discussion post week 4 and responses marketing

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This is 2 part assignment: 1. Write a discussion post answering Discussion question 1 and 2 (ill attach my situation analysis for DQ2) and all other needed resources. Need to be at least 250 words long. 2. Write 2 responses to other students post (see below) with 100 words each min. They will also be examples on how our part 1 should be just in case you are confused. ( will upload by Wednesday or as soon as someone posts) I will then extend time until Saturday evening

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Running Head: MARKETING SITUATION ANALYSIS 1 Marketing situation analysis for Hewlett-Packard Student Name: Professor Name: Course Name &Number: University: Paper Due Date: MARKETING SITUATION ANALYSIS 2 Marketing situation analysis for Hewlett-Packard Introduction Hewlett Packard commonly abbreviated as HP is an international information technology corporation whose headquarters are located in Palo Alto, California. This report comprises of a strategic analysis of HP and examines the internal as well as external factors that affect Hp defining its current strategic as well as competitive position. The PESTEL model, SWOT analysis model, and Porters five forces model are employed in the analysis. PESTEL Analysis Political HP maintains decency, quality, reputable supply chain relations and environment consciousness in order to comply with government controls in regards to Corporate Social Responsibility codes as well as environment codes (HP, 2013). Economical HP primarily depends on revenues from small as well as medium enterprises, printing hardware, internet solutions, as well as financial investments for its overall maintenance. HP registers high production excellence currently shipping two PCs as well as two printers at every split of second. This is a clear indication of its prominence in the industry. HP is ranked in the second position worldwide in regards to shipping equipment. Its current market share is 20% and in the printer production industry, HP has 40.5% market share (US SEC, 2012). MARKETING SITUATION ANALYSIS Social 3 HP has a well captured the local market in USA and there is little room left for expansion. There is little left for HP to do in US market to attract the young generation as the market is pretty dominated by Intel that updates new models on monthly basis. HP can meet the needs of the young generation by updating its PC models as well hardware models for printing to meet the competition posed by the likes of Intel. HP targets both businesses; small businesses and large corporations as well as individual consumers (US SEC, 2012). Its marketing strategy targets anyone with the need for a PC or printer. The undifferentiated marketing strategy helps HP market to reach out to more customers instead of focusing on a single target market. Technological Almost one decade ago, HP went “cyber” that was quite a turning point compared to its 70 years market presence. However, the major turning point of HP was in 1998 its corporate software, corporate system division, as well as support division was amalgamated with Ann Livermore taking over to lead the novel Enterprise Computing Solutions Organization (ECSO). The new investment was $15 billion and the workforce was 44,000 workers (US SEC, 2012). This new advancement gave HP a new market advantage. HP also invests a lot in research to stay ahead in the market. Its investment in technology research has grown in the past as shown in the graph. MARKETING SITUATION ANALYSIS Environment 4 The operations of HP are subject to the local and state regulations as well as foreign laws regarding the environment such as laws that regulate release of pollutants in the air as well as water, regulations governing release of waste materials and hazardous substances as well as clean out of sites that are contaminated (HP, 2013). Legal The Patent Reform Legislation is the leading patent holder in U.S and grants HP and average of four patents on a daily basis. HP has also being subject to frivolous patent lawsuits on many occasions. These lawsuits have negative impacts on HP as it is forced to deflect important and scarce resources from innovation as well as product development that results in minimized economic benefits registered from invention. For example, the recent lawsuit of $1 billion filed by shareholders regarding the Autonomy deal (Garside, 2013). The HP has a strong brand value as shown in the graph although competition in the market is quite prominent. MARKETING SITUATION ANALYSIS