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Successful Marketers Go Through This Model Every Time When Making Decisions

Successful Marketers Go Through This Model Every Time When Making Decisions

If you are new to the term marketing mix, this refers to a foundation concept that determines how brands target customers and achieve their sales objectives. It includes the so-called 4Ps (product, price, promotion and place), which cover broad levels of marketing decision-making and strategy.

What Are the Origins of the Marketing Mix?

The basic premise of marketing has existed for more than 1000 years, but more advanced theories began to emerge in the early 20th century. As a growing number of businesses formed and competition was intensified across multiple markets, however, the need for more strategic thinking emerged and it was in 1960 that the contemporary marketing mix was first published.

This provided a framework for marketing management decisions, while the 4Ps established guidelines that could help to increase efficiency and ROI. This is best applied to product marketing, and it is interesting to note that an expanded version has been developed for brands that are bringing services to market. This includes 7Ps, with the original four complimented by process, people and physical evidence.

The 4Ps Explored

To understand the application and importance of the 4Ps, we need to look at each one in detail. For example:

Product

The focal point of your marketing efforts, product refers to an item or range that meets an existing consumer need or gap in the market. This will drive a number of core marketing decisions, particularly those pertaining to design, packaging, labeling, returns and the management of your product’s life-cycle. These represent strategic elements of your marketing campaign, as they will dictate costs, drive sales and establish your profit margin per unit sale.

The importance of your product cannot be underestimated, while it is crucial that it is designed with a clear focus and to fulfill a specific purpose. As Seth Godin once said [1]; “Don’t find customers for your products, find products for your customers,” and this underlines the process that you should follow when defining your product’s proposition.

Here are some questions to consider when conceiving your product and bringing it to market:

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  • Does it Meet a Need or Fill a Gap in the Market?
  • Does it Solve a Pertinent Consumer Problem?
  • Can it Be Made and Sold for a Profit?

Price

Price usually refers to the amount that a customer pays for your product, while during the concept stage it can be applied to the amount consumers are prepared to sacrifice to for a specific type of product. This is important as it dictates the value proposition of your product and the amount that you should spend on developing it, as it offers a clear insight into how it is perceived in a real-time market.

The retail price that you can sell at will ultimately determine the ROI of your marketing campaigns, while it also underlines the basic purpose of marketing products in the first place. According to Alex Way, the managing director of travel specialists Justflybusiness.co.uk, “brands must also be more savvy and flexible on their pricing structure, while focusing their attention on providing as much tangible and intangible value to their customers”.

Here are some questions to consider when appraising the price of your product:

  • What Profit Margin Does Your Price Allow For?
  • Can the Market Bear Your Proposed Price Point?
  • Do you Have a Tiered Strategy that Includes Wholesale and Retail Prices?
  • Have You Included Rebates for Distributors?
  • How Will Consumers Will be Able to Pay for Your Products?

Promotion

Promotion refers to your core marketing communications, comprising elements such as PR, advertising, direct marketing and sales promotions. It drives decisions relating to the precise nature of each campaign, as you look to create a balanced and integrated campaign that effectively targets specific customer segments and utilizes relevant messaging. Obviously, there is a greater focus on digital marketing in the modern age, but traditional channels such as print and billboard advertising also remain relevant.

Ultimately, it is not the channel that determines the success of your marketing efforts, but the content that drives them. This is a thought echoed by marketing guru David Ogilvy [2], who reinforces the idea that while it is important to target customers through relevant channels you must focus primarily on the messaging used to engage audiences.

Here are some questions to consider when driving individual promotions:

  • What Marketing Channels Do Your Target Audience Use?
  • How Can You Use These Channels to Effectively Showcase Your Product?
  • What is the Core Message That You Want to Communicate?
  • How Often Should You Communicate on Each Platform?

