Chapter 14, Question 3.1: Why is understanding the target market a crucial aspect of the communication process?
Marketers are both senders and receivers of messages. As senders, marketers attempt to inform, persuade and remind the target market to adopt courses of action compatible with the need to promote the purchase of goods and services. As receivers, marketers attune themselves to the target market in order to develop the appropriate messages, adapt existing messages, and spot new communication opportunities. This two way communication is crucial to having a successful relationship with your target market.
Monday, April 7, 2008
Chapter 12, Question 3.1:
Chapter 12, Question 3.1: Describe the most likely marketing channel as well as an alternative channel for each of these consumer products:
Candy Bars: Wholesaler channel. The alternative would be retailer.
Tupperware: Direct channel. Alternative would be retailer.
Notification books: Retailer channel and the alternative is the wholesaler channel.
New automobiles: Retailer channel and the alternative could be the producer or the direct channel.
Farmers’ market produce: Direct channel and the alternative could be the wholesaler.
Stereo equipment: Wholesaler channel with the alternative being the retailer.
Candy Bars: Wholesaler channel. The alternative would be retailer.
Tupperware: Direct channel. Alternative would be retailer.
Notification books: Retailer channel and the alternative is the wholesaler channel.
New automobiles: Retailer channel and the alternative could be the producer or the direct channel.
Farmers’ market produce: Direct channel and the alternative could be the wholesaler.
Stereo equipment: Wholesaler channel with the alternative being the retailer.
Chapter 12, Question 2.1:
Chapter 12, Question 2.1: What kind of marketing channel functions can be performed over the Internet? Why do you think so?
I believe that all marketing channel functions can be performed over the internet. In fact, I think it’s probably easier to perform most of the channels via the internet. The infrastructure to promote, contact, deliver, finance, sort, negotiate sales of products is already in place and provides the marketer a much easier (one step) process to sell their products. Logistically, most products require an outside vendor to ship the product to the consumer and a warehouse to store and sort the product, some products like gift cards, photo enhancement, software, movies, and music are stored online and available to the customer directly.
I believe that all marketing channel functions can be performed over the internet. In fact, I think it’s probably easier to perform most of the channels via the internet. The infrastructure to promote, contact, deliver, finance, sort, negotiate sales of products is already in place and provides the marketer a much easier (one step) process to sell their products. Logistically, most products require an outside vendor to ship the product to the consumer and a warehouse to store and sort the product, some products like gift cards, photo enhancement, software, movies, and music are stored online and available to the customer directly.
Chapter 11 Application Exercise - Activities
Chapter 11 Exercise Activities
BONUS POINTS:
1. Is playbill a good, a service or both?
Playbill can be considered both a good and a service. Because it can be “possessed” it is a good - contradictory to the definition of service. However, this is obviously a service provided to companies who wish to advertise to a specific (affluent) group of people who attend theatre. Playbill is also a service, as it doesn’t cost the theatre or the theatergoer a single cent. They provide the audience information about the show such as cast bios, agenda, and other information about theatre in general. This service to the theatre, saves the box office money and time from printing and producing these materials in-house and allows them to keep costs low.
2. What is Playbill’s marketing mix?
Product: Playbill is a free program provided to theatre audiences all across the country at no charge.
Core and supplementary services: Their core service is to provide information about the show the audience is about to see as well as information about theatre regionally and nationally to the audience. Their supplementary service is to provide companies a way to reach affluent consumers very effectively. They also provide a service to box offices by producing the much needed programs to them and the audience at no cost.
Mass customization: Partnership with Sirius Satellite radio and providing exclusive content online.
Service mix: To be the one source of information about theatre in the United States. Programs, online, radio.
Promotion: Their main promotion strategy is in the box office where their programs are offered to the audience at no charge. They have worked to maintain a monopoly among information sources in this arena. They also promote their services online and through a partnership with Sirius Satellite Radio and through other partnerships with hotels, restaurants, and others.
Pricing: Free to the box office and audience. Obtains revenue through advertising.
3. How does the partnership with Sirius affect Playbill’s marketing mix? Will it increase demand for playbill’s service?
The alliance with Sirius is a great move for Playbill. Both companies are national communication entities and for playbill, the use of Sirius’ national audience will generate more interest in theatre and could boost attendance in theatres nationwide (increasing the demand for its product). This alliance will also dramatically increase Playbill’s brand recognition. Additionally, the cross-promotion of their services on the radio to generate website traffic could allow Playbill to generate more advertising revenue online.
BONUS POINTS:
1. Is playbill a good, a service or both?
Playbill can be considered both a good and a service. Because it can be “possessed” it is a good - contradictory to the definition of service. However, this is obviously a service provided to companies who wish to advertise to a specific (affluent) group of people who attend theatre. Playbill is also a service, as it doesn’t cost the theatre or the theatergoer a single cent. They provide the audience information about the show such as cast bios, agenda, and other information about theatre in general. This service to the theatre, saves the box office money and time from printing and producing these materials in-house and allows them to keep costs low.
2. What is Playbill’s marketing mix?
Product: Playbill is a free program provided to theatre audiences all across the country at no charge.
Core and supplementary services: Their core service is to provide information about the show the audience is about to see as well as information about theatre regionally and nationally to the audience. Their supplementary service is to provide companies a way to reach affluent consumers very effectively. They also provide a service to box offices by producing the much needed programs to them and the audience at no cost.
Mass customization: Partnership with Sirius Satellite radio and providing exclusive content online.
Service mix: To be the one source of information about theatre in the United States. Programs, online, radio.
Promotion: Their main promotion strategy is in the box office where their programs are offered to the audience at no charge. They have worked to maintain a monopoly among information sources in this arena. They also promote their services online and through a partnership with Sirius Satellite Radio and through other partnerships with hotels, restaurants, and others.