Technological Investment in technology research at HP 5 MARKETING SITUATION ANALYSIS 6 Porter’s Five Forces Analysis Threat of Entry HP’s threat of entry is moderate. There is minimal brand loyalty in the industry as consumers often compare the prices of various brands in the market when make a decision to purchase PCs. Consumers assume that the PCs have the same features and functions in the same way and as a result use price in deciding the brand to purchase. As result, the industry is characterized by minimized product differentiation (US SEC, 2012). In the manufacturing process, there is an average capital necessity, low economies of scale as well as lack government regulations. Independent stores use low investments. There is also decreased profitability that reveals the existence of the threat of new entrants. Threat of Substitutes The current threat of substitute for HP is low. HP relies on standards-based technology that signifies the opportunity to choose the item of preference. In order to eliminate barriers and maintain the top position in the industry, HP continuously presents new products and updates processes. The Power of Buyers The bargaining power of the HP buyers is very high. The consumers are very sensitive and considerate of the prices as they prefer buying affordably cheap and high quality products. When presented with PC, software, or hardware from different brands and with varied prices, the consumers opt for the cheaper brand (HP, 2013). The consumer power for HP is quite low as the brand has a very high demand and as a result, HP has the power to decode the production amount MARKETING SITUATION ANALYSIS 7 as well as the prices of the products. Consumers are presented with very many substitutes. Further, there lacks any prominent variation between products made in the market. The Power of Suppliers The bargaining power of suppliers for HP is high as well. The supply of the various components of PC in the market is very high. And as a result, a company can build a PC by utilizing components from varied suppliers such as monitor, DVD drive, and hard disk among others (US SEC, 2012). Microsoft as well as Intel has promiscuous bargaining power held against the various suppliers of PC components Competitive Rivalry Competitive rivalry in the industry is very high. For example, when one company lowers the price of its PCs in order to maintain its position and attract customers, it directly impacts the other companies. In response, the other companies have to lower the price of their products in order to maintain and attract customers as well (HP, 2013). The companies also register lower profits as they are forced to sell their products at low prices in order to attract customers. SWOT ANALYSIS MARKETING SITUATION ANALYSIS 8 Strengths Weaknesses 1. Well established presence in China Profound 1. meager existence in tablet market brand reputation 2. 29% of HP’s revenues is from the division of 2. Diversified product assortment 3. personal systems 3. deprived proficiency in acquisitions Opportunities 1. Threats 1. sluggish growth rate in the PC market reprisal from current software service firms 2. Growing demand for cloud based services 2. Rapid technological change 3. increase services as well as project solutions divisions 3. 4. achievement of supplementary patents related to technology 5. Conclusion HP has a strong brand that gives an added market advantage. Its target customers entail anyone who might need a PC or a printer. This diversified marketing strategy helps HP meet a diverse range of consumers. It market MARKETING SITUATION ANALYSIS 9 dominance in China is one of its strongholds. However, HP needs to diversify in order to meet a wider range of consumers including investing in tablet market. References MARKETING SITUATION ANALYSIS 10 HP (2013). HP Corporate Information. Available at: http://www8.hp.com/us/en/hpinformation/index.html Garside, J. (2013). Hewlett-Packard faces $1bn lawsuit from shareholders over Autonomy deal. The Guardian. Available at: http://www.guardian.co.uk/business/2013/may/07/shareholders-sue-hp-autonomy-deal US SEC (2012). Hewlett-Packard Company 10-K. Available at: http://www.sec.gov/Archives/edgar/data/47217/000104746912011417/a2211959z10k.htm Interbrand (2012). Best Global Brands 2012. Available at: http://www.interbrand.com/en/bestglobal-brands/2012/Best-Global-Brands-2012.aspx This is 2 part assignment: 1. Write a discussion post answering Discussion question 1 and 2 (ill attach my situation analysis for DQ2) and all other needed resources. Need to be at least 250 words long. 2. Write 2 responses