MKT 500 Week 10 Scenario Marketing Plans and Putting all Together.docx

MKT 500 Week 10 Scenario: Marketing Plans and Putting all
Together.
Slide #
Scene #
Narration
Slide 1
Scene 1
[Ed, Samantha – Ed’s Office]
Ed and Samantha meet in the morning to discuss the next steps
in the tablet PC launch.
MKT500_10_1_Samantha-1: Good morning, Ed. How are you
doing today?
MKT500_10_1_Ed-1: Good morning, I’m great. I was just
looking over the work we’ve done so far for this launch. Things
are progressing quite nicely.
MKT500_10_1_Samantha-2: I can’t believe we’re already on
the final step of creating the marketing plan. I’m really proud of
the work we’ve done, and I’m excited to put it all together in a
written marketing plan.
MKT500_10_1_Ed-2: Yes, it is an exciting process. You have
been a tremendous help throughout this journey, so you should
feel proud.
I spoke with Carl earlier. He said that now that we have met for
the past ten weeks in and out of meetings he would like to see a
recap of your marketing plan.
MKT500_10_1_Samantha-3: Yes, I agree, Ed. Putting
everything together in a written plan is the ultimate goal of our

efforts. I have some ideas for where to start that I learned from
my Strayer classes.
See, a good marketing plan begins with an assessment of where
things currently stand for Golds Reling. This is called the
situation analysis, and is documented by the 5Cs. Marketers
draw on those Cs to develop segments and choose segments to
target, by using segmenting, targeting and positioning, which,
as you know, is abbreviated, STP.
The STP section of the marketing plan usually involves
summaries of marketing research. Marketing and financial goals
follow, which stipulate the objectives the company wishes to
achieve, as well as how success and ROI will be measured.
(Display SWOT graphic on screen)
MKT500_10_1_Ed-3: You’re right, Samantha. As you may
recall from your classes at Strayer, the first step in building a
marketing plan involves a corporate self-examination.
The company uses a SWOT analysis to determine its strengths.
It also decides on its goals. I’m sure you’ll also recall that a
SWOT analysis is a method that companies use to analyze the
strengths, weaknesses, opportunities, and threats to create the
foundation of a marketing strategy.
With the S and W, we’re characterizing the company: ‘What are
our strengths and weaknesses?’ With the O and T, we’re
characterizing the broader environment, such as the industry as
a whole, suppliers, or government: ‘What are the opportunities
and threats to our company?’ S and W are considerations
internal to the organization, whereas O and T are external and
beyond our control.
MKT500_10_1_Samantha-4: I do remember learning about

SWOT analysis at Strayer University. However, I’ve never seen
one actually implemented. Can you explain how we will apply
the SWOT analysis to help develop our marketing strategy?
MKT500_10_1_Ed-4: Sure. There are four factors that we will
consider when examining our strengths, weaknesses,
opportunities, and threats.
Slide 2
Interaction
Click the tabs for more information on Golds Reling’s SWOT
analysis.
Customer: As a part of gaining a better understanding of our
current business, we will also try to understand our customers
by collecting data on them. We will starts with studying
secondary data to know the background trends. Later on, we
will collect fresh data on our current customers, past customers,
potential customers, our competitor’s customers, and so on.
Context: With regard to context, we will assess the macro-
environmental issues we must attend to. Some common sample
questions that we should pose in order to understand the
business context include: what are we known for? Or what do
we want to become? We will revisit these questions when we
see changes in our environments or if we change our brand or
target segments.
Collaborators: We should also study the relationship we have
with our providers in the supply chain.
Competitors: By constructing and using a SWOT analysis, we
will be better able to determine our strength relative to other
providers in the market place.
MKT500_10_1_Ed-5: Click the tabs for more information on
Golds Reling’s SWOT analysis.

MKT500_10_1_Ed-5A: As a part of gaining a better
understanding of our current business, we will also try to
understand our customers by collecting data on them. We will
start with studying secondary data to know the background
trends. Later on, we will collect fresh data on our current
customers, past customers, potential customers, our
competitor’s customers, and so on.
MKT500_10_1_Ed-5B: With regard to context, we will assess
the macro-environmental issues we must attend to. Some
common sample questions that we should pose in order to
understand the business context include: ‘What are we known
for?’ and ‘What do we want to become?’ We will revisit these
questions when we see changes in our environments or if we
change our brand or target segments.
MKT500_10_1_Ed-5C: We should also study the relationship
we have with our providers in the supply chain.
MKT500_10_1_Ed-5D: By constructing and using a SWOT
analysis, we will be better able to determine our strength
relative to other providers in the market place.
Slide 3
Scene 1, cont.
MKT500_10_1_Samantha-5: I see. Thanks for that explanation,
Ed. I know that our team has written marketing plans for many
of our previous product launches. Do you think that Carl is
looking for how we are going to grow Golds Reling’s business?
MKT500_10_1_Ed-6: Yes, I do, but we need to take a deeper
look into the Golds Reling business model and growth
initiatives first. Let’s show Carl the Ansoff Product-Market
Growth Matrix.

