| Companies providing services rather than tangible
products were first to appreciate the importance of 'people' in
their marketing mix adding to product, price, promotion and place.
That's not surprising, just think of a restaurant and the typical
encounter a customer has with those who work in the restaurant.
The role of the staff is likely to be as vital as the food itself
in determining the customers actual experience. Read Services
Marketing a book by Lovelock (2001) pages 226 - 227 for a very
clear diagram highlighting such an encounter in a restaurant.
It is now apparent that people are an important element in all
marketing strategies. People devise and make the products, help
sell them, provide support and deliver any attached services.
One of the most significant differences between the original
4 'P's and People is that the last 'P' is often unpredictable,
inconsistent and hard to control. After all we are talking about
humans here!
As a result one of the key roles for marketing is to manage some
of the impacts of human involvement.
Strategies for supporting people in delivering service
This starts with recruitment. Ensuring you employ the right kind
of people for the job and the best you can is critical when considering
people as a 5th part of the marketing mix. This needs to be followed
up by training them adequately and offering a system of supports
and encouragement when required.
Do this well and an organisation is likely to employ and retain
good staff. Good staff are a real competitive asset for any company.
If they are good and have worked for you over a long period of
time they will contribute a lot. If you employ the best painter,
the top chef or the most brilliant tour guide your customers benefit
and your competitors can't be employing them. Your gain is their
loss.
All of the above means marketing departments now need to work
closely with the Human Resources/ Personnel departments within
the organisation. Zeithmal & Bitner (2003) have developed a useful
diagram outlining the main elements involved in recruitment, training,
supporting and retaining the best staff. See page 328 of the current
(3rd) edition. For more on human resource management visit: www.hrmguide.co.uk
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| Heather
Moore, Marketing and Promotions Officer
Marwell Zoo, Hampshire |
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| Spencer
Brace, Sales & Marketing Manager,
Bournemouth International Airport. |
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Part time Marketers
This idea was introduced in the 1990's and has been quite widely
adopted by many forward-thinking organisations. In essence it
suggests that all employees can and do (from time to time) perform
marketing related roles. They meet customers and communicate with
them, they recommend products/services, they project a company
image etc.
If this is so then marketing ideas and actions should not be
restricted to the department called marketing. Marketing plans
should not be kept behind closed doors as if it is some kind of
magic formula.
A classic example of this notion of part time marketers is the
car park attendant and receptionist of most companies. These people
are often the first people to meet customers; they make the all-important
first impression. They have the role of ensuring the customer
has an immediately favourable experience. Yet these people are
far removed from marketing departments and frequently ignored
being seen as unimportant.
The idea of 'boundary spanning roles' helps us here. It argues
that many people contribute far more than the strictly limited
job description they are employed to carry out. In reality car
park attendants do not just make sure cars are safely parked but
they can also set the scene for many external visitors. Receptionists
don¡t just point visitors in the right direction but can also
make them feel welcome. This principle can be applied to a host
of other types of organisation and jobs.
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| Heather
Moore, Marketing and Promotions Officer
Marwell Zoo, Hampshire |
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