to other students post (see below) with 100 words each min. They will also be examples on how our part 1 should be just in case you are confused. ( will upload by Wednesday or as soon as someone posts) Discussion Question 1 Harvard Business Review's "In Search of a Second Act" case study. You can search for it in Business Source Complete (EBSCO) https://www.ebsco.com/ or use the see "How to find an article" in the Course Information tab. Two authors gave their point-of-view on the company's thoughts on launching a new product. What is your opinion on what the company should do? Please use at least one outside resource to support your answer. The resource must be professional but does not need to be scholarly. Discussion Question 2 Identify a strategy for your business in the product area of the marketing mix. Use support from your situation analysis. We want you to comment on each other’s strategies to get you ready for your next assignment. Resources http://www.viddler.com/embed/7b4e36c2/?f=1&autoplay=0&player=full&disablebranding=0 http://www.viddler.com/embed/7c33265d/?f=1&autoplay=0&player=full&disablebranding=0 http://www.viddler.com/embed/d2fa62d1/?f=1&player=arpeggio&secret=47063622&make_responsive =0 PART2 Other student discussions ( will upload by Wednesday evening) 1 CHAPTER 7: PRODUCT STRATEGY AND NEW-PRODUCT DEVELOPMENT Copyright © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. McGraw-Hill Education Part 3: Develop the Value Offering—The Product Experience LEARNING OBJECTIVES 2        Understand the essential role of the product experience in marketing Define the characteristics of a product Recognize how product strategies evolve from one product to many products Understand the life of a product and how product strategies change over time Recognize the importance of new-product development to long-term success Understand the new product development process Identify how new products become diffused in a market Product Characteristics 3  A product is anything that delivers value to satisfy a need or want and includes physical merchandise, services, events, people, places, organizations, information, or ideas. Product Characteristics 4  Defining the Product  Essential Benefit is the fundamental need met by the product (getting from point A to point B on an Southwest Airlines)  Core Product is the physical, tangible elements. (One kind of aircraft, low fares, good website)  Enhanced Product includes additional features, designs, and innovation that exceed expectations. (Frequent flyer program, fun and entertaining flight attendants) 5 Four Products and Their Essential Benefits EXHIBIT 7.2 DEFINING THE PRODUCT AT SOUTHWEST AIRLINES CHAPTER 01 Enhanced Product Experiences exceed minimum expectations Frequent flyer programs Reserved seating Core Product On time Safe Experience matches expectations Essential Benefit Moving from Point A to Point B 6 Product Classifications 7 Tangibility – physical aspects of the product experience  Durability – product usage  Product Classifications 8  Consumer Goods Convenience Goods Shopping Goods Specialty Goods Unsought Goods Product Classifications 9  Business Goods Materials Parts MRO Supplies Capital Goods Product Discrimination: Create a Point of Differentiation 10 Form Style Features Performance Quality Repairability Conformance Quality Reliability Durability 1010 Product Plan: Moving from One Product to Many Products 11 Product Line: A group of products linked through usage, customer profile, price points, and distribution channels or needs satisfaction  Product Mix: all the products offered by a company  Product Decisions Affect other Marketing Mix Elements 12  Pricing Individual product pricing within the product line  “good, better, best” product line strategy  Technology companies face special challenges as newer models have better features and lower prices   Marketing Communications Focus on a single product or the brand?  Allocation of budget: Most popular products? Entire line? New products?  BUILDING THE PRODUCT EXPERIENCE 13  Product Life Cycle Product Life Cycle Sales Revenue and Profitability Product Life Cycle Timeline Product Life Cycle Caveats CHAPTER 01 EXHIBIT 7.12 THE PRODUCT LIFE CYCLE Reprinted from Roger Kerin, Steven Hartley and William Rudelius, Marketing 9E, 2009. 14 Product Life Cycle 15  Introduction Phase Market Conditions Strategy Product Price Marketing Communications Distribution 10-15 Product Life Cycle 16  Growth Phase Market Conditions Strategy Product Price Marketing Communications Distribution Product Life Cycle 17  Maturity Phase Phase defined by the sales growth of the product category 1. 