Instead with strategic segments one needs to align the 3Vs

First, it gets marketing out of its tactical orientation. In contrast to the 4Ps, the 3vs changes the focus of marketing social media to be more strategic, cross-functional and bottom-line oriented. This is what companies are demanding from their mar

valencia, Spain (prHWY.com) May 19, 2011 - Second, the 3V model helps companies conceptualise an essential question when trying to serve two different segrnents: where in the value network do we build the differentiation in the offer to the segments? Is it purely in marketing redes sociales or the 4Ps or does the value network have to be cut at a deeper level? Perhaps R and D and purchasing can be common but factories, marketing redes sociales and distribution have to be specialised by segment. Thus, marketing becomes a general management function.

Third, marketing innovation can be fostered by continuously asking questions along the 3Vs. Are customers unhappy with the industry or not served at all? What attributes does the industry currently offer that could be eliminated or what new attributes could be offered to customers for the first time? Is it possible to develop a radical new value network that would either offer a much superior solution for the customer and or a much lower cost? Marketing innovation is what companies are looking for from their marketers.
Leading organisational transformation
Marketers should focus on , transformational initiatives that:
* Profitably deliver value to customers
* Require high level of marketing expertise
* Need cross-functional orchestration for successfuI implementation
* Are result-oriented.
Taking these criteria into consideration and the marketplace challenges facing business, the following three organisation- wide transformational initiatives are proposed as being examples of initiatives that are natural for marketers to lead. First, from selling products to providing solutions. The traditional marketing technique of simply offering another standard product under a 'brand name' is currently inadequate to lock in customers. Today, customers are time starved, impatient and demanding. They presume product quality and demand solutions, personalisation, meaningful choice and easy-to-reach companies.
Companies as diverse as Baxter International, WW Grainger, The Home Depot and IBM have recognised these demands. For example, The Home Depot's research indicates that traditional 'Do-It-Yourselfers' are evolving into 'Do-It-For-Mes'. As a result,The Home Depot is intensifying service and training personnel to ask potential shoppers, "What project are you working on?" rather than "What product are you looking for?" Developing customer solutions entails having a thorough understanding of the customer activity cycle and customer total costs. To deliver the customer solution requires a broader skill set, the risk profile to take greater responsibility for performance at the customer site, more flexible operations and organisation, and the ability to manage numerous partnerships with suppliers and competitors, Additionally, capturing the value of solutions delivered to customers requires offering flexible pricing potions. As a result, as IBM observed during its successful attempt to transform itself from a seller of products to providing customer solutions, many of its strengths, such as a decentralise organisation, great technology and strong product divisions, can become precisely those things that stop the firm from making an effective transition

If you want more go here

###

Tag Words: marketing redes sociales

Categories: Business

Link To This Press Release:

URL HTML Code