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Marketing Intelligence & Planning

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Опубликовано на портале: 10-01-2003
Charles L. Martin, John Adams Marketing Intelligence & Planning. 1999.  Vol. 17. No. 4. P. 192 - 201. 
Discusses the findings of a study in which 309 service encounters between customers and customer-contact personnel in service businesses and retail stores were unobtrusively observed, to measure the occurrence of selected service behaviors (i.e. mostly interpersonal behaviors such as smiling, thanking customer, establishing eye contact, etc.), and to investigate possible behavioral biases. On average, only 72 percent of the measured behaviors were observed in each service encounter. Employees' behaviors were generally less likely to be observed when served customers were male, young, caucasian, or casually dressed. The propensity of frontline workers to systematically discriminate against some types of customers on bases that have little or nothing to do with customers' service requirements represents a downside of employee discretion dubbed as "empowerment by default".
Опубликовано на портале: 09-01-2003
Ronald E. Goldsmith Marketing Intelligence & Planning. 1999.  Vol. 17. No. 4. P. 178 - 185. 
Theories of marketing management and strategy need to evolve and change to keep pace with changes in the marketplace and in marketing practice. As the next century draws closer, it is apparent that some marketing managers are basing their relationships with customers on policies and procedures called either "individualisation", "mass-customisation", or as we prefer, "personalisation". The core of this practice involves tailoring goods and services to the individual needs and wants of specific consumers, just the opposite of one-size-fits-all. We propose that personalisation is so important to marketing strategy that it should become one of the featured elements of the marketing mix, alongside product, price, promotion, place, personnel, physical assets, and procedures, to form a new marketing mix, the 8Ps