2. 3. Relative Market Expansion Market Stability Market Deterioration Product Life Cycle 18  Maturity Phase Market Conditions Strategy Product Price Marketing Communications Distribution Product Life Cycle 19  Decline Phase Market Conditions Strategy Product Price Marketing Communications Distribution New Products Defined 20  Company Perspective  New-to-the-World   Disruptive Innovation are so innovative they create a fundamental change in the marketplace. Ex. Cell phones, tablets Sustaining Innovations are newer, better faster versions of existing products or additions to existing product lines. Ex. Diet Coke, Coke Zero  Reposition  Add new market segments Ex. Cell phones from business usage to adults to teens  Cost  Existing Products Reduction Introduce lower cost products with fewer features or scaled back warranty or service New Products Defined 21  Customer’s  The Perspective customer’s perspective is much more narrow and self directed.  The customer is most interested in an answer to the fundamental question—is this new product new to me?  First purchase of a cell phone , house or auto can be a intimidating experience Why do Products Fail? 22 23 New Product Development Process  The three major activities in new product development are: 1. 2. 3. Identify Product Opportunities Define the Product Opportunity Develop the Product Opportunity Identify Product Opportunities 24  Generate New Ideas Internal External Customers Distributors Identify Product Opportunities 25 Screen and Evaluate Ideas Go-to-Market Mistake Firm fails to keep a bad product idea from moving into product development Stop-to-Market A Mistake good idea is eliminated prematurely Identify Product Opportunities 26  Screen and Evaluate Ideas  Prioritize ideas that pass initial screening and evaluation  Time to market (how long will it take to develop and get the product to market).  ROI (what is the expected return for the dollars invested in the project).  New product fit with overall company product portfolio. Define the Product Opportunity 27  Define the Product Opportunity  Define and test the product idea  Create a marketing strategy  Analyze the product’s business case Define the Product Opportunity 28  Define and Test the Product Concept  Product  Define Definition Objectives the value proposition  Identify the target market and purchase frequency  Delineate the product characteristics  Look, feel, physical characteristics, features Define the Product Opportunity 29  Create the Marketing Strategy Budget Target Market Define the Product Opportunity 30  Define the Product Opportunity  Conduct Business Case Analysis  Total Demand  New purchases  Repeat purchases  Replacement purchases  Profitability Analysis  Long and short term analysis Define the Product Opportunity 31  Define the Product Opportunity Conduct Total Business Case Analysis Demand  New purchases  Repeat purchases  Replacement purchases Profitability Analysis Develop the Product Opportunity 32  Develop the Product Opportunity  Develop The Product  Product Testing:  Test alpha and beta the Market  Consumer Product Market Tests  Business Product Market Tests  Product Launch 33 CONSUMER ADOPTION AND DIFFUSION PROCESS  Consumer Product Adoption Process  Innovation diffusion process is how long it takes a product to move from first purchase to last purchase (the last set of users to adopt the product).  An individual moves through five stages before adopting a product. Awareness Interest Evaluation Trial Adoption The Diffusion of Innovations 34 CHAPTER 8: BUILD THE BRAND Copyright © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. McGraw-Hill Education Part 3: Develop the Value Offering—The Product Experience LEARNING OBJECTIVES 2     Recognize the essential elements in a brand Learn the importance of brand equity in product strategy Explain the role of packaging and labeling as critical brand elements Define the responsibility of warranties and service agreements in building consumer confidence 3 BRAND: THE FUNDAMENTAL CHARACTER OF A PRODUCT  A brand is “a name, term, sign, symbol, or design, or a combination of them, intended to identify the goods or services of one seller or groups of sellers and to differentiate them from those of competitors”. ~American Marketing Association Brands Play Many Roles 4  Branding strategy is an integral part of the product development process because companies know that successful new products result from a well conceived branding strategy. Brands Play Many Roles 5  Customer Brand Roles  The brand conveys information about the product.  