As you review the figure, you can see that it shows all four
possible product and market combinations.
Slide 4
Interaction
Click the quadrants of the matrix for more information.
Market Penetration Strategy: In this scenario, marketers simply
encourage their current customers to purchase from them more
frequently. This strategy is low risk, but it might max out
quickly.
Market Development Strategy: Marketers using this strategy do
not offer new products but find a new use for their product
which suits a new customer segment, or they plan to advertise
through new outlets to reach different demographics.
Product Development Strategy: In this scenario, marketers
introduce new products to their current customers. This
approach is perceived to be a great way to really delight one’s
customers and strengthen their loyalty.
Diversification Strategy. This is the most difficult and riskiest
strategy in this framework. Marketers try to introduce new
products to new customers.
MKT500_10_1_Ed-7A: Marketers simply encourage their
current customers to purchase from them more frequently. This
strategy is low risk, but it might max out quickly.
MKT500_10_1_Ed-7B: Marketers using this strategy do not
offer new products, but find a new use for their product which
suits a new customer segment, or they plan to advertise through
new outlets to reach different demographics.
MKT500_10_1_Ed-7C: Marketers introduce new products to
their current customers. This approach is perceived to be a great
way to really delight one’s customers and strengthen their
loyalty.
MKT500_10_1_Ed-7D: This is the most difficult and riskiest
strategy in this framework. Marketers try to introduce new

products to new customers.
Slide 5
Scene 1, cont.
MKT500_10_1_Samantha-6: This is excellent, Ed. Carl will see
from the Ansoff Matrix that we are adopting the market
development strategy for our new tablets, which certainly
justifies our growth needs and why the new tablet computer fits
in with Golds Reling’s existing product offerings.
MKT500_10_1_Ed-8: Yes. Also, an important assessment in
strategic thinking is corporate identity with regard to Golds
Reling’s philosophy toward the marketplace.
In addition to SWOT and the Ansoff Matrix, we need to decide
whether Golds Reling shows tendencies toward either offensive
or defensive actions in our marketing plan, which are not
necessarily correlated with the size of an organization. In
offensive business strategies, the company attempts to take the
lead; however, in a defensive strategy, the company is typically
a follower, and often lacks the skills, resources, and
entrepreneurial spirit to be a leader in the industry.
For instance, a company with a large market share may have the
resources to take the initiative and lead the other players in a
new direction, which would be offensive action. However, small
entrepreneurial companies frequently create something new in
the marketplace that may elicit responses from other, bigger or
older, competitors. Such responses would be considered
defensive action.
The role that Golds Reling plays in the marketplace can change
over time.

MKT500_10_1_Samantha-7: I remember learning the term
“value-added” in my marketing classes at Strayer University. Is
this what you are referring to as it relates to the dynamics of the
marketplace?
MKT500_10_1_Ed-9: Yes! Value-added is a term used in
marketing today to measure a company’s worth and
competiveness in the eyes of the customer.
Furthermore, it is not clear that being first-to-market is always
a good thing. For example, launching really new products like
our tablet can be risky - adoption can be slow, and the
pioneering company can take quite a hit. In comparison, the so-
called “quick-follower companies” can learn from the leader’s
mistakes, and can benefit from customers learning how the new
offering might be valuable in their lives.
MKT500_10_1_Samantha-8: So what I think you are saying is
that Golds Reling wants to be a leader for some of its brands in
their respective markets, and more of a follower for its other
brands, but overall we must continue to focus on value-added.
Whether our orientation is on the offense or defense may vary
across our brand portfolio—mature, “cash cow” brands should
be treated carefully, whereas more risk can be taken with newer
ventures, like our tablet. This distinction depends on the
products’ life cycles and the stage of maturity of their
industries. Lastly, there are dynamics coinciding with the 5Cs to
take into consideration.
MKT500_10_1_Ed-10: Perfect. You’re totally right.
MKT500_10_1_Samantha-9: Very interesting, Ed. I think we
also need to understand the competitive forces that may affect
our tablet launch. Additionally, I think we need to present to
Carl a re-examination of strategic goals that we discussed in our
previous meetings. Our goals may need to be adjusted as a
result of changes in the external elements of SWOT, or when
observing the effects of the 5Cs on perceived opportunities and

