Marketing Professional Services

No abstract available for this article.     

International Marketing of Services

This article is based on a chapter of a forthcoming book on ‘The Marketing of Services' to be published by Heinemann, Spring 1984. It examines the contribution to the UK's Balance of Payments made by ‘invisible exports', including services, and highlights the advantages and disadvantages that arise when marketing services, as opposed to products, overseas.     

Marketing Interior Design Services

No abstract available for this article.     

Marketing Financial Planning Services

No abstract available for this article.     

The Marketing of Services

No abstract available for this article.     

Marketing Financial Services in London

ABSTRACT

Given the extremely csompetitive nature of the financial industry in London, England it is important to understand how to conduct a successful marketing effort. A look at various financial services firms in London, such as General Electric Corporation Global, Morgan Stanley Dean Witter, Fidelity Investment and government organizations including the Financial Service Authority and the Bank of England help to profile several methods available to help a global marketing effort. Innovative marketing performance tools such as Customer Advisory Boards, Sales Technology Tools, and other effective performance issues are examined.     

Financial Services Strategic Marketing Planning

No abstract available for this article.     

The Marketing of Professional Services

The recognition by professional services firms of the need to become marketing-orientated and apply marketing techniques is of recent origin. Yet their need to identify, anticipate and satisfy client requirements profitably, rather than passively wait for clients to request their services, is overwhelming. The professional services provided by such specialists as accountants, advertising agents, banks, computer consultancies, consulting engineers, and management consultants are highly people intensive. Consequently, there is more room for individual discretion, eccentricity, delay and error. This article argues that professional services companies can systematically plan the marketing of their services so that they can provide value satisfactions that will create and keep their clients and produce profits.     

Telecommunications Technologies Assist Services Marketing

No abstract available for this article.     

Marketing of Recycling Services:

While some research studies have investigated recycling, little work has been done in the area of marketing of recycling behavior by those providing recycling services. This study looks at the effects of different informational, convenience, and economic factors, as well as social norm effects, on recycling behavior of consumers for newspapers, aluminum containers, glass containers, and plastic containers. Results indicate that optimal strategies for inducing recycling behavior may differ depending on the materials to be recycled.     

Marketing/Selling Professional Services

No abstract available for this article.     

Implementation of Services Marketing Programs

No abstract available for this article.     

Improving Quality in Services Marketing:

The purpose of this paper is to integrate quality improvement efforts from several disciplines into a framework that meets managers' desire for a pragmatic understanding of the choices and commitment levels involved in quality improvement. Tools are taken from total quality management, services quality, and strategic planning areas. Four distinct dimensions of improving service quality are presented with examples, and their respective benefits and toolboxes are discussed. The concluding section presents a comparative framework of the dimensions in two tables.     

Marketing Professional Services to Family Businesses

ABSTRACT

Theory from the new field of family business studies, tested empirically here, indicates that family business procurement processes for professional services is significantly different from that of other companies. Family businesses engage in more informal processes, involve family members who are not employees as influencers in the buying center, require a greater investment on the part of their suppliers and take longer to reach a decision. As a result of these process distinctions, marketers of professional services targeting smaller to medium sized businesses should be prepared to address the special needs of family business owners.     

Fee Strategies for Legal Services Marketing

No abstract available for this article.     

The Internal Marketing of Legal Services

Law firm libraries have traditionally operated as cost centers. This article, however, focuses on marketing to increase li- brary usage and staff billable time thereby transforrn~ng the law firm library into a profit center and firm marketing resource.     

服务的不可分离性特征与企业的营销对策

<正>随着经济的发展,我国的服务业也得到了很大的发展,服务业在国民经济中的比重由1978年的23.7%上升到2005年的40.3%。然而,服务的不可分离性特征给企业的营销活动带来了一些不利的影响。     

Expert Systems and Professional Services Marketing

No abstract available for this article.     

服务特征的再认识与整合服务营销组合框架

本文在文献综述的基础上,通过服务营销与商品营销的对比,分析出服务的9个基本特征:顾客不获得服务所有权、无形性、顾客参与性、人员作为服务产品的一部分、投入产出更大的可变性、服务质量难评价性、不可存储性、时间要素重要性、不同的分销渠道等.并在详细分析针对服务特征所需的营销策略的基础上提出了由服务产品、价格、分销、促销、有形证据、人员、过程和生产效率组成的整合服务营销组合框架,指出服务企业在设计和实施营销方案时必须做好营销管理职能、运作管理职能以及人力资源管理职能的协调与沟通.     

Marketing Services for the New Organizational Structure

Two trends in organizational structures warrant a reexamination of the ways that marketing services companies (Marketing, Advertising, Promotion, Public Relations, etc.) are asked to support the objectives of their client organizations. The first trend is the "flattening" of many organizations as layers of management are cut in an attempt to reduce overhead. However, there is seldom a concurrent reduction in projects with the result that the remaining managers must accomplish virtually all the previous tasks with a diminished staff. The second trend is an attempt to develop a competitive edge by refocusing the mission of the organization. Total Quality Management (TQM), task teams, and a new focus on customer service are examples of recent attempts to redefine the real goals of an organization and align employees behind the new goals. In this article the authors argue that a new structure in marketing services companies is needed to serve the new organizational structure. This new structure more nearly mirrors the client organization by encompassing multitude disciplines and operating with a lean organization of experienced professionals. The advantages are the same as those that lead to changes in the client companies; lower overhead, greater alignment along disciplines, and a competitive edge for clients.