Introductie Marketing Overzicht VUB- startersseminarie 2005 Prof. dr. Malaika Brengman Inleiding tot Marketing Inleiding tot Marketing

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1 Introductie Marketing Overzicht VUBstartersseminarie 2005 Concurrentievoordeel creëren Klantenrelaties opbouwen Prof. dr. Malaika Brengman Wat is? Wat is? Niet alleen verkopen.. maar het bevredigen van de behoeften van de klant Wat is? Het doel van is verkopen overbodig maken DRUCKER Wat is? Een sociaal en managementproces waarin individuen en groepen verkrijgen waar zij behoefte aan hebben en wat zij wensen, door producten en waarde te creëren en deze met anderen uit te wisselen.

2 Kernbegrippen in de Wat is? Markten bewerken om een ruil teweeg te brengen, waarmee menselijke behoeften en wensen bevredigd kunnen worden. Product Prijs Plaats Promotie Behoeften en wensen van de klant Kosten voor de klant Gemak (convenience) Communicatie De 4 P s van de Marketing Mix Product Prijs Plaats Promotie Behoeften en wensen van de klant Kosten voor de klant Gemak (convenience) Communicatie Nettowaarde voor de klant

3 Perceived overall customer cost 1.0 Customer Value Map Inferior customer value Fair value line Superior customer value 1.0 Perceived overall customer benefit Marketing Management De analyse, planning, toepassing en uitvoering van programma s die ontworpen zijn om voordelige transacties met kopers tot stand te brengen, uit te bouwen en te onderhouden, waarbij het doel is de ondernemingsdoelstellingen te verwezenlijken. door het sturen van de vraag (-de) door klanten relaties op te bouwen (klanten lokken - klanten behouden - lifetime value) Marketing Management Marketing Management filosofieën Productieconcept (productie) Productconcept (kwaliteit) Verkoopconcept (verkoop) Marketingconcept (behoefte) Maatschappelijk-concept (omgeving) Marketing Management filosofieën Massa Targeted

4 Marktsegmentatie Het opdelen van de grote, heterogene markt in kleinere homogene subgroepen van mensen die dezelfde behoefte hebben of eender reageren op een speciaal voor hen ontwikkelde mix. STAPPEN VOOR EEN EFFECTIEVE SEGMENTATIE VAN DE MARKT Het inschatten van de vraag Markt segmentatie Doelgroep keuze Positionering Marktsegmentatie, targeting en positionering Drie strategiën voor doelgroepbepaling Massa Markten Segmenteren Niche Micro Niveaus van marktsegmentatie Concurrentievoordeel creëren

5 Concurrentievoordeel creëren Concurrentievoordeel creëren Product Concurrentiepositie Service Personeel CONCURRENTIEEL VOORDEEL Competitieve Positionerings Strategieën Middle-ofthe-road Kostenleiderschap Differentiatie Focus Imago Markten differentiëren Porter Concurrentievoordeel creëren Concurrentievoordeel creëren De nieuwe BCGmatrix Stappen in concurrentieanalyse Klantenrelaties opbouwen Transactie / Acquisitie Relatie / Retentie

6 Where do we come from? The lifetime value of a customer Product focus Customer focus Mass Direct Database Customer Relationship Management 50s and 60s Advent of brand items and advertising agencies Focal point: mass communication & branding 70s and 80s Advent of direct Focal point: prospect qualification 90s Advent of sophisticated databases Focal point: database analysis Late 90 s Evolution towards longer term New focal point: relationship with customer = average transaction value x yearly frequency of purchase x customer life expectancy (present value) Example: Cadillac customer (GM) will spend about $ over a lifetime on automobile purchases + maintenance Domino s Pizza : a customer is worth $5.000 Customer lifetime value Over a lifetime, what is the average turnover per capita of consumers buying Profit Generated by a Customer Over Time Newspapers Diapers Water Cigarettes Traveling Cars Source: Sopres Marketing Untill death do us part Relationships Do not take loyalty for granted Klantenrelaties opbouwen Firms frequently focus on attracting customers the first act, but pay little attention to what they should do to keep them the second act

