7P concept on the example of the provision of a universal service and comment on the applicability of the results obtained (Fig. 4.6).

Rice. 4.6. Advanced marketing mix for services

Product(product)- unfortunately, this component of the marketing mix has transferred all the negative features from the previous model (4P). However, this reflects the realities of Russian reality, since even marketing-oriented companies continue to be guided in creating and / or adapting a product either by their own experience or by focusing on the opinions of specialists. Minimization of this problem is possible with the joint use of the 7P and 4C models. This variable is controlled by adjusting the product to the needs, requirements, and expectations of consumers. It is desirable to find a balance between these two models.

Place(place)- accessibility of the service to the consumer. By this variable of the marketing mix, we mean the reachability of the place where the service can be received: how easy it is to get to it by public or private transport, or the probability of receiving the service directly at the place of residence (residence, work). Managing this variable involves putting in place the systems we discussed in Chapter 1 that allow network companies to reach their target segments in the most efficient way by properly locating branches and providing them with the necessary improvements (parking, signage).

Promotion(promotion)- this includes the entire set of activities to promote the service, including advertising, PR, personal selling, event-based events, etc. It should be borne in mind that if the product exists on its own, then the service does not exist without the subject that provides it. Therefore, in order to attract consumers, it is sometimes more important to indicate not the set of services itself, but those specialists (especially if they are well-known) who work in this company (very important in the field of design, medicine, entertainment, etc.). Demand management through promotion will be discussed in detail in later chapters.

Price(price)- the level of prices for services in terms of the target audience. Pricing management is an extremely complex task, which, unfortunately, has not yet been systematically implemented in any Russian service company, even in Moscow and St. Petersburg, although work in this direction is being carried out in some places.

People(people)- the provision of services requires direct contact between the company's personnel and consumers. So, when visiting any representative office of a service company, the impression of the consumer from the process of receiving the service, as well as the degree of his satisfaction with the services provided and his desire to return to the company again is largely influenced by the courtesy, qualifications and readiness of the company's employees - from the security guard to the profile specialist - to provide they need help.

The first task of the company's management is the careful selection and training (preferably with elements of coaching) of all personnel, as well as motivating people to do their job properly in accordance with company standards and strive to do everything to make consumers satisfied. This is all the more important, since, as a rule, management is not able to track how each individual employee follows the company's standards of communication with consumers. In such conditions, human resource management becomes a strategic task for the company. Its role is to create a consumer-oriented organizational culture. In this activity, the organization of work, systems for identifying and rewarding achievements, as well as handling consumer complaints, play an essential role.

Term "People" used in service marketing to refer to customer base management activities. So, since b2c services (medical, fitness, hairdressing, etc.) in most cases turn out to be in a clinic, salon or hall, other customers have a serious impact on consumer satisfaction. The disorderly flow of visitors, queues, rudely behaving customers (there are some) contrast with the image of an elite service company. Therefore, managers must pay special attention to who surrounds their customers and care about the homogeneity of the clientele in terms of social status, age group, typical behavior patterns, expectations from the service, etc. On the other hand, household services that are provided in the community consumer is an even more delicate issue, since company representatives, in order to perform their functions, are forced to invade the holy of holies - the home of the consumer. Accordingly, all consumer reactions in this case are aggravated, since when analyzing consumer behavior, one should never forget that a person, no matter how civilized he may be, does not cease to be a “slightly” animal, for whom the instinct to protect the home is one of the basic ones.

Marketers who shape services provided at the place of residence should take into account that consumer satisfaction can be fatally affected by the dirty shoes of a company representative or the ease with which he, without asking the owner for permission, flopped into her cat’s favorite chair ... We are not joking . There are many such examples.

In the area of b2b, which somehow everyone forgets, despite the fact that just here services are an extremely common “thing”, the issue of personalities is even more important. There are a great many examples of the destruction of relations between companies due to the departure of an individual manager. The scale of the disaster associated (especially for large companies and complex services) with the transfer of cases from one specialist to another can often be overestimated! Nevertheless, the understanding of this problem is, as a rule, outside the area of primary interests of managers. Moreover, this problem is not perceived as a problem! The authors repeatedly had to estimate the losses associated with such problems. Believe me, their amounts were very significant, which led the leaders to understand the importance of working with personnel in the field of services. Unfortunately, a general insight is not expected in the near future. Therefore, let's move on!