Brands educate the customer about the product.  Brands help reassure the customer in the purchase decision. Brands Play Many Roles 6  Company Brand Roles  Brands offer legal protection for the product through a trademark.  Brands offer an effective and efficient methodology for categorizing products. Brands Play Many Roles 7  Competitor Brand Roles  Market-leading brands provide competitors with a benchmark against which to compete.  Avis: We’re #2. We try harder.  Pleasure motorboat makers “we re just as good as Sea-Ray but less expensive.” The Boundaries of Branding 8    A good branding strategy will not overcome a poorly designed product that fails to deliver on the value proposition. Counterfeit products or illegal activities conducted under the name of another company’s brand can do significant damage to the brand. There must be real, identifiable and meaningful differences among products in the market space. 9 BRAND EQUITY – OWNING A BRAND  Defining Brand Equity  “a set of assets (and liabilities) linked to a brand’s name and symbol that adds to (or subtracts from) the value provided by a product or service to a firm or that firm’s customers.” 10 BRAND EQUITY – OWNING A BRAND  Defining Brand Equity Brand Awareness Brand Assets Brand Association Brand Loyalty Perceived Quality EXHIBIT 8.3 World’s Most Valuable Brands 11 Source: Business Week, August 6, 2007, http://bwnt.businessweek.com/interactive_reports/top_brands/ 12 BRAND EQUITY – OWNING A BRAND Perceived Quality Brand Connections Brand Loyalty Customers Gives them a reason to buy 1. Customers seek information on familiar brands 2. Strong brands generate positive attitude Brand loyal customers spend less time in the purchase decision Brand Sponsor 1. Extend the product range 2. Price premium 3. Differentiates n the marketplace Strong brands create a barrier for competitor’s new brand 1. Reduces marketing costs 2. Gives channel leverage 3. Word-of-mouth 4. Forgiving customers Linking Strategy to Benefit Build quality into Extend the brand the entire customer to new products experience Marketers have more flexible budgets BRANDING DECISIONS 13  Stand Alone or Family Branding  Stand alone brands separate the company from the brand which insulates the company if there is a problem with the brand but are expensive and offer little or no synergy between company brands.  Lever Brothers personal care products: AXE, Dove, Lifebuoy, Lux, Ponds, Rexona, Sunsilk,Vaseline  Family branding advantages and disadvantages are just the opposite.  Heinz ketchup and other condiments 14 Brand, Line, and Category Extensions BRANDING DECISIONS 15  National or Store Branding  National brands that are sold around the country under the same brand.  Create efficiencies in marketing communications and distribution  Higher perceived quality and price  Store brands are when large retailers create a store brand to market their own products.  Stores contract with national manufacturers like P&G and compete with national brands through lower prices. BRANDING DECISIONS 16  Licensing  Companies can also choose to extend their brand by licensing – offering other manufacturers the right to use the brand in exchange for a set fee or percentage of sales.  Little risk  Generates additional revenue  Extends the brand and builds brand associations with new users  Most be monitors closely for product quality and brand image protection BRANDING DECISIONS 17  Co-Branding  Co-branding joins two or more well known brands in a common product or takes two brands and markets them in partnership.  Soft drinks and Splenda  Intel Inside Co-Branding 18  Advantages  Strength of each brand supports the other  Opens up new markets  Lowers marketing communication costs  Disadvantages  Loss of control  Negative effect if one brand has problems  Overexposure Branding Decisions 19  Co-Branding Relationships  Joint Venture like American Express affinity cards  Two internal brands are linked like P&G linking Scope and Crest  Multiple companies join to create a new brand like Marriott Hotels and Ikea creating a new European hotel brand for Millenials  Retailers share the same location like Starbucks and Barnes & Noble PACKAGING AND LABELING: ESSENTIAL BRAND ELEMENTS 20  Package Objectives Protect Promote Usage Communicate PACKAGING AND LABELING: ESSENTIAL BRAND ELEMENTS 21  Effective Packaging  Aesthetics  Color plays a significant role in package design and in the entire branding strategy.  Designs that are appropriate, interesting, and persuasive to the target market are critical.  