Marketing

Managemen
t
Prof DEBASISH DUTTA
NICMAR/PEM Trim II
Basics of Marketing
 Marketing

• The process by which companies create value for customer and build strong
customer relationships in order to capture value from customer in return.
• Marketing must be understood not in the old sense of making a sale – “telling
and selling” – but the new sense of satisfying customer needs.
• If the marketer understands consumer needs; develops products that provide
superior customer value; and prices, distributes, and promote them effectively,
these products will sell easily.
• Goal of Marketing is to attract new customers by promising superior value and
to keep and grow current customers by delivering satisfaction.
 Marketing

• Definition of Marketing by Philip Kotler

• “Marketing is a social and managerial process by which individuals and
organizations obtain what they need and want through creating and
exchanging value with others.”
• In a narrower business context marketing involves building profitable, value
laden exchange relationship with customers.
• Therefore, marketing is defined as the process by which companies create
value for customers and build strong customer relationships in order to
capture value from customers in return.
 Marketing
• The marketing Process:
• The figure below presents a simple five step model of marketing process.
• In the first four steps companies work to understand consumers, create customer value, and build strong
customer relationships.
• In the final step, companies reap the rewards of creating superior customer value.
Create value for customers and Capture value from
build customer relationships customers in return
Construct an Capture value
Understand the Design a Build profitable
integrated from customers
marketplace and customer-driven relationships and
marketing program to create profits
customer needs marketing that delivers create customer
and customer
and wants strategy superior value delight
equity
A Simple Model of the Marketing Process

• By creating value for consumers, they in turn capture value from consumers in
the form of sales, profits, and long-term customer equity.
Value and Satisfaction
 Customer Value and Satisfaction
• Needs:
• States of felt deprivation.
• They include physical needs for food, clothing, warmth, and safety; social needs for
belonging and affection; and individual needs for knowledge and self expression.
• Wants:
• The form human needs as shaped by culture and individual personality.
• Wants are shaped by one’s society and described in terms of objects that will satisfy needs.
• Demands
• When backed by buying power wants become demands.
• Given their wants and resources, people demand product with benefits that add up to the
most value and satisfaction
 Value and Satisfaction
• Customer Value is the perception of what a product or service is worth to a Customer
versus the possible alternatives.
• Worth means whether the Customer feels s/he or he got benefits and services over what
s/he paid.
• Customer Value is Benefits-Cost (CV=B-C).
• Consumers usually face a broad array of products and services that might satisfy a given
need.
• Customers form expectations about the value and satisfaction that various market
offerings will deliver and buy accordingly.
• Satisfied customers do repeat buying and tell others about their good experience.
• Dissatisfied customers often switch to competitors and disparage the product to others.
 Value and Satisfaction

• Marketers must be careful to set the right level of expectations.

• If they (marketers) set the expectations too low, they may satisfy those who
buy but fail to attract enough buyers.
• If they raise expectations too high, buyers will be disappointed.
• Customer satisfaction and customer value are key building blocks for
customer relationship
• By creating superior customer value, the firm creates highly satisfied
customers who stay loyal and buy more.
• In turn the firm achieves greater long-run returns.
Marketing Management Orientation
 Marketing Management Orientation
Selling and Marketing Concept Contrasted
• There are five alternative
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and needs
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1) The Production Conceptrequirements,
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and Selling
wants of consumers’
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and term
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offer the
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desired long term interests.
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organization better shouldthan competitors
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5) The Societal Marketingcustomers.
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fulfilling customer's needs.
Consumer Company
satisfaction Profits
Customer Relationship
Management
 Customer Relationship Management (CRM)
• Some marketers define customer relationship management narrowly as a customer
data management activ­ity (a practice called CRM).
• By this definition, it involves managing detailed information about individual
customers and carefully managing customer "touchpoints" in order to maximize
customer loyalty.
• Most marketers, however, give the concept of customer relationship management a
broader meaning.
• In this broader sense, customer relationship management is the overall process of
building and maintaining profitable customer relationships by delivering superior
customer value and satisfaction.
• It deals with all aspects of acquiring, keeping, and growing customers.
 Customer Relationship Management (CRM)

• Customer Value and Satisfaction

• The key to building lasting customer relationships is to create
superior customer value and satisfac­tion.
• Satisfied customers are more likely to be loyal customers and to
give the company a larger share of their business.
 Customer Relationship Management (CRM)