Place

Place refers to the access that customers have to your product, and drives decisions pertaining to distribution. These include the primary delivery method of your product, and the options that will create a seamless and convenient journey for consumers. This is the aspect of marketing that has changed the most in the digital age, with an increasing number of products now sold online and across a global consumer network.

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So while the 4Ps are more important than ever and traditional concepts like selective distribution remain key, the notion of place has evolved to include online stores, social media platforms and even influencer blogs.

Here are some questions to consider when leveraging place in your campaigns:

  • Have You Afforded Your Products as Much Market Coverage as Possible?
  • Have you Considered All Potential Channels Where Your Product Can be Referenced and Sold?
  • Have you Determined a Viable Strategy in Relation to Inventory?
  • How Will You Ship Online Products Once They Have Been Sold?

The Extend 7Ps: How Does This Change the Landscape?

Aside from the changing nature of place, the 4Ps have remained fairly consistent over time. As you can see, however, they are not necessarily suited to the marketing or sale of products, which is why Booms and Bitner proposed extending this model to 7Ps in 1981 [3]and including process, people and physical evidence as part of the mix. There has been further proposals for extension of the model since this time, but the majority of service providers continue to persist with the 7P strategy.

So, let’s explore this in closer detail and determine how these impact on your strategy:

Process

While process has direct links to place, it refers specifically to how your service is delivered from the back-office perspective to the point of sale. This differs from place in that the delivery of your service is usually performed in the presence of the customer, so there must be a keen focus on the quality of service, the speed of delivery and the nature of the interaction that your representatives have with customers.

Here are some questions to consider when considering process:

  • Which Areas of Your Service Involve Human Interaction?
  • Can the Speed of Your Service be Improved by Automation Without Impacting on its Quality?
  • Have You Strived to Simplify the Customer Journey?

People

This is arguably one of the most important elements of your marketing campaigns, whether you are selling products direct to consumers or delivering a professional service. People buy from people after all, so the success of your venture relies on the recruitment and retention of the right people in your marketing and sales departments. This applies to all levels of the businesses infrastructure, from field operatives to strategic managers.

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Here are some questions to consider when managing the people in your marketing teams:

  • Do you Have a Profile of the Type of Marketer You Want to Recruit?
  • Do You Have Your People in the Right Positions?
  • Can You Leverage the Personality of Your Staff to Enhance Your Marketing Efforts?

Physical Evidence

Finally, we have physical evidence, which relates to the corporeal elements that are included in the service that the consumer pays for. This applies even if the bulk of what the consumer purchases is intangible, and it may include examples such as beauty treatments, virtual documents (sent through email) and a haircut. These manifestations are evidence of the service provided, while they can also be used to drive future campaigns and support the quality of your brand as a whole.

Here are some questions to consider when managing the physical evidence and the manifestation of your service:

  • Is Your Service Designed to Deliver the Best Possible Outcome?
  • Have You Factored in Intangible Elements When Costing Your Service?
  • Do You Leverage the Physical Evidence of Your Service to Drive Your Marketing Drives?

In Summary: What Are the 4Cs and How Do They Relate?

As you can see, these principles create separate frameworks that can help brands to successfully market both products and services. You may also have heard about the 4Cs, however, which has provided an alternative outlook for brands and one that has particular relevance in an age where customers have more influence than ever before.

In simple terms, the 4Cs force you to change your perspective as a marketer, as you adopt a consumer-centric outlook and consider your campaigns through the eyes of consumers. This provides a stark contrast to the business-focused nature of the 4Ps, and many experts believe that exploring both simultaneously helps you to create more rounded and effective marketing campaigns.

Here is a breakdown of the 4Cs :

Clients

The alternative to product, client asks you to consider a specific consumer need or demand that exists in the market. This insight then drives the design of your product, which serves as the solution to the issues that you strategically identified.

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Costs

Similar to price, costs relates to the financial development of your product and the impact that this has on customers. The most important aspect of this is appraising the total cost to the consumer, and whether or not this delivers the requisite value.

