Application of the marketing mix

Application of the marketing mix INTRODUCTION The marketing mix is among the most widely accepted marketing concepts in the world of business (McCarthy 1960; Bartels 1983; Shapiro 1985). However, over the years the marketing mix has come under intense scrutiny from both academics of the marketing discipline and practitioners alike. This feeling was captured by Constantinides when he stated: Few topics of the commercial theory have so intensively inspired as well as divided the marketing academia as the 4Ps Marketing Mix framework (Constantinides, 2006: p.407) This essay aims to critically assess the relevance of the marketing mix for the current marketing approaches. To accomplish this, an overview of the marketing mix is given. This is followed by an exploration of some of the contemporary approaches to marketing which will lead to a consideration of the arguments in support of the marketing mix and the criticisms against it. Finally, in the light of the arguments and criticisms the relevance of the marketing mix for contemporary approaches to marketing will be appraised. OVERVIEW OF THE MARKETING MIX The marketing mix can be defined as the controllable and tactical marketing tools that the firm combines to achieve the desired response in its target market. It comprises all the measures the firm can employ to stimulate the demand for its goods and/or services (Kotler and Armstrong, 2008). The ultimate goal of any firm is to create a product or service that will be perceived as unique in the eyes of prospective consumers so that they will prefer it to other competing brands. In creating this unique selling proposition (USP), the marketers can blend four basic ingredients in a number of different ways to obtain different results. These four ingredients are usually referred to as the 4Ps and comprise- product, price, place (distribution) and promotion (Baker, 2007). Costantinides (2006) and Gronroos (1994) trace the origin of the marketing mix to the 1960s when Neil Borden identified twelve controllable marketing components that would yield profit if properly managed. Borden considered the marketing mix to be a concise, realistic and vivid expression of the admixture of the marketing ingredients, techniques and processes chosen by a marketing manager to create a marketing plan (Banting and Ross, 1973; Waterschoot and Van den Bulte, 1992). It was later reduced to four factors by Jerome McCarthy (McCarthy, 1964 cited in Constantinides, 2006) and this simplified version became the most widely accepted definition of the marketing mix (Judd, 2002). The 4Ps marketing mix commanded utmost respect in the minds of both marketing scholars and practitioners for decades that in the words of Gronroos (1994) and Kent (1986) it was considered heresy to challenge its position as the basic foundation of all marketing thinking. This belief strongly reinforces the dominance of the marketing mix during this period and suggests that there was a need for a theory that could be applied for the solution of most marketing management issues. According to Harker and Egan (2006) certain economic conditions contributed to the perceived superiority of the marketing mix paradigm. Harker and Egan (2006) opine that a key feature of the United States domestic market after the Second World War was homogeneity of products which resulted in increased demand for standardised consumer products and the rise of the USA as the dominant marketing culture. The demand, notwithstanding, there was need to ensure that consumption matched output (Packard, 1957 cited in Harker and Egan, 2006). Thus, a formal and reliable marketing approach was required to provide this fit (OMalley and Patterson, 1998). The popularity and dominance of the marketing mix paradigm was further enhanced by its simplicity and ease of communication (Waterschoot and Van den Bulte 1992; Constantinides, 2006; Harker and Egan, 2006). From the above submission, it can be argued that the marketing mix paradigm was borne out of necessity- a necessity for a simple, realistic and reliable framework that could be applied for the solution of general and specific marketing problems that arose in that era. Considering the under-developed marketing structure and knowledge gap that existed at that time, the formulation of the 4Ps marketing mix paradigm could not have come at a better time. Thus, it goes without saying that the relevance of its application to the transactional marketing approach- the primary approach to marketing in the 20th century-is indubitable. However, due to the shortcomings of the transactional approach to marketing, there was the need for a paradigm shift from a product-oriented approach to one that focused on the customer. Thus, the academia and marketing practitioners began to question the efficacy of the marketing mix framework as the answer to all marketing problems. The 4Ps were considered too narrow to adequately address the many aspects of marketing management and laid excessive emphasis on the product and processes with little or no thought for the customer. The increased sophistication of customers and the dynamic nature of the business environment meant that organisations had to adapt regularly to the changes that occur in the environment or risk losing market share with the consequence of possible liquidation. This situation led to the emergence of several modern marketing approaches that shifted attention from the product to the customer thereby ushering in the era of market orientation. Some of the contemporary approaches to marketing that emerged as a response to the continuous evolution of the business