Synthesis of: Como asegurar el valor del cliente - Del servicio a la gerencia de clientes
The chapter is an informative text and is written in an educational style. It is divided into eight sections. The first is the introduction. The second section defines what client management is. The third section explains what the new marketing vision is. The fourth section defines what relational marketing is. The fifth section details what customer relationship management and its key aspects, purpose and limitations. The sixth section explains a methodology for the implementation of client relationship management. The seventh section explains a plan for implementing customer relationship management. The final section is a set of questions for the reader to answer.
The objectives of the text are the following: to differentiate between client management and client service; to define the theoretical concepts and methodologies of client management; to introduce the concept of relational marketing and differentiating it from transactional marketing; and; to analyze CRM as a strategy that supports and facilitates relational marketing.
Several concepts are presented in the text. These are client management, relational marketing and customer relations management. Client management is the set of global and integral strategy oriented towards the anticipation and satisfaction of the needs of the client trying to maintain and consolidate the loyalty, permanence, stability, growth and profitability for the organization. Relational marketing is a strategy that assumes that marketing is a set of relationships, networks and interactions. Customer relations management (CRM) is the management of client relations supported by technological tools to generate value for both clients and business. Some of the objectives of CRM can be: the collection of data; the streamlining of sales force, marketing and customer contact.
The text presents three ideas. The first is a new vision for marketing with a more educated client with more autonomy to make decision with better information than traditional marketing that is more active and dynamic based on the behavior of the client, such as the life cycle of the client. The appropriate strategies should be used for each step in this life cycle. The second idea is about the challenge for business to construction, develop, and consolidate when there are new technologies, different market conditions and clients have distinct realities. The third idea presented in the text is about how to formulate a relational marketing plan. The suggested plan is based on the concepts presented in the text and has the following steps: formulation of the strategy service, definition of the discipline of value, education of internal and external customers, knowing your customer, define the categories of customer relations, meet customers, listen to the customer, direct contact with the customer, visible management for the client, post sale customer tracking, obtaining a customer satisfaction index, benchmarking such as measuring profitability and customer value.
Opinion, Conclusions and Application
Client management can create a more stable customer base by maintaining a long lasting relationship with clients thus bringing stability to a businesses that are first movers when using this strategy. It also creates markets that have high entry standards making it difficult for competitor to enter the market requiring them to focus only on new clients who do not have existing relationships with businesses.
This methodology is a long-term defensive strategy to retain clients. It provides businesses with a foothold and prevents the easy penetration of competitors into its existing client base. Businesses can add value to consumer relationships, with customers who are willing to commit, even though the product may not be service oriented using relational marketing strategies. However, this strategy can only be applied where territory has already been gained through transactional and/or loyalty marketing.
Counter strategy: The fortification of territory is obtained by encouraging cross-sales, developing depth line, relations based on reward, social relations, personalized relationships, financial relations, structural relations and other types of relationships with target audiences. To attack the fortification we attack the above relations, by offering a better relation, or debase the fortification by attacking the underlying product or service, that is, through product differentiation. However this may be more costly than obtaining clients without an existing relationship with a competitor.
The possibility to debasing the fortification leads us to this conclusion:
Do not build forts on unstable ground such as sand.
What does this mean? It means using relational marketing can be dangerous when the underlining product or service is weak and underdeveloped. It is prerequisite that the underlining product or service is strong and well developed for the implementation of customer management to hold market territory reliably.
miércoles, 24 de junio de 2009
Synthesis of: Sharma, S., (1999), Trespass or symbiosis? Dissolving the boundaries between strategic marketing and strategic management. Journal of St
Synthesis of: Sharma, S., (1999), Trespass or symbiosis? Dissolving the boundaries between strategic marketing and strategic management. Journal of Strategic Marketing, Volume 7, Issue 2, pp. 73–88.
The paper is and an expository text. It begins by tracing the decline in the importance of marketing strategy in competitive strategy. It then describes the emergence of strategic marketing as a more integrative discipline than marketing strategy, and the recent reapprochement in research ideas around competitiveness in strategic marketing and strategic management.