threats.
MKT500_10_1_Ed-11: I’m glad you mentioned this, Samantha.
I have a video that we can watch that explains the five
competitive forces that shape strategy.
Slide 6The Five Competitive Forces That Shape Strategy
http://youtu.be/mYF2_FBCvXw
Slide 7
Scene 1, cont.
MKT500_10_1_Samantha-10: Thanks, Ed. From what I
understood from this video and from my classes at Strayer
University, a company can dominate its market in one of three
ways.
First, it can strive for cost leadership, producing goods and
services more efficiently than the competition. To deliver this,
the company should have resources such as easy access to
plentiful, good raw materials; cheaper labor sources; better
information or other technologies; and so on.
Second, a company might take the approach of differentiation.
This strategy is an attempt to distinguish one’s products as
unique in the industry. Differentiation may be fostered through
excellent quality in products and customer service, distinctive
design, exclusivity, or value-added bundled into the core
purchase, among other things.
The final approach is called focused. Whereas the cost
leadership and differentiation approaches are said to be broad,
the focused strategy is narrower. Companies using this strategy
often serve niche markets, and customers in that segment can be

very satisfied, very loyal, and rather price-insensitive.
MKT500_10_1_Ed-12: Right. The strategy is to win and retain
profitable customers. In writing our plan for Carl, as the “do”
or action part of the plan, Golds Reling must know itself, its
environmental context, its competitors, its collaborators, and its
customers - which are the 5Cs - before knowing where it wants
to go next or deciding there is a problem to solve or opportunity
to exploit.
At the end of the day, it is important for Golds Reling to keep
an eye on our goals. We need to be smart about launching our
new tablet. We can do this either by being consistent with our
current business or in using this new action to ultimately move
purposely through the positioning matrix.
MKT500_10_1_Samantha-11: Ed, you are correct. In the end,
the marketing plan is a document that should not only remind
the marketers about the corporate goals but should also be a
working document. It is important to remember that all of
marketing, both strategy and planning, is iterative.
In particular, Golds Reling must look for internal consistency
throughout the plan—it is critical for good branding and good
marketing that the whole of the plan be synchronous.
MKT500_10_1_Ed-13: As you already mentioned, marketing
plans are always works in progress. While they are intended to
keep everyone on track, they are also not rigid. Thus, as
situations change, Golds Reling must be able to modify the
marketing plan.
MKT500_10_1_Samantha-12: I think we are almost ready to
meet with Carl. What do you think?
MKT500_10_1_Ed-14: Yes, I agree, but there is one more thing
that we need to add to the plan. That is a marketing dashboard.
MKT500_10_1_Samantha-13: Why a marketing dashboard?

MKT500_10_1_Ed-15: This will please Carl, who’s a
“numbers” guy, and additionally, a marketing dashboard will
provide a visual image of the successes or failures of the new
Tablet launch. Marketing dashboards are poised to aid
marketers in the planning and execution of marketing
initiatives, as well as with the evaluation of those campaigns to
tie success or failure to overall financial performance.
MKT500_10_1_Samantha-14: That makes a lot of sense, and I
can see why we should include one. Let’s finalize this
information for Carl.
MKT500_10_1_Ed-16: Good idea. But before we do, I think we
should briefly recap the most important concepts we’ve covered
today.
Slide 8
Check Your Understanding
1. In the spirit of a SWOT analysis, a company’s strengths are
defined somewhat relative to_______.
a) Behavior of non-buyers
b) Other providers in the marketplace
c) Customer satisfaction levels
d) Competitiors’ misfortunes
Incorrect answer: A, SWOT is a strategic marketing planning
tool. It is not used to determine consumer behavior.
Correct answer: B, SWOT compares a company’s strengths
against the strengths of their competitors.
Incorrect answer: C, SWOT is not a customer satisfaction
measurement tool.
Incorrect answer: D, SWOT does not measure competitors’