environment include Relationship marketing, Interaction marketing and Network marketing (Constantinides, 2006; Coviello et al, 1997; Gronroos, 1997). These modern approaches demanded a re-thinking of the marketing process in order to achieve effective and efficient implementation. Based on this need for a re-definition of the marketing process, it was inevitable that the marketing mix paradigm would come up for debate with regards to the relevance of its application to the aforementioned marketing approaches. Relationship marketing involves the development and maintenance of mutually satisfying exchange relations with customers and other parties at a profit, so that the objectives of all the parties are realised (Gronroos, 1994; Baker, 2007, Coviello et al, 1997). The implication of this viewpoint is that every organisation must cooperate with other parties within its business environment and beyond in order to achieve its ultimate aim. The 21st century market is replete with opportunities and challenges that were relatively unknown in the 20th century. To harness the opportunities and overcome the challenges effectively and efficiently entails building up a long-term relationship with the customers and all other stakeholders that directly or indirectly influence an organisations operations. This situation suggests that certain changes would have to occur in the organisations overall business processes, especially the marketing processes, to ensure a seamless implementation of relationshi p marketing. Gronroos (1994), Gummesson (1994, 1997) and Goldsmith (1999) argue that firms practising a transactional marketing approach stand to benefit most from a traditional marketing mix approach because of the absence of personal interactions with their customers and emphasis on mass markets. However, the marketing mix tends to be restrictive for a relation-oriented firm. The most significant customer interactions from a marketing success perspective are outside the scope of the marketing mix and marketing specialists. The customer decides whether to maintain business relations with a firm based on the effect of his/her contacts with the people, technology, and operations and other non-marketing functions. This position is supported by Ailawadi et al (2001) who doubt the impact of promotion and advertising as marketing tools for customer retention. This proposition suggests that the customers interactions with any firm transcends the marketing functions and includes all indirect transaction s with the non-marketing functions within the firm. Relationship marketing advocates the inclusion of all the functional units in any organisation towards creating value for the customer. The effective and efficient implementation of this customer-oriented approach requires that certain critical changes occur within the organisation. These requisite changes will cut across the whole organisation, but will focus more on the marketing functions because of the direct and frequent interactions with the customers. The change in the marketing functions will lead to a complete shift or modifications in the methods tools adopted by the organisation in creating value for the customer. This, invariably, would necessitate a review of the organisations marketing mix. Such reviews have surfaced in Kotlers redefinition of the 4Ps to the 4Cs namely, customer solution, customer cost, convenience and communication (Kotler et al., 1999 cited in Kruger et al., 2003 and Ashcroft and Hoey 1999). This re definition suggests a shift from the era of product-orientation to customer-orientation which is the essence of relationship marketing. However, it also suggests that the marketing mix is still relevant but there is need for some modification to suit the dynamic marketing environment. Judd (2002) proposes an expansion of the 4Ps marketing mix by including the employees of any organisation as the fifth P. This viewpoint is supported by the fact that the employees are an integral part of any organisation. They are the point of contact between the organisation and its customers. However, like Kotlers 4Cs, this proposed expansion of the 4Ps to 5Ps also points to the relevance of the marketing mix, but with some modification to suit appropriate markets. This argument is supported by Groonroos (1994) when he opines that relationships do not operate in isolation. Relationships function in combination with the other marketing tools already in operation within a given organisation in order t o successfully create value for both the customer and the organisation. The application of the traditional marketing mix elements of product, price, promotion and place would be necessary at some point in the interactions between the customer and the organisation. This standpoint implies that, notwithstanding the criticisms of the traditional marketing mix paradigm, its elements still contribute in one way or the other in the effective implementation of the relationship marketing approach. Criticism of the marketing mix has also arisen in the area of social marketing. Murphy et al., (1978) argue that the implementation of certain marketing strategies is unethical especially in the area of packaging, promotion, price and distribution channels. This argument tends to suggest that the marketing mix is responsible for the unethical practices that may occur during implementation. However, responsibility for the implementation of the marketing mix is within the purview of the marketing and non-marketing functional units within the organisation. They are responsible for any unethical practices that may occur in the course of implementing the marketing