Page 152 - DLIS402_INFORMATION_ANALYSIS_AND_REPACKAGING

Unit 8: Marketing of Services and Marketing Intelligence

Services (compared with goods) can also be viewed as a spectrum. Not all products are pure goods, Notes
nor are all pure services. An example would be a restaurant, where a waiter’s service is intangible,
but the food is tangible.

8.1 Measurable Communication of Service Marketing

Information of Marketing is measurable communication aimed at increasing knowledge and creating
competence within the target groups.
Three Information Marketing imperatives are:
• Focus in users’ motivation and learning situation.
• Combine pedagogic and marketing approaches.
• Take full advantage of the digital networked environment.
• A system is created in three phases
• Understanding of the information needs of marketing management
• Locating relevant data and transforming this into usable information.
• Making this information available to managers when, where and how the as they require it.
The core idea of this model is formed by motive and measurability. By motive, we refer to the
motive of the end-users of training or communications solutions in particular – are they self-motivated
or does generating motivation require external encouragement or guidance?
By measurability, we are referring to the transparency of the performance as well as the performance’s
content-based assessment. We can offer our customers standard procedures and content suites for
the various situations involved.
Figure 8.1

Delivering the Actionable Information Prewise
last mile of = change TM + marketing TM + gimlet TM
change Process concept technology

Locating Data and Developing Information
The information needed by marketing managers comes from internal company records, marketing
intelligence and marketing research. The information analysis system then processes this information
to make it more useful for managers.

Internal Records

Information gathered from sources within the company to evaluate marketing performances and to
detect marketing problems and opportunities. Most marketing managers use internal records and
reports regularly, especially for making day-to-day planning, implementation and control decisions.

Internal records information consists of information gathered from sources within the
company to evaluate marketing performance and to detect marketing problems and
opportunities.

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