The objective of the article is to address the debate about the role of strategic marketing within the domain of firm competitive strategy.
The main argument of the paper is that shifting market boundaries, rapid technological change, shorter product lifecycles, and changing organizational forms have changed competitive rules and increased the complexity of business problems. These changes require a greater interdisciplinary approach and integration in teaching and research to reflect the practice of competitive strategy. This recognizes the importance of both an external focus based in market orientation and an internal focus on firm resources and capabilities.
The principle concepts introduced are strategic marketing and strategic management. Strategic marketing emerged in response to criticisms that marketing had failed to consider adequately the development of long-term competitive advantage. Strategic marketing involved a more judicious matching of a firm’s resources with environmental opportunities and constraints so as to achieve a long-run competitive advantage. Strategic management draws concepts such as segmentation, differentiation, positioning, life cycle analysis, product innovation, and product diffusion processes, from marketing strategy and packaging them for formulating business and corporate level competitive strategies.
The main ideas presented in the paper is that over the last few decades, several business developments have accelerated changes in market conditions and the rules of competition, pointing towards the need for greater integration of the different academic business disciplines. In addition, new organization forms are dissolving functional boundaries. Clear distinctions between firms and markets and between the company and its external environment are disappearing. Also, innovation has emerged as an important focus of competitive strategy research in both strategic management and strategic marketing. Strategic marketing with its emphasis on external innovation can complement with strategic management’s developments in internal innovations to research sustaining competitive advantage based on invisible assets and capabilities. The concept of market orientation with its notions of innovation, entrepreneurship, and organizational renewal and growth is an area with promise for strategic management.
The paper concludes that the new business realities of team building, close partnerships with customers, boundaryless organizations, organizational learning and adaptation, internal innovation, the need to manage alliances and co-operative networks, social responsiveness and ethics, indicate that multi-disciplinary research approaches and theoretical frameworks require multi-disciplinary teams of managers trained by multi-disciplinary teams of educators.
Opinion, Conclusions and Application
The paper outlines the trends in the business world where both the disciplines of strategic management and strategic marketing are merging as well as other disciplines in the business world. The conclusions are relevant because business professional should be aware of these trends to maintain competitive advantage and to create the appropriate teams of managers to take their businesses into the future or to obtain the correct education for their current team of managers.
We find that this is yet another phase in the business world and it changes from the divided disciplines of strategic management and strategic marketing to a more unified form to confront business objectives as they become unified. It also shows the increasing trend of complexity in the role of management and management teams.
The paper is and an expository text. It begins by tracing the decline in the importance of marketing strategy in competitive strategy. It then describes the emergence of strategic marketing as a more integrative discipline than marketing strategy, and the recent reapprochement in research ideas around competitiveness in strategic marketing and strategic management.
The objective of the article is to address the debate about the role of strategic marketing within the domain of firm competitive strategy.
The main argument of the paper is that shifting market boundaries, rapid technological change, shorter product lifecycles, and changing organizational forms have changed competitive rules and increased the complexity of business problems. These changes require a greater interdisciplinary approach and integration in teaching and research to reflect the practice of competitive strategy. This recognizes the importance of both an external focus based in market orientation and an internal focus on firm resources and capabilities.
The principle concepts introduced are strategic marketing and strategic management. Strategic marketing emerged in response to criticisms that marketing had failed to consider adequately the development of long-term competitive advantage. Strategic marketing involved a more judicious matching of a firm’s resources with environmental opportunities and constraints so as to achieve a long-run competitive advantage. Strategic management draws concepts such as segmentation, differentiation, positioning, life cycle analysis, product innovation, and product diffusion processes, from marketing strategy and packaging them for formulating business and corporate level competitive strategies.
The main ideas presented in the paper is that over the last few decades, several business developments have accelerated changes in market conditions and the rules of competition, pointing towards the need for greater integration of the different academic business disciplines. In addition, new organization forms are dissolving functional boundaries. Clear distinctions between firms and markets and between the company and its external environment are disappearing. Also, innovation has emerged as an important focus of competitive strategy research in both strategic management and strategic marketing. Strategic marketing with its emphasis on external innovation can complement with strategic management’s developments in internal innovations to research sustaining competitive advantage based on invisible assets and capabilities. The concept of market orientation with its notions of innovation, entrepreneurship, and organizational renewal and growth is an area with promise for strategic management.