misfortunes. This would occur through competitve intelligence.
2. Which strategy in the Ansoff Product-Market Growth Matrix
combines current markets and current products?
a) market development
b) product development
c) market penetration
d) diversification
Incorrect answer: A, Market development does not fit into the
matrix quadrants.
Incorrect answer: B, Product development does not fit into the
correct matrix quadrant.
Correct answer: C, market penetration. Looking at the graphic,
one can easily determine that market penetration fits into the
quadrant combining current markets and current products.
Incorrect answer: D, Diversification does not fit into the matrix
quadrants.
The 5 C’s
In consideration of the 5Cs, if we are assessing the macro-
environmental issues we must attend to, such as legal, technical,
and social changes, then we are considering our ______.
a) context
b) company
c) customers

d) collaborators
Correct answer: A, context,
Macro-environmental issues such as legal, technical, or social
changes are considerations that occur within context.
Incorrect answer: B, In the 5 C’s, company is concerned with
defining who the company is, what they are known for and good
at, and what they want to become.
Incorrect answer: C, Macro-environmental issues are not a part
of the customers as described by the definition of the 5C’s
found in the textbook.
Incorrect answer: D, Macro-environmental issues are not a part
of the collaborators as described by the definition of the 5C’s
found in the textbook.
Slide 9
Scene 2
[Ed, Samantha, Carl – Conference Room]
Ed, Samantha, and Carl meet in the conference room to discuss
the final written marketing plan and revised strategies of the
product launch.
Display dashboard image
MKT500_10_2_Carl-1: Good afternoon, Ed and Samantha. I
saw you both looking very busy in Ed’s office earlier. I’m
looking forward to hearing the information that you two have
put together for the marketing plan for our new tablets.
MKT500_10_2_Samantha-1: Yes, Ed and I have been very busy.
We have a lot of great ideas and revised strategies for our new
tablet launch.
MKT500_10_2_Carl-2: I’m glad to hear that. Go on, please.
MKT500_10_2_Samantha-2: Marketing strategies can be
successful or unsuccessful. However, before even thinking

about making any changes, we feel that Golds Reling needs to
conduct an honest self-assessment—what does our brand
portfolio look like and what are our strengths and weaknesses as
measured by our newly created marketing dashboard?
Therefore, we have proposed an extensive SWOT analysis as
part of our plan.
In addition, we have considered both what and how we would
like to change, should the analysis conclude we need to do so:
target segments, and if necessary, the 4P’s of product, price,
place, promotion. Thus, we have created an Ansoff Product /
Market Matrix to guide Golds Reling’s strategic initiatives.
In conclusion, both Ed and I feel that with these strategies in
place, Golds Reling is poised to increase profitability, in
addition to achieving the goals we’ve discussed in previous
meetings. To review, those goals include the following:
One - Penetrate twenty percent of existing market segments for
tablet computers within the first twelve months.
Two - Reach a target segment of one million potential
consumers within the first six months of launch.
Three - Cross-sell current Golds Reling customers with the use
of database marketing in international markets.
Four - Obtain an initial markup of twenty percent on new tablet
computer sales; and
Five - Offer twelve month warranties for all new tablets sold.
MKT500_10_2_Carl-3: Excellent. I like what I’m hearing. Your
methods seem very reasonable and effective for marketing our
new tablets. I’m excited to take a closer look at the written
plan. Very nice work, both of you.
Samantha, I would like to personally congratulate you on all the
work you have done on this product launch. Over the past

several weeks, your input has been integral in developing a
solid marketing plan that I have no doubts will take Golds
Reling through a successful tablet launch.
As a reflection of all of your hard work, I would like to offer
you full-time employment at Golds Reling as a member of my
marketing team. You don’t have to give me an answer today,
but I sincerely hope that you will consider coming on board. No
matter what decision you make, I wish you great success in your
career.
Slide 10
Scene 3
[Ed, Samantha – Hallway]
MKT500_10_3_Samantha-1: What a day! I’m so excited about
Carl’s offer of employment. It appears that he was really
impressed with my work. I’m eager to tell all of my classmates
at Strayer University about my experiences here!
MKT500_10_3_Ed-1: Your hard work has really paid off,
Samantha. I’m so happy for you. As Carl mentioned, your work
has been impressive, and I, too, hope that you will give some
serious thought to taking Carl’s offer.
In the meantime, remember to complete the e-Activity and the
threaded discussion covering marketing plans for the new
product launch. Take care!
MKT 500 Week 9 Scenario: Utilizing Marketing Research and
Measuring Customer Satisfaction for the New Product
Slide #
Scene #
Narration
Slide 1
Scene 1

