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
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