• Customer Value
• Attracting and retaining customers can be a difficult task.
• Customers often face a bewildering array of products and services from which to
choose.
• A customer buys from the firm that offers the highest customer-perceived value.
• Customer-Perceived Value
• The customer's evaluation of the difference between all the benefits and all the costs of a
market offering relative to those of competing offers.
• It is the personal value perception of the individual customer.
 Customer Relationship Management (CRM)

• Customer Satisfaction
• Customer satisfaction depends on the product's perceived performance
relative to a buyer's expectations.
• If the product's performance falls short of expectations, the customer is
dissatisfied.
• If performance matches expectations, the customer is satisfied.
• If performance exceeds expecta­tions, the customer is highly satisfied or
delighted.
• Delighted customers not only make repeat purchases, they become willing
mar­keting partners and “customer evangelists” who spread the word about
their good experiences to others.
 Customer Relationship Management (CRM)
Customer Relationship Guide
Butterflies
High Good fit between
Profitability companies offerings and
Potential Profitability
customer needs; high profit
potential
Strangers
Little fit between companies
Low offerings and customer
Profitability needs; lowest profit
potential
Short-term customers
Different group of Projected Loyalty
customer requires different
relationship management
strategies.
True friends: The firm
wants to make
True Friends continuous relationship
Good fit between investments to delight
companies offerings and
these good customers and
customer needs; highest turn them into ‘good
profit potential believers,’ loyal customers
who will tell others about
their good experience.
Barnacles
Limited fit between
Barnacles: If they cannot
companies offerings and be made profitable, they
customer needs; low profit should be fired. An example
potential is smaller bank customer
who bank regularly but do
Long-term customers
not generate enough
returns to cover the cost of
maintaining their accounts.
Market Segmentation
 Market Segmentation

Customer Driven Marketing Strategy

Select Customer to serve Decide on a value proposition

Segmentation Differentiation
Divide the total market into Create value for Differentiate the market offering to
smaller segment targeted create superior Customer value
customers

Targeting Positioning
Select the segment or segments Position the market offering in
to enter the minds of target customers
 Market Segmentation

• Market Segmentation refers to dividing a market into smaller groups with distinct needs,
characteristics, or behaviour that might require separate marketing strategies or mixes.
• The important segmentation topics are : segmenting consumer markets, segmenting
business markets and segmenting international markets.
• Major segmentation variable for consumer markets are: geographic, demographic,
psychographic, and behavioural.
• Business market also can be segmented as: geographic, demographic, and benefit sought
• International market can be segmented as: geographic location, economic factors,
political and legal factors, and cultural factors.
 Market Segmentation

• Geographic Segmentation
• Geographic segmentation calls for dividing the market into different
geographical units such as nations, regions, states, provinces, cities, or even
neighborhoods.
• A company may decide to operate in one or a few geographical areas, or to
operate in all areas but pay attention to geographical differences in needs
and wants.
• Companies today are localizing their products, advertising, promotion, and
sales efforts to fit the needs of individual regions, cities, and even
neighborhoods.
 Market Segmentation

• Demographic Segmentation
••• ItThe
is dividing
Gender a market
segmentation into different
is dividing age and
a market life
into ascycle
• Demographic segmentation dividesmarketers of products
the market into groups andbased
serviceson such
variables
such as a gender, family size,groups.
different
family lifegroup
automobiles, based
clothing,
cycle, income, on gender.
cosmetics, financial
occupation, services,
education,
religion, race, generation, ••andConsumer
It nationality.
and hastravel needs
long have
beenlongandused
used wants changes
in clothing,
income with age. .
cosmetics,
segmentation
• Demographic factors are the • Some companies
toiletries, and bases usefor
magazines.age and life-cycle segmentation
• most
Manypopular
companies targetsegmenting customer
affluent consumers groups.
with
• One reason is that consumer • A neglected
offering gender
different segment
products or can
usingoffer new
different
luxury goods and convenience services. closely with
needs, wants, and usage rates often vary
demographic variables. • opportunities in markets
marketing approaches forranging from
different agemotorcycles
and life-cycle to
For example, for a price, luxury hotels pro­vide
groups.
guitars.
• Demographic variables are easier to measure
amenities to than
attract most other
specific groupstypes
of of variables
affluent
and they are: • Example:
• Today,Hamleys
marketers offer
likedifferent
Bajaj andtoysHeroforHonda
kids inare
travelers,
different such
age
targeting as fami­
group
brands lies,
acknowledges
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Kristal themoms,
DTS-I anda even
factPleasure
and that toy
at
1. Age and life-cycle segmentation
2. Gender segmentation
petyoung
that owners.
amuses a 4-year-old may fail to attract a 12-year-
women.
3. Income segmentation old.
 Market Segmentation