Communication

This refers to all interactions between your brand and its customers, and more specifically the way in which primary, secondary and tertiary messaging is perceived. The idea of this is to determine how clearly your core message comes across, and whether or not you are effectively engaging target segments.

Convenience

This relates directly to place, as it refers to how and where customers want to purchase your products. Once again, there is heavy focus online here, particularly as customers continue to gravitate towards virtual shopping and fluid e-commerce model (experts estimate that global online sales will reach a staggering $1.915 trillion [4] by the end of 2017).

Clearly, there is a strong relation between the 4Ps and the 4Cs, with the latter simply considering similar marketing elements and decisions from a consumer-centric viewpoint. The difference between the two concepts is defined by the outlook of marketers, of course, with one driving business-focused decisions and the other executing strategies based on the needs of customers.

Given the consumer-centric nature of marketing in 2017, however, it makes sense to apply both while making balanced decisions that optimise savings and increase your ROI simultaneously.

Reference

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Last Updated on August 20, 2019

How to Find New Growth Opportunities at Work

How to Find New Growth Opportunities at Work

Career advancement is an enticement that today’s companies use to lure job candidates. But to truly uncover growth opportunities within a company, it’s up to you to take the initiative to move up.

You can’t rely on recruiter promises that your company will largely hire from within. Even assurances you heard from your direct supervisor during the interviewing process may not pan out. But if you begin a job knowing that you’re ultimately responsible for getting yourself noticed, you will be starting one step ahead.

Accomplished entrepreneur and LinkedIn Co-Founder Reid Hoffman said,

“If you’re not moving forward, you’re moving backward.”

It’s important to recognize that taking charge of your own career advancement, and then mapping out the steps you need to succeed, is key to moving forward on your trajectory.

Make a Point of Positioning Yourself as a Rising Star

As an employee looking for growth opportunities within your current company, you have many avenues to position yourself as a rising star.

As an insider, you’re able to glean insights on company strategies and apply your expertise where it’s most needed. Scout out any skills gaps, then make a point to acquire and apply them. And, when you have creative ideas to offer, make it your mission to gain the ear of those in the organization who can put your ideas to the test.

Valiant shows of commitment and enterprise make managers perk up and take notice, keeping you ahead of both internal and external competitors.

Employ these other useful tips to let your rising star qualities shine:

1. Promote Your Successes to Your Higher-Ups

When your boss casually asks how you’re doing, use this valuable moment to position yourself as indispensable: “I’m floating on clouds because three clients have already commented on how well they like my redesign of the company website.”

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Tell your supervisors about any and all successes. Securing a new contract or signing a new customer should be a cause for celebration. Be sure to let your bosses know.

2. Cultivate Excellent Listening Skills

Listen well, and ask great questions. Realize that people love to talk about themselves.

But if you’re a superb listener, others will confide in you, and you’ll learn from what they share. You may even find out something valuable about your own prospects in the company.

If others view you as even-minded and thoughtful, they’ll respect your ideas and, in turn, listen to what you have to say.

Check out these important listening skills: 13 Powerful Listening Skills to Improve Your Life at Work and at Home

3. Go to All Office Networking Events

Never skip the office Christmas party, your coworker’s retirement party, or any office birthday parties, wedding showers, or congratulatory parties for colleagues.

If others see you as a team player, it will help you rise in your company. These on-site parties will also help you mingle with co-workers whom you might not ordinarily have the chance to see. For special points, help organize one or two of these get-togethers.

Take the Extra Step to Show Your Value to the Company

Managers and HR staff know that it can be less risky – and a lot less costly — to promote from within. As internal staff, you likely have a good grasp of the authority structure and talent pool in the company, and know how to best navigate these networks in achieving both the company’s goals and your own.

The late Nobel-Prize winning economist, Gary Becker, coined the term “firm-specific,” which describes the unique skills required to excel in an individual organization. You, as a current employee, have likely tapped into these specific skills, while external hires may take a year or more to master their nuances.