The paper concludes that the new business realities of team building, close partnerships with customers, boundaryless organizations, organizational learning and adaptation, internal innovation, the need to manage alliances and co-operative networks, social responsiveness and ethics, indicate that multi-disciplinary research approaches and theoretical frameworks require multi-disciplinary teams of managers trained by multi-disciplinary teams of educators.
Opinion, Conclusions and Application
The paper outlines the trends in the business world where both the disciplines of strategic management and strategic marketing are merging as well as other disciplines in the business world. The conclusions are relevant because business professional should be aware of these trends to maintain competitive advantage and to create the appropriate teams of managers to take their businesses into the future or to obtain the correct education for their current team of managers.
We find that this is yet another phase in the business world and it changes from the divided disciplines of strategic management and strategic marketing to a more unified form to confront business objectives as they become unified. It also shows the increasing trend of complexity in the role of management and management teams.
Synthesis of: Franklin, P., (Autumn 2000), Problems and Prospects for Practice and Theory in Strategic Marketing Management. The Marketing Review, Vol
Synthesis of: Franklin, P., (Autumn 2000), Problems and Prospects for Practice and Theory in Strategic Marketing Management. The Marketing Review, Volume 1, Number 3, pp. 341-361.
The paper is and an expository text. It is divided into four main parts. The first part details the problem with both the ideas and practice of strategy and marketing strategy. The second part goes on to demonstrate that this problem is caused by dependence of both strategy and marketing on micro-economic theory. The third part outlines the prospect for strategy and strategic marketing management, and focuses on the importance of people and creativity in marketing and in strategic decision making. The final part offers a summary, conclusions and implications for practice.
The objective of the paper is to investigate the problems and prospects in relation to the theory and practice of strategic marketing management. There are in general problems with the ideas and practice of strategy. The main problem with strategy and with marketing strategy is the “absence of a shared mental model” or “agreed paradigm”. The second problem facing strategy and marketing is their dependence on micro-economics. Marketing, for example, suffers from a focus on the idea of exchange, which assumes consumer are ideal despite the reality of social and economic inequalities, and the distorting effects of marketing.
This has two consequences for marketing and strategy theory and practice are concerned with the focus of analysis in strategy, and the second is concerned the identity or category of those who are assumed to be in the best position to manage strategy.
In relation of the future for strategy and marketing, there are three main emerging themes. The first is concerned the shift in attention from an economics perspective to a behavioral one. The second theme is a product of the emergence of postmodernism which denies the possibility of a generalized theory and instead recognizes individual identity, which permits the idea of contingency and fragmentation. The third theme proposes a more conservative approach and seeks integration among the opposing schools of strategy.
There are several conclusions made in the paper. Firstly, an in-depth understanding of the foundations of the models, and what the models do and don’t do, should determine the choice and the use of models in practice. Secondly, all strategy, all marketing, all strategic marketing is shaped by our perceptions of reality. Thirdly, marketing and strategy, including marketing strategy, is about taking actions today which will affect our futures tomorrow. Finally, what we think we know about today appears to be certainties but can be subject to dispute in the future and even discarded and forgotten.
Opinion, Conclusions and Application
The paper points out that there are several different models for strategic decision making however it does not identify which should be applied to which situation. This means that there is no deterministic method and we are left to apply each model based on experience. Science in this case does not appear to provide an answer.
The paper also is important because it helps students understand that the theory behind marketing is changing and that although there are strategies today that apply and are used they may be outdated as the business world changes. Since the future is unknown and the ways businesses operate depends on what the future is the obvious conclusion is that business theory will need to change to accommodate, that is there will be a different focus and different theory to explain it. This identifies the need for each business leader to continual update their knowledge as the business world changes.