Harmonizes with All Marketing Mix Elements  The package reinforces marketing communications by connecting advertising images (logo, pictures on the package) to the customer. PACKAGING AND LABELING: ESSENTIAL BRAND ELEMENTS 22  Labeling Legal Requirements Marketing Requirements Consumer Requirements WARRANTIES AND SERVICE AGREEMENTS: BUILDING CUSTOMER CONFIDENCE 23  General warranties make broad promises about product performance and customer satisfaction.  Allows  customers to return for a variety of reasons Specific warranties, on the other hand, offer explicit product performance promises related to components of the product.  Auto warranties are specific like drive train or tires WARRANTIES AND SERVICE AGREEMENTS: BUILDING CUSTOMER CONFIDENCE 24  Warranties help define the brand  Cost versus benefit  Must be competitive within the industry  Hyundai uses warranty to build confidence in Korean cars  Conveys a message to the customer about perceived quality and manufacturer commitment to customer satisfaction Photo Credits 25     Slide 8-4: McGraw-Hill Education, Mark Dierker, photographer Slide 8-5: The McGraw-Hill Companies/Jill Braaten, photographer Slide 8-6: The McGraw-Hill Companies/Jill Braaten, photographer Slide 8-9: McGraw-Hill Education, Mark Dierker, photographer CHAPTER 9: SERVICE AS THE CORE OFFERING Copyright © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. McGraw-Hill Education Part 3: Develop the Value Offering—The Product Experience LEARNING OBJECTIVES 2    Understand why service is a key source of potential differentiation Explain the characteristics that set services apart from physical goods Explain the service-profit chain and how it guides marketing management decisions about service  Describe the continuum from pure goods to pure services  Discuss concepts of service quality and gap analysis  Measure service quality through use of SERVQUAL  Understand service blueprinting and how it aids marketing managers WHY SERVICE IS IMPORTANT 3    A service is a product in the sense that it represents a bundle of benefits that can satisfy customer wants and needs, yet it does so without physical form. More than 80% of U.S. jobs are service-related Services produce 75% of GDP Service as a Differentiator 4   Focusing on service and on enabling employees to effectively deliver service can be one differentiator that is hard for the competition to replicate. Great service provides sustainable competitive advantage A New Dominant Logic for Marketing 5  Customers do not buy goods or services:  They buy offerings which render services which create value ….  The traditional division between goods and services is long outdated.  A service-centered perspective leads to market expansion by assisting customers in the process of specialization and value creation. EXHIBIT 9..1 Characteristics of Services 6 Intangibility Inseparability Variability Perishability Intangibility 7    A service cannot be experienced through the physical senses. It cannot be seen, heard, tasted, felt, or smelled by a customer. Goods can easily be experienced through the senses. Inseparability 8 A customer still can’t really experience it until it is actually consumed.  It is produced and consumed at the same time and cannot be separated from its provider.  Variability 9  Because it cannot be separated from the provider, a service’s quality can only be as good as that of the provider him/herself. Perishability 10 A service cannot be stored or saved up for future use.  Perishability is a major potential problem for service providers.  Fluctuating demand is related to perishability of services.  EXHIBIT 9.2 The Service-Profit Chain 11 Reprinted by permission of Harvard Business Review, from “Putting the Service–Profit Chain to Work”, by James L. Heskett, Thomas O. Jones, Gary W. Loveman, W. Earl Sasser Jr. and Leonard A. Schlessinger, March/April 1994. Copyright © 1994 by the Hardvard Business School Publishing Corporation; all rights reserved. THE SERVICE-PROFIT CHAIN 12  Internal Service Quality  Internal marketing, treating employees as customers, and developing systems and benefits that satisfy their needs, is an essential element of internal service quality. Internal Service Quality 13   Firms practicing internal service quality are customer-centric: They do the following: 1. 2. 3. Instill an organization-wide focus on understanding customers’ requirements. Generate an understanding of the marketplace and disseminate that knowledge to everyone in the firm. Align system capabilities internally so that the organization can respond effectively with innovative, competitively differentiated, satisfaction-generating goods and services. 