Lecture 1
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Development of Marketing
Inside-out perspective:
- Production concept Efficient production <1930
- Product concept Product improvements <1930
- Selling concept Increasing revenues 1930-1950
Outside-in perspective
- Marketing concept Needs of (groups of) customers 1950-1990
- Customer concept Needs of individual customers >1990
Na 1990 kwam in de marketing-wereld ook meer nadruk te liggen op de services om producten heen.
Een hulpmiddel voor het customer concept is de loyalty card (jumbo extra’s pas etc.)
Marketing concept Focus on the value a firm derives from its products. Within specific segments.
It’s not about who are the right customers for my product, but about what are the right
products for my customers.
Product/brand performance: Here are decisions based on.
- Product sales
- Market share
- Product profitability
Customer performance: (customer principle, the value a firm derives from its customers)
- Customer purchases
- Customer share
- Customer profitability
Slide changing customer firm interactions
1990-2005: Bedrijf gaat gerichter naar 1 klant (bijv. via direct mailing). Dit is de start van de interactie.
Maar klant reikt ook terug naar het bedrijf. Direct marketing paradigm
2005>: Veel customer/customer, maar bij discussie / verwarring etc, komt bedrijf als moderator.
Customer centricity Dual value creation : Beide profiteren van elkaar. Creating value for the
customer, and by that, creating value for the firm.
,Share of wallet: Hoeveel krijgt 1 bedrijf van 1 klant, vergeleken met de uitgaven van die klant aan
andere winkels in dat segment.
Customer managed approach: Targeted offers are important.
2 types of value:
V2C: The value that the firm delivers to the Customer
V2F: The Value that the customer delivers to the Firm
V2C: Value through relationship with the firm and attachement with the brand. Measured through
the metricses ‘Customer satisfactions’ and ‘net promoter score’
- the perceived benefits that customers believe they receive from ownership or consumption
of a product or service (Payne et al. 1995).
- [… the customer’s evaluation of the difference between all the benefits and all the costs of a
marketing offering relative to those of competing offers (Kotler & Armstrong 2016, p. 37)].
- Costs: not only €, but also time investment, inconvenience and (emotional) stress
V2F: Value through financial value & customer engagement value. Measured through ‘lifetime value’
and ‘customer equity’.
- Decisions such as: Who do I want to target with a specific offer? / Who gets a customized
offer? / Who do I want to retain? / Who gets preferential treatment?
- Are based on individual customer data (personalized offer)
- In order to increase customer lifetime value
- Through creating customer loyalty (loyalty cards / preferent treatement options)
, In customer management, it doesn’t mean that each customers always is treated as an individual,
that is really expensive. Therefore there are segments, built on actual knowledge of the customer.
In customer management, the segments are built bottom-up, built on knowledge of individuals.
Customer segmentation:
High Profitability Butterflies True friends
Low Profitability Strangers Barnacles
Short-term customers Long-term customers
(loyal)
Butterflies
- Good fit
- High profit potential
- Aim to achieve transactional satisfaction. Not attitudinal loyalty.
- Milk the accounts only as long as they are active
- Key challenge is to cease investing soon enough
True friends
- Good fit
- Highest profit potential
- Communicate consistently, but not too often
- Build both attitudinal and behavioral loyalty
- Delight these customers to nurture, defend, and retain them
Strangers
- Little fit
- Lowest profit potential
- Make no investments
- Make profit on every transaction
Barnacles
- Limited fit
- Low profit potential
- Measure size and share of wallet
o Low share of wallet: focus on up- and cross-selling
o Small size of wallet: Impose strict cost controls
Not every customer is a keeper, focus on most valuable customers. But prevent customers damage
companies by mouth-to-mouth etc.
Hoorcolleges worden opgenomen, binnen 24u online
Development of Marketing
Inside-out perspective:
- Production concept Efficient production <1930
- Product concept Product improvements <1930
- Selling concept Increasing revenues 1930-1950
Outside-in perspective
- Marketing concept Needs of (groups of) customers 1950-1990
- Customer concept Needs of individual customers >1990
Na 1990 kwam in de marketing-wereld ook meer nadruk te liggen op de services om producten heen.
Een hulpmiddel voor het customer concept is de loyalty card (jumbo extra’s pas etc.)
Marketing concept Focus on the value a firm derives from its products. Within specific segments.
It’s not about who are the right customers for my product, but about what are the right
products for my customers.
Product/brand performance: Here are decisions based on.
- Product sales
- Market share
- Product profitability
Customer performance: (customer principle, the value a firm derives from its customers)
- Customer purchases
- Customer share
- Customer profitability
Slide changing customer firm interactions
1990-2005: Bedrijf gaat gerichter naar 1 klant (bijv. via direct mailing). Dit is de start van de interactie.
Maar klant reikt ook terug naar het bedrijf. Direct marketing paradigm
2005>: Veel customer/customer, maar bij discussie / verwarring etc, komt bedrijf als moderator.
Customer centricity Dual value creation : Beide profiteren van elkaar. Creating value for the
customer, and by that, creating value for the firm.
,Share of wallet: Hoeveel krijgt 1 bedrijf van 1 klant, vergeleken met de uitgaven van die klant aan
andere winkels in dat segment.
Customer managed approach: Targeted offers are important.
2 types of value:
V2C: The value that the firm delivers to the Customer
V2F: The Value that the customer delivers to the Firm
V2C: Value through relationship with the firm and attachement with the brand. Measured through
the metricses ‘Customer satisfactions’ and ‘net promoter score’
- the perceived benefits that customers believe they receive from ownership or consumption
of a product or service (Payne et al. 1995).
- [… the customer’s evaluation of the difference between all the benefits and all the costs of a
marketing offering relative to those of competing offers (Kotler & Armstrong 2016, p. 37)].
- Costs: not only €, but also time investment, inconvenience and (emotional) stress
V2F: Value through financial value & customer engagement value. Measured through ‘lifetime value’
and ‘customer equity’.
- Decisions such as: Who do I want to target with a specific offer? / Who gets a customized
offer? / Who do I want to retain? / Who gets preferential treatment?
- Are based on individual customer data (personalized offer)
- In order to increase customer lifetime value
- Through creating customer loyalty (loyalty cards / preferent treatement options)
, In customer management, it doesn’t mean that each customers always is treated as an individual,
that is really expensive. Therefore there are segments, built on actual knowledge of the customer.
In customer management, the segments are built bottom-up, built on knowledge of individuals.
Customer segmentation:
High Profitability Butterflies True friends
Low Profitability Strangers Barnacles
Short-term customers Long-term customers
(loyal)
Butterflies
- Good fit
- High profit potential
- Aim to achieve transactional satisfaction. Not attitudinal loyalty.
- Milk the accounts only as long as they are active
- Key challenge is to cease investing soon enough
True friends
- Good fit
- Highest profit potential
- Communicate consistently, but not too often
- Build both attitudinal and behavioral loyalty
- Delight these customers to nurture, defend, and retain them
Strangers
- Little fit
- Lowest profit potential
- Make no investments
- Make profit on every transaction
Barnacles
- Limited fit
- Low profit potential
- Measure size and share of wallet
o Low share of wallet: focus on up- and cross-selling
o Small size of wallet: Impose strict cost controls
Not every customer is a keeper, focus on most valuable customers. But prevent customers damage
companies by mouth-to-mouth etc.