Pricing: Free to the box office and audience. Obtains revenue through advertising.
3. How does the partnership with Sirius affect Playbill’s marketing mix? Will it increase demand for playbill’s service?
The alliance with Sirius is a great move for Playbill. Both companies are national communication entities and for playbill, the use of Sirius’ national audience will generate more interest in theatre and could boost attendance in theatres nationwide (increasing the demand for its product). This alliance will also dramatically increase Playbill’s brand recognition. Additionally, the cross-promotion of their services on the radio to generate website traffic could allow Playbill to generate more advertising revenue online.
Chapter 11, Question 3.1:
Chapter 11, Question 3.1: Analyze a recent service provided in terms of expectations and perceptions about each of the five components of service quality.
Central Pediatrics:
Reliability: We may have an answer to our baby’s problem after one visit.
Responsiveness: This place is always open. Unlike most pediatric clinics, they have extended hours for urgent care 7 days a week and offer same day appointments. We never will have a problem getting our baby seen by our usual provider. The staff is also always on call
Assurance: Everyone who works there always has a smile on their faces. Our nurses and pediatrician seems genuinely interested in her care.
Empathy: The staff is extremely nice and they took the time to get to know us. The front desk staff knew our baby’s name (and ours) on the second visit and commented on how cute she is before we reintroduced ourselves.
Tangibles: The building is brand new, clean, well-lit, and smells great. VERY CONTEMPORARY. We left thinking our baby is healthy and her problem will get better.
Central Pediatrics:
Reliability: We may have an answer to our baby’s problem after one visit.
Responsiveness: This place is always open. Unlike most pediatric clinics, they have extended hours for urgent care 7 days a week and offer same day appointments. We never will have a problem getting our baby seen by our usual provider. The staff is also always on call
Assurance: Everyone who works there always has a smile on their faces. Our nurses and pediatrician seems genuinely interested in her care.
Empathy: The staff is extremely nice and they took the time to get to know us. The front desk staff knew our baby’s name (and ours) on the second visit and commented on how cute she is before we reintroduced ourselves.
Tangibles: The building is brand new, clean, well-lit, and smells great. VERY CONTEMPORARY. We left thinking our baby is healthy and her problem will get better.
Chapter 11, Question 2.1
Chapter 11, Question 2.1 Describe a bank branch manager’s list of implications of intangibility.
Curb appeal of the building.
Availability of parking
Weather barriers (snow removal, awnings to block from rain, etc.)
Physical appearance of staff
Cleanliness of the facility
Appearance of security and safety
Openess
Friendliness of staff
Décor
Lighting
Comfort of seating area
Speed of service
Organization of services (making sure that placement of services are logical).
Curb appeal of the building.
Availability of parking
Weather barriers (snow removal, awnings to block from rain, etc.)
Physical appearance of staff
Cleanliness of the facility
Appearance of security and safety
Openess
Friendliness of staff
Décor
Lighting
Comfort of seating area
Speed of service
Organization of services (making sure that placement of services are logical).
Chapter 11, Question 1.1:
Chapter 11, Question 1.1: Visit www.bls.gov/bdm. What trends to you see and do the numbers support the information from the chapter?
The trends show that job losses and job gains in the service sector represent about 80% of the workforce. What I thought was particularly interesting was how in the second quarter of 2007 that job losses and gains remained equal in the “goods-producing sector” but the job gains was significantly higher in the service sector than job losses. This trend shows that the percentage of service-producing jobs increased in the second quarter of 2007.
Gross Job Gains:
Total Private
History 7,644,000 in 2nd Qtr of 2007
Goods-Producing
History 1,622,000 in 2nd Qtr of 2007
Service-providing
History 6,022,000 in 2nd Qtr of 2007
Gross Job Losses:
Total Private
History 7,403,000 in 2nd Qtr of 2007
Goods-Producing
History 1,691,000 in 2nd Qtr of 2007
Service-Providing
History 5,712,000 in 2nd Qtr of 2007
Number of establishments gaining jobs:
Total Private
History 1,907,000 in 2nd Qtr of 2007
Goods-Producing
History 349,000 in 2nd Qtr of 2007
Service-Providing
History 1,558,000 in 2nd Qtr of 2007
Number of establishments losing jobs:
Total Private
History 1,938,000 in 2nd Qtr of 2007
Goods-Producing
History 383,000 in 2nd Qtr of 2007
Service-Providing
History 1,555,000 in 2nd Qtr of 2007
The trends show that job losses and job gains in the service sector represent about 80% of the workforce. What I thought was particularly interesting was how in the second quarter of 2007 that job losses and gains remained equal in the “goods-producing sector” but the job gains was significantly higher in the service sector than job losses. This trend shows that the percentage of service-producing jobs increased in the second quarter of 2007.
Gross Job Gains:
Total Private
History 7,644,000 in 2nd Qtr of 2007
Goods-Producing
History 1,622,000 in 2nd Qtr of 2007
Service-providing
History 6,022,000 in 2nd Qtr of 2007
Gross Job Losses:
Total Private
History 7,403,000 in 2nd Qtr of 2007
Goods-Producing
History 1,691,000 in 2nd Qtr of 2007
Service-Providing
History 5,712,000 in 2nd Qtr of 2007
Number of establishments gaining jobs:
Total Private
History 1,907,000 in 2nd Qtr of 2007
Goods-Producing
History 349,000 in 2nd Qtr of 2007
Service-Providing
History 1,558,000 in 2nd Qtr of 2007
Number of establishments losing jobs:
Total Private
History 1,938,000 in 2nd Qtr of 2007
Goods-Producing
History 383,000 in 2nd Qtr of 2007
Service-Providing
History 1,555,000 in 2nd Qtr of 2007
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