When businesses are in a competitive environment differentiation is a survival requirement and is achieve by innovation. It is impossible for science to predict the type of innovation that will occur in business practices and, in this particular case, in marketing strategy. It is a fallacy to believe that it is possible to create a universal scientific theory on strategy because the act of studying strategies will only lead to a study of outdated strategies. At the forefront of the business world innovative strategies are invented before science has time to analysis them and once these strategies become common, science has the opportunity to study and evaluate them when they are outdated! Take this argument for example, if all participates use game theory in their analysis for strategy what advantage is there? Neither participate wins or they in fact only reinforce or amplify their position. Real strategic innovation is invented before other participates have the time to study them providing a competitive advantage. So how can science provide the wisdom to produce leading strategies? This explanation explains the phenomena that the paper fails to identify – “What appear to be certainties today become subject to dispute tomorrow, and on the day after become forgotten and discarded”.
The paper is and an expository text. It is divided into four main parts. The first part details the problem with both the ideas and practice of strategy and marketing strategy. The second part goes on to demonstrate that this problem is caused by dependence of both strategy and marketing on micro-economic theory. The third part outlines the prospect for strategy and strategic marketing management, and focuses on the importance of people and creativity in marketing and in strategic decision making. The final part offers a summary, conclusions and implications for practice.
The objective of the paper is to investigate the problems and prospects in relation to the theory and practice of strategic marketing management. There are in general problems with the ideas and practice of strategy. The main problem with strategy and with marketing strategy is the “absence of a shared mental model” or “agreed paradigm”. The second problem facing strategy and marketing is their dependence on micro-economics. Marketing, for example, suffers from a focus on the idea of exchange, which assumes consumer are ideal despite the reality of social and economic inequalities, and the distorting effects of marketing.
This has two consequences for marketing and strategy theory and practice are concerned with the focus of analysis in strategy, and the second is concerned the identity or category of those who are assumed to be in the best position to manage strategy.
In relation of the future for strategy and marketing, there are three main emerging themes. The first is concerned the shift in attention from an economics perspective to a behavioral one. The second theme is a product of the emergence of postmodernism which denies the possibility of a generalized theory and instead recognizes individual identity, which permits the idea of contingency and fragmentation. The third theme proposes a more conservative approach and seeks integration among the opposing schools of strategy.
There are several conclusions made in the paper. Firstly, an in-depth understanding of the foundations of the models, and what the models do and don’t do, should determine the choice and the use of models in practice. Secondly, all strategy, all marketing, all strategic marketing is shaped by our perceptions of reality. Thirdly, marketing and strategy, including marketing strategy, is about taking actions today which will affect our futures tomorrow. Finally, what we think we know about today appears to be certainties but can be subject to dispute in the future and even discarded and forgotten.
Opinion, Conclusions and Application
The paper points out that there are several different models for strategic decision making however it does not identify which should be applied to which situation. This means that there is no deterministic method and we are left to apply each model based on experience. Science in this case does not appear to provide an answer.
The paper also is important because it helps students understand that the theory behind marketing is changing and that although there are strategies today that apply and are used they may be outdated as the business world changes. Since the future is unknown and the ways businesses operate depends on what the future is the obvious conclusion is that business theory will need to change to accommodate, that is there will be a different focus and different theory to explain it. This identifies the need for each business leader to continual update their knowledge as the business world changes.
When businesses are in a competitive environment differentiation is a survival requirement and is achieve by innovation. It is impossible for science to predict the type of innovation that will occur in business practices and, in this particular case, in marketing strategy. It is a fallacy to believe that it is possible to create a universal scientific theory on strategy because the act of studying strategies will only lead to a study of outdated strategies. At the forefront of the business world innovative strategies are invented before science has time to analysis them and once these strategies become common, science has the opportunity to study and evaluate them when they are outdated! Take this argument for example, if all participates use game theory in their analysis for strategy what advantage is there? Neither participate wins or they in fact only reinforce or amplify their position. Real strategic innovation is invented before other participates have the time to study them providing a competitive advantage. So how can science provide the wisdom to produce leading strategies? This explanation explains the phenomena that the paper fails to identify – “What appear to be certainties today become subject to dispute tomorrow, and on the day after become forgotten and discarded”.
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