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Chapter 12 © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in PRODUCT AND SERVICE STRATEGIES 1

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Page 1: Chapter 12 © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole

Chapter 12

© 2014 Cengage Learning.  All Rights Reserved.  May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

PRODUCT AND SERVICE STRATEGIES

1

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© 2014 Cengage Learning.  All Rights Reserved.  May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter 12 Product and Service Strategies

1. Define Marketing Mix, Product, Service, and Good.

Copyright © 2013 by South Western, a division of Cengage Learning. All rights

reserved.

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3© 2014 Cengage Learning.  All Rights Reserved.  May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter 12 Product and Service Strategies

Marketing Mix

▮ Blending of the four strategy elements—product, distribution, promotion, and price—to fit the needs and preferences of a specific target market

▮ Marketers develop strategies to sell both tangible goods and intangible services

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4© 2014 Cengage Learning.  All Rights Reserved.  May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter 12 Product and Service Strategies

What is a Product?

▮ People buy want satisfaction, not objects▮ Product - Bundle of physical, service, and

symbolic attributes designed to satisfy a customer’s wants and needs

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5© 2014 Cengage Learning.  All Rights Reserved.  May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter 12 Product and Service Strategies

What are Goods and Services?

▮ Services - Intangible tasks that satisfy the needs of consumers and business users

▮ Goods - Tangible products that customers can see, hear, smell, taste, or touch

▮ Goods–services continuum - Spectrum along which goods and services fall according to their attributes, from pure good to pure service

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6© 2014 Cengage Learning.  All Rights Reserved.  May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter 12 Product and Service Strategies

Figure 12.1 – Goods-Services Continuum

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© 2014 Cengage Learning.  All Rights Reserved.  May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter 12 Product and Service Strategies

2. How are services distinguished from products?

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9© 2014 Cengage Learning.  All Rights Reserved.  May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter 12 Product and Service Strategies

Characteristics of Services

▮ Intangible▮ Inseparable from the service providers▮ Perishable▮ Cannot be standardized▮ Buyers play important roles in the creation and

distribution of services▮ Wide variations in service standards

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10© 2014 Cengage Learning.  All Rights Reserved.  May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter 12 Product and Service Strategies

Importance of the Service Sector

▮ The service sector makes up more than three-fourths of the U.S. economy

▮ Backshoring - Firms return much of their offshore work to the U.S. to save money and improve customer service efficiency

▮ Homeshoring - Hiring workers to do jobs from their homes

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11© 2014 Cengage Learning.  All Rights Reserved.  May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter 12 Product and Service Strategies

Classifying Goods and Services for Consumer and Business Markets▮ Consumer (B2C) products - Product

destined for use by ultimate consumers▮ Business (B2B) products - Product that

contributes directly or indirectly to the output of other products for resale; also called industrial or organizational product

▮ Some products fall into both categories

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© 2014 Cengage Learning.  All Rights Reserved.  May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter 12 Product and Service Strategies

3. What are the three types of consumer products?

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Chapter 12 Product and Service Strategies

Figure 12.3 – Classification of Consumer Products

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14© 2014 Cengage Learning.  All Rights Reserved.  May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter 12 Product and Service Strategies

Table 12.1 – Marketing Impact of the Consumer Products Classification System

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© 2014 Cengage Learning.  All Rights Reserved.  May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter 12 Product and Service Strategies

4. What are the six types of business products?

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16© 2014 Cengage Learning.  All Rights Reserved.  May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter 12 Product and Service Strategies

Figure 12.4 – Classification of Business Products

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17© 2014 Cengage Learning.  All Rights Reserved.  May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter 12 Product and Service Strategies

Table 12.2 – Marketing Impact of the Business Products Classification System

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18© 2014 Cengage Learning.  All Rights Reserved.  May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter 12 Product and Service Strategies

Quality as a Product Strategy

▮ Quality is a key component to a firm’s success in a competitive marketplace

▮ Total quality management (TQM) - Continuous effort to improve products and work processes with the goal of achieving customer satisfaction and world-class performance

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19© 2014 Cengage Learning.  All Rights Reserved.  May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter 12 Product and Service Strategies

Worldwide Quality Programs

▮ In the 1980s, the quality revolution picked up speed in U.S. corporations

▮ The goal was to better compete with Japanese manufacturers

▮ The U.S. Congress established the Malcolm Baldrige National Quality Award to recognize excellence in quality management

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20© 2014 Cengage Learning.  All Rights Reserved.  May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter 12 Product and Service Strategies

Worldwide Quality Programs

▮ ISO 9001:2008 standards implemented by the European Union define international, generic criteria for quality management and assurance

▮ The U.S. member body of ISO is the National Institute of Standards and Technology

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© 2014 Cengage Learning.  All Rights Reserved.  May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter 12 Product and Service Strategies

5. Define Total Quality Management.

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reserved.

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22© 2014 Cengage Learning.  All Rights Reserved.  May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter 12 Product and Service Strategies

Total Quality Management

▮ Movement that asks all employees in a firm to continually improve products and work processes with the goal of achieving customer satisfaction and world-class performance.