7 Klantenrelaties opbouwen Relationship between Customer Satisfaction and Loyalty in Competitive Industries If a company can keep an additional 5% of its customers in a given year, it increases its profits with 25 % to 85 % (Frederick Reichheld, 1993) Source: James L. Heskett, W. Earl Sasser, Jr., and Leonard A. Schlesinger, The Service Profit Chain, (New York, NY: The Free Press, 1997), p. 83. Profit impact of customer (dis)satisfaction Customer Satisfaction The cost of attracting a new customer is 5 times the cost of keeping an existing customer happy. Most dissatisfied customers do not complain, they just walk away. = a customer s feeling of pleasure or disappointment resulting from comparing a product s perceived performance in relation to his/her expectations. Expectations : personal needs and needs of a customer s customer, earlier experiences, wordof-mouth, explicit and implicit service promises, perceived alternatives Perceived performance : quality of product, service level, price. Customer Satisfaction Customer Satisfaction P<E : dissatisfied (higher exit rate, less profitable) P=E : just satisfied (easy switching) P>E :very satisfied (most loyal, most profitable) Just solving problems and satisfying customers is not enough. A firm needs to move beyond satisfaction to customer delight. In markets where there are many substitutes, higher levels of satisfaction are required to attain a high level of customer loyalty and retention.

8 Tools for tracking and measuring Customer Satisfaction Unhappy Customer Activities Customer is dissatisfied Complaint and suggestion systems easy way to become more oriented complaint management is not enough Customer satisfaction surveys proactive customer satisfaction measurement on a continual basis Ghost shopping (mystery shopping) Lost customer analysis (exit interviews) Action Buy less Stop product purchase Negative word-of-mouth Silent switching (stores, brands, products) Complaint Complaining to Company ( dealer, salesperson, retailer directly to firm ) Tell third party organisation ( consumer union, newspaper, TV ) Legal complaint (court) Demonstration ( collective protest ) No action ( Silent suffering ) Latent orientation towards action Complaint management Customer satisfaction and customer exit Defensive (try to keep the customer) If unhappy customer does not complain : high risk that customer is lost (along with future profit stream). A complaint = a second chance to satisfy the C. Learn from complaints (frequency, impact) Principles :Communication links from front-line to information system + top management, immediate advocacy, authority to settle complaint, responsiveness, not further inconveniencing customer. 75% retained ( 3 ) 4% complain ( 4 ) Dissatisfied customers (100) 25% exit ( 1 ) 5% retained ( 5 ) Satisfied customers 96% do not complain (96) 95% exit (91) 95 ) Retention rate : 8% Source : TARP."Consumer Complaint Handling in America : An update study". White House Office of Consumer Affairs, Washington D.C., 1986 Efforts to encourage complaints and manage customer dissatisfaction 95% retained ( 15 ) 80% resolved in 24h ( 16 ) 5% exit ( 1 ) 20% complain ( 20 ) 46% retained ( 2 ) Dissatisfied customers (100) 20% not resolved in 24h ( 4 ) 54% exit ( 2 ) Satisfied customers 39% retained ( 32 ) 80% do not complain (80) Retention rate : (0.95x0.80x0.20) + (0.46x0.20x0.20) + (0.39x0.80) = 48.24% Source : Lucia, T. "Domino's Theory : Only Service succeeds", Positive Impact, Feb % exit ( 48 ) The iceberg of ignorance Less than 5% of dissatisfied customers complain Only 4% of complaints reach top management Why customers do not complaint (TARP) may not know to whom to complain used to have their complaints handled poorly may believe that complaining is futile just walking away is an easier alternative Why is management the last to know? Employees do not tend to pass on bad news Shooting the messenger Need for proactive CSM (Customer Satisfaction Measurement)

9 How discontent spreads Customers to management : Assume a bank with customers 6 % dissatisfied = % of dissatisfied complaints = only 4% reaches top management = 120 or 0,20% of all dissatisfied. Customers to others : minor service problem (transaction > $100) : tell 9 to 10 others, i.e x 10 = major : x 16 = (impact on customer attraction) Satisfied customers do not compensate : tell only to 5 other people on average Profit impact of customer (dis)satisfaction Most dissatisfied customers do not complain, they just walk away. The cost of attracting a new customer is 5 times the cost of keeping an existing customer happy. Past : attracting new customers, making sales, offensive. Present : retaining existing customers, building long-term relationships, defensive Illustration of profit impact of improving satisfaction, thereby improving retention rate, in a mature market with customers. Relatie Marketing Levels of Relationship Marketing PARTNERSCHAP PROACTIEF VERANTWOORDELIJK REACTIEF ELEMENTAIR Many customers/ distributors Medium number of customers/ distributors Few customers/ distributors High margin Accountable Reactive Basic Proactive Accountable Basic Partnership Medium margin Accountable Low margin Reactive Relatie opbrengst/kosten Hoog Laag Slapende Reuzen Huisdieren Machts handelaren Delinquenten Laag Relatieopbrengst Relatiekosten Hoog