• Psychographic Segmentation
• Psychographic segmentation divides buyers into different groups
based on social class, lifestyle, or personality characteristics.
• People in the same graphic group can have very different
psychographic makeups.
• Marketers often segment their markets by consumer personalities
and lifestyles and base their marketing strategies on relevant
appeals.
 Market Segmentation

• Behavioural Segmentation
• Behavioral segmentation divides buyers into groups based on
their knowledge, attitudes, uses, or responses to a product.
• Many marketers believe that behavior variables are the best
starting point for building market segments.
 Market Segmentation

• Occasion Segmentation
• Dividing the market into groups according to occasions when buyers get the idea to
buy, actually make their purchase or use the purchased item.
• Buyers can be grouped according to occasions when they get the idea to buy, actually
make their purchase, or use the purchased item.
• It can help firms build up product usage.
• For example, most consumers drink juice in the morning but orange growers have
promoted drinking orange juice as a cool, healthful refresher at other times of the
day.
• In contrast, Coca-Cola's "Good Morning" campaign attempt to increase Diet Coke
consumption by promoting the soft drink as an early morning pick-me-up.
 Market Segmentation

• Benefits Segmentation
• A powerful form of segmentation is to group buyers according to the different
benefits that they seek from the product.
• Benefit segmentation requires finding the major benefit people look for in the
product class, the kinds of people who look for each benefit, and the major brands
that deliver each benefit.
• A company manufacturing athletic wear segments its market according to
benefits that different consumers seek from activewear.
• For example, "Fit and Polish" consumers seek a balance between function and
style-they exercise for results but want to look good doing it.
 Market Segmentation

• Intermarket Segmentation
• Forming Segments of consumers who have similar needs and buying behaviour
even though they are located in different countries.
• Also known as cross-market segmentation.
• Example:
1. Lexus targets well-to-do the global elite segment.
2. IKEA targets the aspiring global middle class – it sells good quality furniture that ordinary
people can afford.
3. Coca-Cola creates special programs to target teens, core consumers of its soft drink the
world over.
 Market
Targeting and
Positioning
 Market Targeting & Positioning
• Target Market
• A target market consists of a set of buyers who share common needs or charac­
teristics that the company decides to serve.
• Market targeting can be carried out at several differ­ent levels.
• Figure shows that companies can target very broadly (undifferentiated marketing),
very narrowly (micromarketing) , or somewhere in between (differentiated or con­
centrated marketing).

Differentiated Micromarketing
Undifferentiated Concentrated (niche)
(segmented) (local or individual)
(mass) marketing marketing
marketing marketing
Targeting Targeting
broadly narrowly
Market Targeting Strategy
 Market Targeting & Positioning

• Undifferentiated Marketing
• Using an undifferentiated marketing (or mass-marketing) strategy, a firm might decide
to ignore market segment differences and target the whole market with one offer.
• This mass-marketing strategy focuses on what is common in the needs of consumers
rather than on what is different.
• The company designs a product and a marketing program that will appeal to the
largest number of buyers.
• Difficulties arise in developing a product or brand that will satisfy all consumers.
• Moreover, mass marketers often have trouble competing with more-focused firms
that do a better job of satisfying the needs of specific segments and niches .
 Market Targeting & Positioning