Ed and Samantha meet in the morning to discuss the next steps
in the tablet PC launch.
(Display disconfirmation paradigm graphic)
MKT500_9_1_Samantha-1: Good morning, Ed. How are you
doing today?
MKT500_9_1_Ed-1: Good morning, I’m doing quite well. What
about yourself?
MKT500_9_1_Samantha-2: Good, thanks. I’m really proud of
the progress we’ve been making with our tablet launch. We
have come a long way, and I’m excited for the next two steps.
MKT500_9_1_Ed-2: As always, I love your enthusiasm,
Samantha! I spoke with Carl earlier. He said that now that we
have selected our social media and defined our key performance
indicators, we need to move forward with defining methods for
measuring customer satisfaction and identifying marketing
research initiatives for the new product launch.
MKT500_9_1_Samantha-3: Yes, customer evaluations come in
many forms: customer satisfaction, perceptions of quality,
customers’ intentions to repurchase the same brand or from the
same provider, and the likelihood that a customer will generate
word-of-mouth speaking favorably to friends, family, co-
workers, and so on.
MKT500_9_1_Ed-3: As we have experienced in previous
launches, a satisfied customer can contribute to the bottom line.
Given the hierarchy of customer behavior, from awareness to
trial to repeat and loyalty, the hope is to satisfy new customers

so that they become loyal. As we have experienced with our
current products, truly loyal customers love the brand, purchase
frequently, are zealous in telling others about it, and are even
willing to pay more for the brand and all it means to them.
MKT500_9_1_Samantha-4: Well, we are already using social
media as one of our main media for advertising the new tablets.
Don’t they have metrics built in their sites to measure
satisfaction?
MKT500_9_1_Ed-4: Yes, but we need to take a deeper look into
customer expectations.
The source of expectations that consumers trust the most is their
own experience. The experience can be direct or indirect. As
you would imagine, a direct experience is a consumer’s first-
hand experience using a product, shopping at a store, using a
service, etcetera, whereas an indirect experience might include
reading a product description or visiting a chain restaurant in a
new town for the first time: you anticipate that your experience
there would be similar to other restaurants you have directly
experienced. Sometimes the indirect experiences seem less
related, or the purchase happens infrequently, so consumers do
not have a lot of direct experiences to draw upon.
If consumers have little personal expertise on which to make
brand choices, their next favorite and trusted source of
information is their friends. Sometimes consumers seek
opinions from people who are experts, perhaps co-workers.
Social media also exerts a good deal of influence on their
behaviors.
MKT500_9_1_Samantha-5: Since we will be measuring our
customers’ satisfaction, can you explain the relationship
between customers’ expectations and their level of satisfaction?
MKT500_9_1_Ed-5: Absolutely. Customer Evaluations is equal

to Perceived Performance minus Expectations. Take a look at
this Disconfirmation Paradigm. According to the
Disconfirmation Paradigm, the consumer's degree of overall
satisfaction is a function of the value the customer expects in
relation to the value actually received.
(Display disconfirmation paradigm graphic)
Based on this paradigm, there are three possible customer
satisfaction outcomes:
One - If perceived performance surpasses the customers’
expectations, then customers are delighted!
Two - If perceived performance meets the customers’
expectations, then customers are satisfied; and
Three - If perceived performance falls short of the customers’
expectations, then customers are dissatisfied.
Marketers have found that customers routinely evaluate the core
attributes of the purchase itself, such as reliable performance,
and when applicable, the interpersonal aspects of service that
may surround the purchase - for example, a frontline that is
responsive and able to offer personalized attention to a
customer’s unique needs.
MKT500_9_1_Samantha-6: This is good information, and the
disconfirmation process makes sense to me. But how do we
measure quality and customer satisfaction?
MKT500_9_1_Ed-6: It is not possible for marketers to precisely
measure customers’ perceptions of quality and satisfaction.
There are occasionally objective measures of quality; however,
marketers rarely can set precise measures of quality standards
and expect consumers to conform.
MKT500_9_1_Samantha-7: Well, could we use RFM?
MKT500_9_1_Ed-7: Yes. RFM, or Recency, Frequency and
Monetary Analysis, is a great tool used in marketing to measure
customer satisfaction.