Know that your experience within the company already provides value, then find ways to add even more value, using these tips:

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4. Show Initiative

Commit yourself to whatever task you’re given, and make a point of going above and beyond.

Position yourself so that you’re ready to take on any growth opportunities that present themselves. If you believe you have skills that have gone untapped, find a manager who will give you a chance to prove your worth.

Accept any stretch assignment that showcases your readiness for advancement. Stay late, and arrive early. Half of getting the best assignments is sticking around long enough to receive them.

5. Set Yourself Apart by Staying up on Everything There Is to Know About Your Company and Its Competitors

Subscribe to and read the online trade journals. Become an active member in your industry’s network of professionals. Go to industry conferences, and learn your competitors’ strategies.

Be the on-the-ground eyes and ears for your organization to stay on top of industry trends.

6. Go to Every Company Meeting Prepared and Ready to Learn

A lot of workers feel meetings are an utter waste of time. They’re not, though, because they provide face-time with higher-ups and those in a position to give you the growth opportunities you need.

Go with the intention of absorbing information and using it to your advantage — including the goals and work styles of your superiors. Respect the agenda, listen more than you speak, and never beleaguer a point.

Accelerate Your Career Growth Opportunities

A recent study found that the five predictors of employees with executive potential were: the right motivation, curiosity, insight, engagement, and determination. These qualities help you stand out, but it’s also important to establish a track record of success and to not appear to be over-reaching in your drive to move up in your company.

Try to see yourself from your boss’s position and evaluate your promote-ability.

Do you display a passion and commitment toward meeting the collective goals of the company? Do you have a motivating influence with team members and show insight and excellence in all your work?

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These qualities will place you front and center when growth opportunities arise.

Use these strategic tips to escalate your opportunities for growth:

7. Find a Mentor

With mentorship programs fast disappearing, this isn’t always easy. But you need to look for someone in the company who has been promoted several times and who also cares about your progress.

Maybe it’s the person who recommended you for the job. Or maybe it’s your direct supervisor. It could even be someone across the hall or in a completely different department.

Talk to her or him about growth opportunities within your company. Maybe she or he can recommend you for a promotion.

Not sure how to find the right mentor? Here’s How to Find a Mentor That Will Help You Succeed.

8. Map out Your Own Growth Opportunity Chart

After you’ve worked at the company for a few months, work out a realistic growth chart for your own development. This should be a reasonable, practical chart — not a pie-in-the-sky wish list of demands.

What’s reasonable? Do you think being promoted within two years is reasonable? What about raises? Try to inform your own growth chart with what you’ve heard about other workers’ raises and promotions.

Once you’ve rigorously charted a realistic path for your personal development within the company, try to talk to your mentor about it.

Keep refining your chart until it seems to work with your skills and proven talents. Then, arrange a time to discuss it with your boss.

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You may want to time the discussion around the time of your performance review. Then your boss can weigh in with what he feels is reasonable, too.

9. Set Your Professional Bar High

Research shows that more than two-thirds of workers are just putting in their time. But through your active engagement in the organization and commitment to giving your best, you can provide the contrast against others giving lackluster performances.

Cultivate the hard skills that keep you on the cutting edge of your profession, while also refining your soft skills. These are the attributes that make you better at embracing diverse perspectives, engendering trust, and harnessing the power of synergy.

Even if you have an unquestionably left-brain career — a financial analyst or biotechnical engineer, for example — you’re always better off when you can form kind, courteous, quality relationships with colleagues.

Let integrity be the cornerstone of all your interactions with clients and co-workers.

The Bottom Line

Growth opportunities are available for those willing to purposely and adeptly manage their own professional growth. As the old adage says,

“Half of life is showing up.”

The other half is sticking around so that when your boss is looking for someone to take on a more significant role, you are among the first who come to mind.

Remember, your career is your business!

More About Continuous Growth

Featured photo credit: Zach Lucero via unsplash.com

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