• Differentiated Marketing
• Using a differentiated marketing (or segmented marketing) strategy, a firm decides
to target several market segments and designs separate offers for each.
• General Motors tries to produce a car for every “purse, purpose, and personality.”
• Hindustan Unilever markets eight variants of soaps (personal wash category),
• Procter & Gamble markets six different laundry detergent brands, which compete
with each other on supermarket shelves.
• VF Corporation in the United States offers a closet full of more than 30 premium
lifestyle brands, each of which "taps into con­sumer aspirations to fashion, status,
and well­being "in a well-defined segment."
 Market Targeting & Positioning
• Concentrated Marketing
• Using a concentrated marketing (or niche marketing) strategy, instead of going after a small share of
a large market, the firm goes after a large share of one or a few smaller segments or niches.
• Through concentrated marketing, the firm achieves a strong market position because of its greater
knowledge of consumer needs in the niches it serves and the special reputation it acquires.
• It can market more effectively by fine-tuning its products, prices, and programs to the needs of
carefully defined segments.
• It can also market more efficiently, targeting its products or services, channels, and communications
programs toward only consumers that it can serve best and most profitably.
• Many companies start as nichers to get a foothold against larger, more-resourceful competitors and
then grow into broader competitors.
• For example, Nirma started as a nicher, selling only low-priced deter­gent to rural and semi-urban
consumers. Today, it is one of the biggest detergent brands in India .
 Market Targeting & Positioning
• Micromarketing • In the extreme, micromarketing becomes individual marketing-
• Local
tailoring products and marketing
marketing programs
involves to brands
tailoring the needs
andand
• Differentiated and concentrated
preferences of marketerscustomers.
individual tailor their offers and marketing
promotions to the needs and wants of local customer
programs to meet the needsmarketing
• Individual of various hasmarket
also segments
been labeled and niches.marketing,
one-to-one
groups-cities, neighborhoods, and even specific
• At the same time, however, they do not
mass customization,
stores. and customize their offers
markets-of-one to each
marketing.
individual customer.
• For centuries consumersWal­ were served as individuals: The tailor
• For example, Mart customizes its merchandise
• Micromarketing is thecustom-made
practice the
storeofby
suit, the cobbler designed
tailoring
store toproducts
meet theand
shoes for
marketing
needs
the individ­ual,
of localprograms
shoppers.to
the cabinetmaker-made
suit the tastes of specific furniture to order.
individuals and locations.
•
• Wal-Mart's store designers create each new store's
• Rather than seeing a cus­thowever,
Today, omer in
format
new technologies
every individual,
according
are permitting many
micromarketers see companies
the
to neighborhood characteristics -
to
return
individual in every customer.to customized marketing.
stores near office parks, for instance, contain
• Mass customization is the process through which firms interact one-
• Micromarketing includes: prominent islands featuring ready-made meals for
to-one with masses of customers to design products and services
• Local marketing and busy
tailor-made to workers.
individual needs.
• Individual marketing
 Market Targeting & Positioning

• Positioning
• Positioning is arranging for a product to occupy a clear, distinctive, and desirable
place relative to competing products in the mind of target customers.
• Product positioning is the way the product is defined by consumers on important
attributes – the place the product occupies in consumer’s mind relative to
competing products.
• Products are created in the factory, but brands are created in mind.
• A product’s position is the complex set of perception, impressions, and feelings that
consumers have for the product compared with competitive products.
 Marketing Mix

• Marketing mix is the set of controllable, tactical marketing tools that

the firm blends to produce the response it wants in the target market.
• The marketing mix consists of everything the firm can do to influence
the demand for its product.
• The many possibilities can be collected into four groups of variables
known as the Four Ps :
• Product – Combination of goods and services offered to target market.
• Price – The amount of money customer must pay to obtain the product.
• Place – The company activities that make the product available to buyers.
• Promotion – The activities that communicate the merits of the product.
 The Four Ps of Marketing Mix
Product Price
Variety
List Price
Quality
Discounts
Design
Allowances
Features
Payment period
Brand name
Credit terms
Packaging
Services Target
Customers

Intended
Positioning Place
Promotion Channels
Coverage
Advertising Assortments
Personal selling Locations
Sales promotion Inventory
Public relations Transportation
Logistics
Marketing Environment
 Marketing Environment
• A company's marketing environment consists of the actors and forces outside marketing that affect
marketing management's ability to build and maintain successful relationship with target customers.
• Like Xerox, companies constantly watch and adapt to the changing environment.
• More than any other group in company, marketers must be the environmental trend trackers and
opportunity seekers.
• Although every manager in an organization needs to observe the outside environment, marketers
have two special aptitudes.
• They have disciplined methods - marketing research and marketing intelligence - for collecting
information about the marketing environment.
• They also spend more time in customer and competitor environments.
• By carefully study­ing the environment, marketers can adapt their strategies to meet new marketplace
challenges and opportunities.
 Marketing Environment