strategies and not the marketing mix. Also, the marketing mix has been applied by social marketing in the public health sector. Montoya et al, (2005), Pirani and Reizes (2005) and Grier and Bryant (2005) agree that the application of the marketing mix is essential in the role of social marketing in public health. The elements are combined in different ways to bring about the desired change in the target market. Attempts have been made to incorporate the marketing mix theory into other non-marketing sectors. Lees-Marshment (2001) suggests that political parties have adopted a marketing-orientation with significant electoral success. Lloyd (2003) suggests the application of the marketing mix to the political arena by recommending the development of a political marketing mix that comprises five components namely, services offering, representation, accommodation, investment and outcome. The implication of the aforementioned suggestions is that the marketing mix can contribute enormously to the smooth operation of political parties in particular, and the government in general. CONCLUSION Though the marketing mix has been criticised as being too narrow and product-oriented, it is still relevant in contemporary marketing approaches. As has been discussed above, there is need for some modifications in the mix portfolio. Redefinition of the marketing mix does not reduce its relevance; it only serves to shift its focus to the modern trends in the market place. Also, the relevance of the marketing mix is reinforced by its application to non-marketing sectors such as politics and the public health sector. This shift suggests that with the right modifications, the marketing mix can be applied in any area of human endeavour. REFERENCES Ailawadi, K. L., Lehmann, D.R. and Neslin, S.A. (2001), Market response to a major policy change in the marketing mix: learning from Procter Gambles value pricing strategy. Journal of Marketing, Vol.65, No.1, pp.44-61. Ashcroft, L. and Hoey, C. (2001), PR, marketing and the Internet: implications for information professionals. Library Management, Vol.22, No. 1/2, pp.68-74. Banting, P.M. and Ross, E.M. (1973), The marketing mix: a Canadian perspective. Journal of Marketing Science, Vol.1, No.1, pp.1-11. Bartels, R. (1983), The development of marketing thought. Ohio: Grid Publishing. Constantinides, E. (2006), The marketing mix revisited: towards the 21st century marketing. Journal of Marketing Management, Vol.22, pp.407-438. Coviello, N.E., Brodie, R.J. and Munro, H.J. (1997), Understanding contemporary marketing: development of a classification scheme. Journal of Marketing Management, Vol.13, No.6, pp.501-522. Goldsmith, R. (1999), The personalised marketplace: beyond the 4Ps. Marketing Intelligence and Planning, pp.178-185. Grier, S. and Bryant C.A. (2005), Social marketing in public health. Annual Review Public Health, Vol.26, pp.319-339. Gronroos, C. (1994). From marketing mix to relationship marketing: towards a paradigm shift in marketing. Management Decision, Vol.32, N0.2, pp.4-20. Gronroos, C. (1997). From marketing mix to relationship marketing: towards a paradigm shift in marketing. Management Decision, Vol.35, No.4, pp.322-339. Gummesson, E. (1994). Making relationship marketing operational. International Journal of Service Industry Management, Vol.5, No.5, pp.5-20. Gummesson, J. (1997). Relationship marketing as a paradigm shift: some conclusions from the 30R approach. Management Decision, Vol.35, No.4, pp.267-272. Harker, M. and Egan J. (2006), The past, present and future of relationship marketing. Journal of Marketing Management, Vol.22, pp.215-242. Judd, V. (2002). Achieving a customer orientation using people-power, the 5th P. European Journal of Marketing, Vol.37, No. 10, pp.1301-1313. Kent, R.A. (1986). Faith in the 4Ps: an alternative. Journal of Marketing Management, Vol.2, No.2, pp.145-154. Kotler, P., Armstrong, G., Saunders, J. and Wong V. (1999), Principles of marketing. London: Prentice Hall. Kotler, P. and Armstrong G. (2008), Principles of marketing. New Jersey: Pearson Prentice Hall. Kruger, C.C., Lu, N. and Swatman, P.M.C. (2003), Success factors for online music marketing- e-transformation: from the four Ps to the four Cs, pp. 1-16. Lees-Marshment, J. (2001), The marriage of politics and marketing. political studies, Vol.49, 692-713. Lloyd, J. (2003), Square peg, round hole? Can marketing-based concepts such as the product and the marketing mix have a useful role in the political arena?. pp. 1-24. McCarthy, E. (1960), Basic marketing: A managerial approach. Illinois: Irwin. Montoya, J. A., Kent, C. K., Rotblatt, H., Mccright, J., Kerndt, P. R., and Klausner, J. D. (2005), Social marketing campaign significantly associated with increases in syphilis testing among gay and bisexual men in San Francisco. Sexually Transmitted Diseases, Vol.32, No.7, pp.395-399. Murphy, P. E., Laczniak, G. R. and Lusch, R. F. (1978). Ethical guidelines for business and social marketing. Journal of the Academy of Marketing Sciences, Vol.6, No.3, pp.195-205. O Malley, L. and Patterson, M. (1998). Vanishing point: the mix management paradigm re-viewed. Journal of Marketing Management, Vol.14, pp.829-851. Pirani, S. and Reizes, T. (2005). The turning point social marketing national excellence collaboration: integrating social marketing into routine public health practice. Journal of Public Health Management, Vol.11, No.2, pp.131-138. Shapiro, B. (1985). Rejuvenating the marketing mix. Havard Business Review, pp. 28-34. Van Waterschoot, W. and Van den Bulte, C. (1992). The 4P classification of the marketing mix revisited. Journal of Marketing, Vol.56, No.4, pp.83-93.

