By Greg Clarke, Gregg Clarke
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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* the global B2B industry is predicted at US $1,000 million * a vital advisor that makes a speciality of center talents associated with the burgeoning MRS education and skills courses * Written through an skilled practitioner * comprises real-life case experiences highlighting key B2B concerns * Of curiosity to scholars, marketplace researchers, agents and basic administration enterprise to enterprise marketplace examine refers to investigate that's undertaken solely in the enterprise international.
Mit diesem Buch erhalten alle Leser, die ihre Produkte aktiv vermarkten wollen, eine unverzichtbare und bewährte Arbeitshilfe. Der Autor zeigt, wie Produktmanager mit den immer komplexer werdenden Aufgaben und Anforderungen umgehen können. Denn über den Erfolg eines Produkts entscheiden die Käufer – und der verantwortliche Produktmanager.
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Extra info for Marketing a Service for Profit
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?
Marketing a Service for Profit by Greg Clarke, Gregg Clarke