• The marketing environment is made up of a microenvironment and a

macroenvironment.
• The microenvironment consists of the actors close to the company that affect its ability to
serve its customers - the company, suppliers, marketing intermediaries, customer markets,
competitors, publics.
• These actors can be controlled by the company with its own action, and hence can also called
controllable factors.
• The macroenvironment consists of the larger societal forces that affect the microenvironment
- demographic, economic, natural, technological, political, and cultural­forces which cannot
be controlled by the company with its own actions, at least in the short run
• These factors are also called uncontrollable factors.
 In creating value for customers, marketers must partner with other firms in the
company's value delivery network. For example Lexus can't create a high-quality
ownership experience for its customers unless its suppliers provide qualify parts and its
dealers provide high sales and service

ting
Marke diarie C o mp e
Interm
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s
Marketers must rs Pu
e
work in harmony p p li bli
c Customers are the
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ers
Marketing The aim of the
For example, Wal- entire value
Mart’s marketers delivery system is
can't promise low to serve target
prices unless its customers and
operations create strong
department delivers
The Company’s Microenvironment relationships with
low costs. them.
 Concern for the natural environment has spawned a so-called green movement in industries ranging from PCs to
diesel locomotives.
For example, last year HP recovered and recycled 250 million pounds of electronics globally, equivalent to some
800 jumbo jets. The goal of many companies today is environmental sustainability-strategies and practices that
the planet can support indefinitely.

l Techno
Natura logical

Changing ic Po
o m li tic
demographics mean con al Marketers also
E
changes in markets, want to be socially
which in turn require responsible citizens
ic

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For example, P&G For example, P&G

has successfully donated life-saving
launched its equipment for
disposable diaper babies to hospitals
brand, Pampers, to as part of their
serve the growing Beyond Dreams
segment of infants The Company’s Macroenvironment Campaign
and toddlers.
Managing Marketing
Information
 Managing Marketing Information
The Marketing information Systems

Marketing Managers and other Information Users

Obtaining customer and market insights from marketing information

Marketing Information System

Developing Needed Information
Assessing Analysing
Information Internal Marketing Marketing and using
Needs Databases Intelligence Research Information

Marketing Environment
Target Markets Marketing Channels Competitors Publics Microenvironment Forces
 Managing Marketing Information
• Marketing information system have the following components:
• Internal Databases: This includes data from within a company, such as sales records, inventories,
and product costs. This type of information can provide valuable insights on company capabilities
and tell you if products are succeeding. 
• Marketing Intelligence: These are external insights from third-party sources, such as trade journals
or industry associations. Marketing intelligence enables companies to better understand the
landscape of their individual sector as well as competitive forces at work.  
• Marketing Research: Project-based research seeks to answer specific marketing questions. These
insights remain important within a broader marketing information framework and are even more
powerful when combined with internal and external data.
• Analysing and using Information/Marketing Data Support System: This system consists of tools that
make it possible for companies to gather, organize, and analyse the three sets of data discussed
above. This typically refers to computer software applications organized around specific tasks, such
as market segmentation or media planning. 
Sales Forecasting
 Sales Forecasting

• Sales Forecasting is the projection of customer demand for the goods and
services over a period of time.
• In other words, it is the process that involves the estimation of sales in a
physical unit that a company expects within a plan period.
• Sales forecasting is the process of estimating future sales.
• Accurate sales forecasts enable companies to make informed business
decisions and predict short-term and long-term performance.
• Companies can base their forecasts on past sales data, industry-wide
comparisons, and economic trends.
 Methods of Sales Forecasting
Jury Method
Survey of Expert Opinion
Delphi Method
Sales Force Composite Method
End Use Method
Sales Forecasting
Market Share Method
Substitution Method
Market Test
Analytical and Statistical Method
Market Survey Method
Consumer Buying Behaviour
 Consumer Buying Behaviour

• Consumer buying behavior is the result of the attitudes, preferences,

intentions and decisions made by the consumers in a market place
before buying a product.
• The study of consumer buying behavior is an interdisciplinary subject
area drawing widely from sociology, psychology, anthropology etc.
• Buying Behavior is the decision processes and acts of people involved
in buying and using products.
 Consumer Buying Behaviour
• Model of Consumer Behaviour