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23© 2014 Cengage Learning.  All Rights Reserved.  May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter 12 Product and Service Strategies

Benchmarking

▮ Measuring quality by comparing performance against industry leaders

▮ Involves three main activities• Identifying manufacturing or business processes

that need improvement• Comparing internal processes to those of industry

leaders• Implementing changes for quality improvement

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24© 2014 Cengage Learning.  All Rights Reserved.  May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter 12 Product and Service Strategies

Benchmarking

▮ Requires two types of analyses: internal and external• Company must first analyze its own activities to

determine strengths and weaknesses• External analysis involves gathering information

about the benchmark partner, to find out why the partner is perceived as the industry’s best

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© 2014 Cengage Learning.  All Rights Reserved.  May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter 12 Product and Service Strategies

6. Define Service Quality.

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reserved.

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26© 2014 Cengage Learning.  All Rights Reserved.  May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter 12 Product and Service Strategies

Quality of Services

▮ Service encounter - Point at which the customer and service provider interact

▮ Service quality - Expected and perceived quality of a service offering

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© 2014 Cengage Learning.  All Rights Reserved.  May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter 12 Product and Service Strategies

7. What are the components of service quality?

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28© 2014 Cengage Learning.  All Rights Reserved.  May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter 12 Product and Service Strategies

Quality of Services

▮ Determined by five variables• Tangibles• Reliability• Responsiveness• Assurances• Empathy

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© 2014 Cengage Learning.  All Rights Reserved.  May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter 12 Product and Service Strategies

8. What is a product line?

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30© 2014 Cengage Learning.  All Rights Reserved.  May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter 12 Product and Service Strategies

Development of Product Lines

▮ Product line - Series of related products

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© 2014 Cengage Learning.  All Rights Reserved.  May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter 12 Product and Service Strategies

9. What are three benefits of a product line?

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32© 2014 Cengage Learning.  All Rights Reserved.  May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter 12 Product and Service Strategies

Development of Product Lines

▮ Product line - Series of related products▮ Desire to grow• Growth potential is limited if a company focuses

on a single product

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33© 2014 Cengage Learning.  All Rights Reserved.  May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter 12 Product and Service Strategies

Enhancing the Company’s Market Position

▮ Entire lines of products make a company more important to consumers and marketing intermediaries

▮ Servicing the variety of products a company sells can enhance its position in the market

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34© 2014 Cengage Learning.  All Rights Reserved.  May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter 12 Product and Service Strategies

Optimal Use of Company Resources

▮ Spreading operations costs over a series of product lines reduces the average production and marketing costs of each product

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© 2014 Cengage Learning.  All Rights Reserved.  May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter 12 Product and Service Strategies

10. What is a product mix? What are its components?

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36© 2014 Cengage Learning.  All Rights Reserved.  May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter 12 Product and Service Strategies

The Product Mix

▮ Assortment of product lines and individual product offerings

▮ Product mix width• Number of product lines a firm offers

▮ Product mix length• Number of different products a firm sells

▮ Product mix depth• Variations in each product that the firm

markets

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37© 2014 Cengage Learning.  All Rights Reserved.  May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter 12 Product and Service Strategies

Product Mix Decisions

▮ To evaluate a firm’s product mix, marketers look at the effectiveness of its depth, length, and width

▮ Firms may decide to add to their mixes by purchasing product lines from other companies

▮ Line extension - Development of individual offerings that appeal to different market segments while remaining closely related

to the existing product line

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© 2014 Cengage Learning.  All Rights Reserved.  May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter 12 Product and Service Strategies

Copyright © 2012 by South Western, a division of Cengage Learning. All rights

reserved.

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© 2014 Cengage Learning.  All Rights Reserved.  May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter 12 Product and Service Strategies

11. What are the four stages in the Product Life Cycle (PLC)?

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THE PRODUCT LIFE CYCLE

• Product life cycle Progression of a product through introduction, growth, maturity, and decline stages.

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41© 2014 Cengage Learning.  All Rights Reserved.  May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter 12 Product and Service Strategies

The Product Lifecycle

▮ Introductory stage• Products in this stage might bring new technology

to a product category• Technical problems and financial losses are

common

▮ Growth stage• Sales volume rises rapidly as new customers make

initial purchases and early buyers repurchase the product

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42© 2014 Cengage Learning.  All Rights Reserved.  May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter 12 Product and Service Strategies

The Product Lifecycle

▮ Maturity stage• Sales of a product category continue to grow

during the early part of this stage but eventually reach a plateau as the backlog of potential customers dwindles

▮ Decline stage• Innovations or shifts in consumer preferences

bring about an absolute decline in industry sales

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© 2014 Cengage Learning.  All Rights Reserved.  May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter 12 Product and Service Strategies

12. What are the two strategies for managing the product-life cycle?

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44© 2014 Cengage Learning.  All Rights Reserved.  May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter 12 Product and Service Strategies

Extending the Product Lifecycle

▮ Increasing frequency of use• Convincing current customers to buy a product

more frequently boosts total sales even if no new buyers enter the market

▮ Increasing the number of users• Attracting new customers who have not previously

used the product

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45© 2014 Cengage Learning.  All Rights Reserved.  May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter 12 Product and Service Strategies

Extending the Product Lifecycle

▮ Finding new uses• New applications extend a product’s lifecycle

▮ Changing package sizes, labels, or product quality• New packaging and labels with updated images

and slogans can help revitalize a product

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© 2014 Cengage Learning.  All Rights Reserved.  May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter 12 Product and Service Strategies

▮ Marketers prune product lines and eliminate marginal products to preserve limited resources

▮ Firms may carry unprofitable items to carry a complete product line

▮ Shortages or raw materials can prompt a firm to discontinue production

▮ Firm may drop products that don’t fit into the direction in which it plans to grow

Product Deletion Decisions

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reserved.