Actor Audience Relationship

Actor Audience Relationship In my most honest opinion, I believe the ideal actor audience relationship is something that transcends the normal criteria for a performer/audience relationship. It can be a passive or active relationship, for both types fulfill their purpose-creating emotional stimuli- on some level. There is an unspoken, unseen connection between those in the seat and those in the stage. Both viewer and actor feed off each other, whether it is the subtle shedding of a tear from the front row or the impact of a tomato on an underwhelming performer’s face.There wouldn’t be an audience without actors and vice versa for the audience pays for a ticket to be entertained and the actor performs to entertain the audience. What an audience member wants from an actor/production could be anything; a reminisce of a lost love, resonating a political reservation, a laugh-all these differentiating factors form the distinction that the way an audience acts towards a play t otally up to the VIEWER.It’s their emotional responses; a play does not dictate one how to act but it is the responsibility of the actors and crew to produce emotions. Though on one hand some plays seem more fit to be taken more actively (Rocky Horror) and some more passively (Romeo and Juliet) because of their contextual meanings and how the production as a whole sees itself. A play full of beautiful monologues and sonnets is meant for the more passive viewer, to be soaked into the mind amidst audience silence where musicals sometimes prompt one to move their body and even sings.Some plays might not mean anything to an audience member so they will remain totally at the end of the passive spectrum just watching actors and waiting to leave their seat. The audience shapes the performance by acting as to whom the playwright wrote for before the production hit the stage. A good playwright knows the audience/anticipation of an audience influences the juxposition of critical dramat ic beats. So automatically the audience influences the script, something has to be written that will draw people into the seats.Also the audience shapes the overall performances and charisma of actors for those who smile and applaud actively at one’s performance will encourage an actor to commit even further into â€Å"the illusion† while being booed might can an actors fumble his lines and throw the performance off balance, thus losing â€Å"the illusion†. Furthermore the audience also acts as critics, regarding the chances and reception of future performances. Most importantly, the audience is what pays the bills of everyone involved with the show.Without the audience providing encouragement, criticism and money-there wouldn’t be the modern conception of a play. Ultimately I feel that the role of the audience should remain varied. Too much participation may not be right for some plays and too little participation may make you look like a lame duck (Rock y Horror for an example). Maybe that is why most plays institute the standard â€Å"fourth wall† rule, separating the stage from the audience because it would ruin â€Å"the illusion† of the so-called realism plays.The appeal of audience involvement theorized by the playwright Augusto Boal’s theatrical form of breaking down the â€Å"fourth wall† so everyone can participate in the drama seems to be on the rise again, for the evolution of the there world is giving way to experimental writers and directors who encourage audience involvement In the end I feel that Boal’s ideas may be too much of a good thing, and the actor-audience relationship is one where the audience mutes themselves (aside from laughter and applause) and lets the actors on stage be the sole center of attention where the activity of communication/reaction is transported passively to the viewer. (1) Felner, Mira. The World of Theater: Tradition and Innovation. 2006, Pearson.

Why Canada Is Multicultural Nation - 974 Words

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William Shakespeare s Hamlet - A Close Reading Of A Passage

A Close Reading of a Passage in William Shakespeare s â€Å"Hamlet† â€Å"To be, or not to be: that is the question,† said by Hamlet at the beginning of his soliloquy, and it has become a quite well known phrase since Shakespeare s time. Even though the phrase is well known, the meaning behind it isn’t always fully interrupted or considered. The phrase can also be known as a representation of the Hamlet play itself, but the phrase is actually the words of someone whom is truly depressed and questioning life all together. â€Å"To be, or not to be,† in other words to live or to die, and at this time for Hamlet that is the ultimate question. However, is Hamlet truly depressed and crazed, or is he merely trying to fool everyone around him by playing the part? That will be the true question throughout this essay, and the following will question and explore Hamlet and his questioned sanity. 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