The Environment Buyer Black Box Buyer Responses

Marketing • Buying attitude and Preferences
Others
Stimuli • Purchase Behaviour: what the
• Buyer
• Product • Economic Characteristics Buyer buys and, when, where
• Price • Technological • Buyer Decision and how much
• Place • Social Process • Brand and company relationship
• Promotion • Cultural Behaviour
Services Marketing
 Services Marketing
• Services marketing is a specialized branch of marketing. 
• Services marketing emerged as a separate field of study in the early 1980s, following the recognition
that the unique characteristics of services required different strategies compared with the marketing
of physical goods.
• Services marketing typically refers to both business to consumer (B2C) and business-to-business (B2B)
services, and includes marketing of services such as:
• Telecommunications services 
• Financial services
• All types of hospitality
• Tourism leisure and entertainment services 
• Car rental services
• Health care services
• Professional services and trade services
 Services Marketing

• Nature and Characteristics of a service

• A company must consider Four service characteristics when
designing marketing programs:
• Perishability
Inseparability
• Intangibility • Variability
Intangibility
• Services cannotare
Physical goods be produced,
stored for later
then sale or use.
stored, later sold, and still later
•• The
Intangibility means
quality of services that
depends Services cannot
on who provides be seen,
them as welltasted,
as
• Inseparability • The perishability
consumed.
when,
felt, where, and
heard, or
of services is
how theybefore
smelled
not a problem
are provided.
they
when demand is
• steady. However, when demand
Services are first sold, then produced, and are
fluctuates, bought.
service
consumed firms often
at the samehave
•• For example, some hotels-say, Marriott­ have reputations for
• Variability Examples
difficult
time. of Services: means that services cannot be
problems.
Service inseparability
providing better service than others.
• Airlines
• Service
separated firms
• Still, within
often
from design
their strategies
providers, for producing
whether a better
the providers match or
are people
• Perishability • Hospitals
between
machines.
employee
a given Marriott hotel, one registration-counter
demand and supply.
may be cheerful and efficient, whereas another standing
• Hotels charge
Provider-customerlowerinteraction
prices in the
is aoff-season, and restaurants
special feature of services hire
• aHotels
just few feet away may be unpleasant and slow.
part­ time employees to serve during peak periods.
marketing.
 Services Marketing

Intangibility Inseparability
Services cannot be seen, tasted,
felt, heard or smelled or before Services cannot be separated
purchase from their providers

Services
Variability Perishability
Quality of service depend on
who provides them and when, Services cannot be stored for
where, and how later sale or use

Four Service Characteristics

Marketing Strategies for
Service Firm
 Marketing Strategies for Service Firm

• Just like manufacturing businesses, good service firms use marketing to position
themselves strongly in chosen target markets.
• DHL offers "On-Tune Delivery"
• Apollo Hospitals aim at "Touching Lives."
• E-Zone invites customers to "Experience Electronics ."
• At Spencer's Hypermarket, you ''Taste the World."
• These and other service firms establish their positions through traditional
marketing mix activities.
• However, because services differ from tangible products, they often require
additional marketing approaches.
 Marketing Strategies for Service Firm

• The Service-Profit Chain

• In a service business, the customer and front-line service employee interact
to create the service.
• Effective interaction, in turn , depends on the skills of front-line service
employees and on the support processes backing these employees.
• Thus, successful service companies focus their attention on both their
customers and their employees.
• They understand the service-profit chain, which links service firm profits with
employee and customer satisfaction.
 Marketing Strategies for Service Firm
The Service Profit Chain

2
1
Satisfied and Productive
Internal Service Quality
Service Employees

5 3
Healthy service profits Greater Service Value

4
Satisfied and Loyal
Customers
 Marketing Strategies for Service Firm

• The Service-Profit Chain

1) Internal service quality: superior employee selection and training, a quality work
environment, and strong support for those dealing with customers.
2) Satisfied and productive service employees: more satisfied, loyal, and hardworking
employees.
3) Greater service value: more effective and efficient customer value creation and service
delivery.
4) Satisfied and loyal customers: satisfied customers who remain loyal repeat purchase,
and refer other customer.
5) Healthy service profits and growth: superior service firm performance.
 Managing Service Differentiation

• Because of intense competition, service marketers often complain

about difficulty in differentiating their services.
• Some of the service differentiation can be:
• Some hotel may offer car rental, airport pick up, banking and business centre
services and free high speed internet in their rooms.
• Airlines differentiate services through frequent flyer award, spa services at
selected airports, inflight beds, plumper pillows, and cosy blankets.
• Companies differentiate their image through Logos, symbols etc.
 Prof DEBASISH DUTTA
9890989049 / 9822550306

Prof DEBASISH DUTTA/SM/NICMAR/ACM/2019 62