By Greg Clarke, Gregg Clarke

ISBN-10: 058538472X

ISBN-13: 9780585384726

ISBN-10: 0749419199

ISBN-13: 9780749419196

Addressing the desires of all specialist provider services, from accountants to medical professionals to experts, advertising a provider for revenue will give you the reader with the arrogance to marketplace a provider to the appropriate viewers with the precise procedure.

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Financial service products are just a telephone call away. Computers are bought direct, by mail order. Competing on price alone rarely provides the security of customer loyalty needed by a service business to enable it to confidently plan for the long term. As soon as a cheaper supplier enters the market, there is no reason for customers to remain loyal to their previous service provider. As indicated above, serious strategic problems can be generated within service industries by over-commitment to the ‘product’ concept, and consequent assumptions made about pricing, in a rapidly changing commercial environment.

It is possible, however, that competition from rival suppliers forces such added service elements to be given free of charge, either as an extra benefit to entice the type of customer who would appreciate the offer, or because provision of the service (or facility) element has become an accepted norm from major suppliers in the market. An example of this latter point is ‘free’ Internet access now available with the purchases from particular suppliers. The cost of Internet access is recovered by the service (facility) provider from the telecoms (facility) provider whose business has been increased, instead of being charged by the service provider directly to the customer.

ACTION POINTS • How are your customers inclined to view the service you offer? Find out! • Is your business purely service? Is the purchase of goods from another supplier dependent upon the service you provide, or do you provide a mixture of goods and services? These factors will affect your strategy for finding and keeping customers. Analyze your business in these terms and rethink your strategies in terms of what your customers do, rather than what you do. • Can you add on a service to your existing business offer, to encourage customers to come to you and/or continue buying from you, or to increase your turnover and profit by selling an improved ‘package’ of benefits?

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Marketing a Service for Profit by Greg Clarke, Gregg Clarke


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