The physical environment of the service(physical evidence). This element of the extended marketing mix refers to the "materialization" of the service. The physical environment and other visual images perceived by the consumer have a strong influence on his impression of the quality of the service he receives and his assessment of the level of service. In practice, hours of operation, room design, seating comfort, background music, appearance, clothing, and even make-up of staff influence the perception of service quality. Auxiliary information materials (booklets, magazines, etc.) that describe the company and the service itself are tangible evidence of the company's professionalism. Commercial service companies should be especially careful when developing these materials, as they greatly influence the purchasing decision.

Service delivery process(process). Since consumers are involved in the process of providing a service, the very implementation of this process plays a more important role in the service sector than in the field of material production. A person who wants, for example, to cure a tooth needs not only pain relief, but also the attention and care of doctors, the absence of pain during the treatment process, the quality of the materials and equipment used, the aesthetic result, the quality of the treatment and the guarantees that he receives ( a guarantee of free re-treatment in case of failure, a guarantee that his health will not be harmed). Therefore, when developing standards for the treatment process (the time allotted for one consumer, the norms for sterilizing instruments, the use of disposable instruments, certain drugs, modern filling materials, etc. - aspects that are important for specialized specialists), it is necessary to pay attention to how this process is perceived by consumers.

It is the perception of the process by consumers that leads us to the need to consider the 4C model as the most consumer-oriented.

Consumer needs and requests(customer needs and wants) All elements of a product or service. The product is designed in such a way that the final offer satisfies the consumer without creating a gap in expectations and without going beyond the tolerance zone as far as possible.

Consumer cost(cost)- conditionally, the costs for the consumer are considered in two projections: direct costs (financial or material) and indirect costs (time spent on the road, psychological costs, etc.). The importance of individual components of both direct and indirect costs varies significantly among different consumers.

Availability for the consumer(convenience)- distribution of the product and bringing it to the consumer includes such components as quality, ease of purchase, availability, reliability, the need to develop relationships with the supplier/seller/manufacturer, and much more.

Communications(communication)- in the 4C concept, both supplier-consumer communications and feedback are important. Communication is not limited to promotion, its boundaries are much wider.

Thus, in relation to services, the following algorithm for forming a marketing mix will be the most correct:

1) definition (and detailed description) of the components of the 4C model. As a rule, it is a two-stage process, including a study of the consumer environment and correction of the obtained data based on the results of feedback. The need for adjustment is dictated by practical experience, as well as the psychological characteristics of consumers, which should not be forgotten;

2) creation of the 7P complex, which ensures the possibility of the existence of 4C. In other words, the condition of the problem is formulated as follows: “It is required to determine at what 7R these 4Cs will be fulfilled?” In the answer to this question, the success of the service is hidden! Unfortunately, the simplicity of the question does not determine the simplicity of the answer. Next, we will try to offer you approaches that will allow you to create the “dream services” of your consumers.

1. The set of factors assessed by consumers as significant differs significantly among respondents who are at different stages of entering into a transaction to purchase a service. Yes, the factor "working hours" service company is an extremely important selection criterion at the stages of information gathering and decision making. According to this criterion, companies offering more favorable or better conditions can be rejected. But for the consumer, who has already made his choice and started consuming the service, this factor magically loses its significance. Even a drastic change in working hours will not force him to look for a new service provider.

2. In the process of consumption, a set of factors undergoes a transformation: from those inherent mainly in the company to those inherent mainly in a specific specialist (person) who is involved in the provision of the service. Everything else is again relegated to the background. There are also funny examples of how consumption was initiated by completely extraneous factors (sympathy for the administrator girl, for example).

3. In the process of consumption, learning takes place, increasing consumer awareness in the field of a particular service. It is specific that the majority of consumers feel good in the role of a guru, advising their friends and acquaintances. Even if the process of this learning in a service company is a by-product (random) product (and it is desirable not to let this process take its course!), there is a pseudo-expert reassessment of significant factors. Moreover, the factors that are formed in the learning process are of great importance for the consumer, since he sincerely considers himself their author and therefore treats them with greater tenderness.

All these trends point to the need for a simple technique based on the division into a forward service and a service. Forward services (meaning not the service itself, but the way it is broadcast, its communication projection) are intended for potential consumers and are the subject of promotion, while the service itself (again, in the communication projection) may not have or have some of that a set of factors that is included in the forward service. The main thing is that both potential and actual consumers receive what satisfies them!

In conclusion of the consideration of the main conceptual models, I would like to note that no matter which model is chosen, it must be taken into account that each component of the marketing mix is subject to consideration:

In the context of a certain exchange process;

Based on thorough knowledge of the consumer - a representative of the target (strategic) segment;

Taking into account the competencies, abilities, capabilities and current resources of the organization.

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