RFM models emphasize past customer behaviors, and allow us
to extrapolate these into future earnings of customer segments.
The best customer relationship management programs, or
CRMs, begin with the RFM behaviors, but go beyond these data
to learn more about the customers. With better customer
knowledge, companies can provide specially tailored offerings
through cross-selling efforts. Specifically, CRM databases
typically contain:
· contact information,
· demographics,
· lifestyle and psychographic data,
· Internet information,
· transaction data,
· rates of response to marketing offers, and
· complaints
MKT500_9_1_Samantha-8: Very interesting, Ed. I hadn’t
realized the effects RFM, CRM and past behaviors have on the
future of customer satisfaction. But what about customer
lifetime value, or CLV?
MKT500_9_1_Ed-8: I’m glad you asked this, Samantha. I have
a video that explains customer lifetime value that we can watch.
Slide 2
Customer Lifetime Value Video
http://youtu.be/9EN9aHQsqBA
Slide 3
Scene 1, cont.
MKT500_9_1_Samantha-9: Thanks for sharing that video, Ed.

That explains the process very well. It appears that the basic
CLV calculation is very simple. Once we create the basic
template in a spreadsheet, we can extend it to other scenarios
and make it more sophisticated.
I feel that we need to think of CRM as a holistic strategic
approach in managing customer relationships to create
shareholder value. From this view, CRM is our core business
initiative, and Golds Reling must maintain their customer-
centric philosophy.
MKT500_9_1_Ed-9: Yes, the strategy is to win and retain
profitable customers. Alternatively, marketing can be more
analytical about CRM as plans are enacted to route and analyze
data and store information appropriately. Finally, marketing can
get quite operational, when implementing plans to capture and
create those databases. Customer information must be collected,
automated, and integrated to be useful to the firm.
MKT500_9_1_Samantha-10: What are some common methods
companies frequently use to win and retain customers?
Slide 4
Interaction
Click the tabs to learn more about on gathering customer
information.
Tab A: Surveys . Surveys are ideal instruments to obtain
customers’ perceptions. Survey results are more actionable if
they measure multiple facets of the customers’ thoughts about
the firm.
Tab B: Employees. In terms of customer dissatisfaction,
research suggests that the primary means to regaining the
customer is through an empowered frontline employee. That
employee needs to be capable of immediately redressing the
problem, empathizing with the customer, and offering a perk for
the customer’s troubles.

Tab C: Price Discounts. Customer satisfaction is thought to be
the first step in a longer-term relationship. Early efforts at
customer relationship marketing (CRM), were frequently driven
by price discounts, reasoning that a company could buy a little
loyalty by locking in their customers.
Tab D: Loyalty Programs. A loyalty program invites customers
to become members to enjoy certain benefits for frequent or
heavy purchasing, whereas a CRM program is a tool in the
company that tracks spending, regardless of whether customers
are segmented into loyals or disloyals, and rewarded or not.
Early forms of CRM system began with customer identification
and contact information, and information on the recency,
frequency, and monetary values of the customers’ purchase
history.
MKT500_9_1_Ed-10: Click the tabs to learn more about
gathering customer information.
MKT500_9_1_Ed-10_Tab A: Surveys. Surveys are ideal
instruments to obtain customers’ perceptions. Survey results are
more actionable if they measure multiple facets of the
customers’ thoughts about the firm.
MKT500_9_1_Ed-10_Tab B: Employees. In terms of customer
dissatisfaction, research suggests that the primary means to
regaining the customer is through an empowered frontline
employee. That employee needs to be capable of immediately
redressing the problem, empathizing with the customer, and
offering a perk for the customer’s troubles.
MKT500_9_1_Ed-10_Tab C: Price Discounts. Customer
satisfaction is thought to be the first step in a longer-term
relationship. Early efforts at customer relationship marketing

(CRM) were frequently driven by price discounts, reasoning
that a company could buy a little loyalty by locking in their
customers.
MKT500_9_1_Ed-10_Tab D: Loyalty Programs. A loyalty
program invites customers to become members to enjoy certain
benefits for frequent or heavy purchasing, whereas a CRM
program is a tool in the company that tracks spending,
regardless of whether customers are segmented into loyals or
disloyals, and whether they are rewarded or not.
Early forms of CRM systems began with customer identification
and contact information, as well as information on the recency,
frequency, and monetary values of the customer’s purchase
history.
Slide 5
Scene 1, cont.
MKT500_9_1_Ed-11: It is important for Golds Reling to keep
an eye on the goal. We calculate CLV because it fits a strategic
initiative to serve certain segments of customers better, as well
as our corporate goals for growth and profitability for our new
tablet launch.
MKT500_9_1_Samantha-11: Ed, you mentioned a survey to
measure customer satisfaction. Do you mean we need to use
market research to measure customer satisfaction? If so, what
techniques do we use? I remember from my graduate classes at
Strayer University that there are several methods which can be
used in marketing research, but can you elaborate?
MKT500_9_1_Ed-12: Yes, marketing research is tremendously
flexible. It can be used to address just about any business
question, and there are many ways to do so. Some of the popular