14 Satisfied, Productive, and Loyal Employees  Internal marketing must include the following: Competing for talent Knowing and reacting to employees’ needs. Offering an overall vision Measuring and rewarding great service performance Training and developing people Enabling employees to make their own decisions Stressing teamwork Modeling desired behaviors by managers 15 Greater Service Value for External Customers  There is strong evidence that attention to internal service quality and to employee satisfaction, productivity, and retention result in stronger value to external customers of a service. 16 Greater Service Value for External Customers   Customers set their expectations based largely on the evidence provided by the marketer before the purchase. Customer Expectations Management  Do not set customer expectations so high that they cannot be effectively met on a consistent basis. 17 Customer Satisfaction and Loyalty  Loyalty sparks:  High customer retention – low propensity to switch, as well as repeat business and referrals.  Customer advocacy – a willingness and ability on the part of a customer to participate in communicating the brand message to others. EXHIBIT 13.4 Focus on the Most Satisfied Customers 18 Reprinted by permission of Harvard Business Review, from “Putting the Service–Profit Chain to Work”, by James L. Heskett, Thomas O. Jones, Gary W. Loveman, W. Earl Sasser Jr. and Leonard A. Schlessinger, March/April 1994. Copyright © 1994 by the Hardvard Business School Publishing Corporation; all rights reserved. EXHIBIT 9.5 Continuum of Evaluation for Different Types of Offerings 19 Source: Valarie A. Zeithaml, “How Consumer Evaluation Processes Differ between Goods and Services,” in Marketing of Services, James H. Donnelly and William R. George, eds. 1991. Reprinted with permission of the American Marketing Association. SERVICE ATTRIBUTES 20 Search Attributes  Experience Attributes  Credence Attributes  SERVICE QUALITY 21  Service quality represents a formalization of the measurement of customer expectations of a service compared to their perceptions of actual service performance.  Service Encounter  Customer Delight  Moment Of Truth Gap Analysis 22 Gap 1 • Management’s Perceptions of Customer Service Expectations versus Actual Customer Expectations of Service Gap 2 • Management’s Perceptions of Customer Service Expectations versus the Actual Service Quality Specifications Developed Gap Analysis 23 Gap 5 Gap 3 • Perceived Service by Customers versus Actual Customer Expectations of Service • Actual Service Quality Specifications versus Actual Service Delivery Gap 4 • Actual Service Delivery versus What the Firm Communicates it Delivers EXHIBIT 9.6 Gap Model of Service Quality 24 Source: A. Parasuraman, Valarie A. Zeithaml, and Leonard L. Berry, “A Conceptual Model of Service Quality and its Implications for Future Research,” Journal of Marketing, Fall 1985, pp. 41–50. Reprinted with permission of the American Marketing Association. SERVICE QUALITY 25  SERVQUAL: A Multiple Item Scale to Measure Service Quality Tangibles Empathy Reliability Five dimensions of service quality Assurance Responsiven ess SERVICE BLUEPRINTS 26  Service blueprints map out a complete pictorial design and flow chart of all the activities from the first customer contact to the actual delivery of the service. EXHIBIT 9.13 27 Service Blueprint for Floral Delivery Photo Credits 28   Slide 9-4: Image Club Slide 9-20: Tom Grill/Corbis
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Running head: MARKETING DISCUSSION

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Discussion question 1
Oflek and Avery present a dilemma in Steph’s search for the direction of her product. I
agree with the authors’ view that the approach of narrowing to either toys or language is narrowminded. Gauri Nanda advises that Steph should not pester herself with questions of
specialization in one field. Ravi Sawhney, in what seems to be supportive argument to what
Nanda says, advises that Steph should focus on building a brand. I relate more to Nanda’s
argument that Steph’s identity is the mix of fun and learning the basics. She reasons that taking
the fun out of it and making it a simple learning aid would lose consumers and specializing in
toys would be met by stiff competition from other manufacturers (Oflek & Avery, 2013). The
reason I agree with this argument is that from the definition of the case study, Steph’s consumers
rely on the basic teaching aid that her product presents. Therefore, presenting the language levels
to promote repeat buying would work for h...


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