Additional P’s to the 4P’s, bringing the total to seven in service Marketing mix.
These extra P’s are:
People — From consumers to marketers to the people who manufacture a product, people exert a great impact on its marketplace success.
Process — The procedures and mechanisms that consumers use to acquire products (e.g., retail, Internet, direct-response or other buying systems) are essential to bring the product to market. Examples: Retail, Internet, direct-response or other buying systems.
Physical evidence — The “real world” factors that influence buying behavior, such as advertising and customers’ prior experience with a brand or specific product will also determine success in the marketplace.
You cannot make a trade-off by building an acceptable product that is not affordable; or a product that is affordable but of cheap quality; or a product that is affordable and acceptable but cannot be accessed through appropriate distribution channels.
The 4 A Framework A value framework All four have to be delivered in a synergistic way
Traditional Marketing : Marketers focus too much on the product or service offering, rather than on the whole consumption chain, the life-space of the customer, and the surrounding competitive environment
Holistic Marketing : Marketers need to invest in the company's relations with all stakeholders - consumers, collaborators, employees, and communities.
Companies need to go beyond customer relationship management towards whole relationship management.
Holistic marketers, succeed by managing a superior value chain that delivers a high level of product quality, service and speed.
They achieve profitable growth by expanding customer share, building loyalty, and capturing customer lifetime value
Example Lexus :operates holistically by designing the customer experience that goes beyond just selling the car
in the dealer showroom,
the customer experience in the car,
the customer experience when he or she brings the car in for service
These days, you place a lot of emphasis on the role of technology in marketing. But, so far, customer relationship management (CRM) has not had enough impact. What's going wrong? Are marketers rushing in to build customer relationships - when they don't really want to enter into relationships?
CRM got a bad rap mainly because firms like Siebel and Oracle sold it as a technology without paying sufficient attention to whether a company's culture was ready to use it. These suppliers should have helped their customers first become customer-centric... . CRM is not for every firm and some firms don't realize it. But it gives a competitive edge to firms that want to understand their customers as individuals and want to 'customerise' their messages, offerings, and even purchase terms.