techniques are:
One - Cluster analysis for segmentation.
Two - Perceptual mapping for positioning.
Three - Focus groups for concept testing in new products or
advertising.
Four - Conjoint analysis for testing attributes in pricing, new
products, or branding.
Six - Scanner data for pricing and coupons.
Seven -Experiments and brand switching, and
Eight - Surveys for assessing customer satisfaction.
Many companies are interested in getting feedback from their
customers. As a result, customer satisfaction surveys are
extremely popular. Surveys are not complicated.
Let’s review this short video that discusses the process of how
to conduct a market research survey.
Slide 6How to Conduct a Market Research Survey
http://youtu.be/tjQFtSmVppY
Slide 7
Scene 1, cont.
MKT500_9_1_Samantha-12: Thanks for sharing this video with
me. However, in addition to conducting surveys, I also like the
idea of using scanner data, as we can work with our distributors
to capture this data and feed it into our database.
MKT500_9_1_Ed-13: Yes, I agree. We can create detailed
SKUs, that is, stock keeping unit tags, to be used for the

scanner data. However, let’s look at surveys for now.
Writing effective survey questions is extremely important. The
process goes like this: The survey questions are written, pre-
tested, and then presented to a sample of the customers.
MKT500_9_1_Samantha-13: Do you have any tips for the types
of questions that we should include in our surveys?
Slide 8
Tabbed Interaction
Click the tabs to learn more about customer satisfaction survey
questions.
A.
Questions about customer satisfaction can be as straightforward
as, “How would you rate the service you just received at our car
dealership?” It is also common to ask customers how the
purchase rates compared to their expectations, for example,
“How did your visit at our hotel seem to you?”
Beyond customer satisfaction, many surveys ask about
repurchase intentions and intentions to generate word of mouth,
for example, “How likely is it you would fly with our airline
again for your next travels?”
B.
It is important to include survey questions that will be
actionable. If customer satisfaction is high, that is great, but if
it is low, there need to be some diagnostic questions that point
to the priorities a company should take to enhance customers’
perception of quality.
C.
Surveys are supposed to be short so the respondent does not

have to endure much pain or boredom, and shorter surveys
enhance response rates. Responses are kept confidential, for
research purposes only, not for subsequent sales opportunities.
There are strict ethics to which marketing researchers are
supposed to attend. Respondents can be consumers or B2B
customers. Surveys can be administered in person, over the
phone, via fax, and increasingly on the web.
MKT500_9_1_Ed-14_Tab A: Questions about customer
satisfaction can be as straightforward as, “How would you rate
the service you just received at our car dealership?” It is also
common to ask customers how the purchase rates compared to
their expectations, for example, “How did your visit at our hotel
seem to you?”
Beyond customer satisfaction, many surveys ask about
repurchase intentions and intentions to generate word of mouth
- for example, “How likely is it that you would fly with our
airline again for your next travels?”
MKT500_9_1_Ed-14_Tab B: It is important to include survey
questions that will be actionable. If customer satisfaction is
high, that is great, but if it is low, there need to be some
diagnostic questions that point to the actions a company should
take to enhance customers’ perception of quality.
MKT500_9_1_Ed-14_Tab C: Surveys should be kept short so
that the respondent does not have to endure much pain or
boredom. Shorter surveys enhance response rates. Responses are
kept confidential, for research purposes only, not for subsequent
sales opportunities. There are strict ethics to which marketing
researchers are supposed to attend. Respondents can be
consumers or B2B customers. Surveys can be administered in
person, over the phone, via fax, and increasingly on the web.

Scene 1, cont.
MKT500_9_1_Samantha-14: Thanks for that explanation, Ed.
We’ve been at this for a while. Do you think we could take a
break?
MKT500_9_1_Ed-15: That sounds like a good idea. Afterwards,
we can pull all of our ideas together to share with Carl.
Slide 10
Scene 2
[Ed, Samantha, Carl – Conference Room]
Ed, Samantha, and Carl meet in the conference room to discuss
the social media aspects of the product launch.
MKT500_9_2_Carl-1: Good afternoon, Ed and Samantha. I saw
you both looking very busy in Ed’s office earlier. I’m looking
forward to hearing the information that you two have put
together for marketing research and customer satisfaction
programs for our new tablets.
MKT900_2_Samantha-1: Yes, Ed and I have been very busy.
We have a lot of great ideas and methods for measuring our
customers’ satisfaction levels with our new tablets.
MKT500_9_2_Carl-2: I am very interesting in hearing the
details.
MKT900_2_Samantha-2: There are many opportunities for
Golds Reling.
We believe that our customers evaluate goods and services by
making comparisons to their expectations. Based on our
research, we feel that quality and customer satisfaction can be

precisely measured in production of goods, but not as easily for
services. We, therefore, want to increase customer satisfaction
levels by addressing long-term criteria such as loyalty and
customer relationship management.
We feel that Lifetime Customer Value, or LTV, is a means of
translating marketing efforts into financial results; therefore, we
suggest that LTV be used as a primary metric to measure Golds
Reling’s marketing efforts for both the new tablet launch and
the existing products in our portfolio.
MKT500_9_2_Carl-3: And why do you believe that investing
time to understand expectations would be the right decision for
Golds Reling and our new tablet?
MKT500_9_2_Ed-1: Many companies approach customer
relationship management differently for new customers than
they do for loyal, repeat customers. We feel that measuring
expectations is the best technique to use. If we know our target
customers’ expectations, we will be better able to meet or
exceed them.
MKT900_2_Samantha-3: Customers have expectations of the
businesses that they patronize. We want to measure the
expectations that a first-time buyer of a Golds Reling product
would likely have. In addition, we want to measure the
expectations of loyal, repeat customers of Golds Reling.
MKT500_9_2_Carl-4: Ok, sounds like a good investment. Now
can you explain how we are going to measure this investment?
MKT900_2_Samantha-4: Well, there are many marketing
research techniques, and just about any can be used to address
satisfaction among Golds Reling customers. However, both Ed
and I feel that scanner data and surveys are the best methods to
employ.
· Scanner data allow the investigation of brand switching,
loyalty, price sensitivity, and the conducting of marketing

experiments.
· Surveys are very flexible and are common instruments for
assessing customer satisfaction.
MKT500_9_2_Carl-5: Excellent. I like what I’m hearing. Your
methods seem very plausible and effective for measuring
customer satisfaction for our new tablets. Thanks to both of
you....excellent work!
Slide 11
Check Your Understanding
Answer the following question.
MarketMarketing research is tremendously _______.
a.
rigid
b.
flexible
c.
confusing
d.
difficult
Incorrect A – Rigid: This is not the terminology used to
describe relationships in matketing research .
Correct B – Flexible: marketing research provides a lot of
flexibilty and allows the researcher to craft various questions

that get to the heart of the business problem.
Incorrect C – Confusing: a good marketing research plan
should not be confusing but clearly specifies the problem
recognition and the need to research.
Incorrect D – Difficult: Although some beleive this is a close
description, it doesn’t explain the interaction experienced and
simplistics methods that can be used in marketing reserach.
Slide 12
Scene 3
[Ed, Samantha – Hallway]
MKT500_9_3_Samantha-1: Today was a highly informative
day. Using marketing research backed with effective techniques
for measuring satisfaction can help us to be very successful in
launching and maintaining customers for our new tablets.
MKT500_9_3_Ed-1: Absolutely. It will also help customers
identify Golds Reling as a company they know, like and trust.
Don’t forget to participate in this week’s threaded discussion
about effectively measuring customer satisfaction for the new
product launch. See you next week!
1. From the scenario, propose two (2) methods that Golds
Reling, Inc. could use in order to effectively measure customer
satisfaction for the new product launch. Choose the most
effective method, and suggest one (1) process that the
organization could follow in order to implement your chosen
method. Justify your response.
2. Imagine that you have been tasked with creating an app for
Apple’s iTunes store. Determine two (2) research tools (surveys
focus groups, concept testing, etc.) you will use to identify
customers’ needs. Provide a rationale for your response
3. From the scenario, suggest two (2) marketing strategy options
that Golds Reling, Inc. could implement. Next, select the option

that you believe will be most effective for the new product
launch. Justify your response.
4. Imagine that you are about to launch a social networking site
that will compete with Facebook. You must provide your boss
with a marketing strategy. Determine the approach you will use
going to measure success. Provide a rationale for your response

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