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Marketing Strategy in Service Business
- margrimaldi@unisa.it -
ASVSA Associazione per la ricerca sui Sistemi Vitali ASVSA Associazione per la ricerca sui Sistemi
Vitali

Programme
2
•Marketing and  Service Marketing: origins, evolutions & trends
•Service Theories: from S-D logic & Service Science to service ecosystems & service systems
•Many-to-Many Marketing
•Marketing Plan
•
•Value co-creation
•Unconventional marketing
Case studies
Examples
Exercises

Agenda: Lesson 1
3
•Marketing: origins, evolution and definitions
•Service Marketing: the advent of service-dominant mind-set
•New trends:
vExperiential marketing
vRelational marketing
•Case studies and examples
Agenda, checklist, tasks, todo icon Evolution Icon: immagini, foto stock e grafica vettoriale ...

Marketing: origins, evolution, definitions
1.1
4

Definition of Marketing
•AMA (1985):
•“Marketing is the process of planning and executing the design of offering (product), pricing,
promotion and distribution of goods, ideas and services designed to create exchanges that meet the
individual and organizational objectives”
Business function
Process
Orientation
5
Over time,
Marketing has been conceptualized as a
(n)

(1) Marketing: a business function?
•Porter’s Value chain (1985)
•
6

SISTEMA INFORMATIVO DIREZIONALE ED OPERATIVO
Marketing is a process which consists
of different strategic and tactical choices:
Demand
Promotion
7
(2) Marketing as a process
-Study of the selected market(s)
-Research on demand’s evolution and trends, analysis of competitors and identification of business
opportunities
-Adaptation of processes and production to potential customers
-Creation of demand for new products
Case Study Icon: immagini, foto stock e grafica vettoriale ...
Allocation of products for different sales channels

Consumers
Segments
Target
s1
s2
   s3
st
Selection of different «levels» of benefits
required by users
Can be value translated into
products for the selected targets?
S
E
L
E
C
T
I
O
N
Value proposition
Which kind of marketing mix
Value can be spread and take shape?
Creating value
Which value?
GAP
GAP
GAP
8
Marketing Management
GAP
GAP

Purchasing Motivations
Indirect competition (Needs)
Direct competition (Products & Brand)
Purchasing Process
9
Purchasing Process
Relationship between:
üOFFERED BENEFITS/REQUIRED BENEFITS
üPRODUCT PRICE/ CUSTOMERS SPENDING

Product features
Ways to attract consumers
Selling orientation
Marketing Orientation
Users’ needs
Business’ survival
Product Orientation
Production Process
Production Orientation
D>O
O>D
Focus
Product-Market
Process & product standardization
Efficiency of production
Research on consumers:
To product the goods wich can be sold
To sell what can be produced
Goods
 Selling
10
(3) Marketing as an Orientation
Needs
 Products

•Redefining the role of Marketing in Value chain
11
(3) Marketing as an Orientation

Marketing orientation
New needs of users
Needs of POTENTIAL users
New business opportunities
(3) Marketing as an Orientation
12

üComplex selection and diffusion of values, personality, story and identity (brand)
ü
üTranslation of value into a coherent culture to be spread within and oustide the organization
Value orientation
Corporate culture
>
STRATEGY
>
TACTICS
>
TACTICS
Stakeholder
Organization
Management
Governance
13
(3) Marketing as an Orientation

Marketing orientation redefines the entire organization and permeates the strategic objectives and
decision-making
Customers
Shareholder
Partners
Employees
VALUE
Creation
Public Administration
Competitive Advantage
STAKEHOLDERS’ SATISFACTION
Selection of
resources
Suppliers
Distributors
Media
14
 Value Proposition and Creation
Value is the complex set of economic, functional, psychological and social benefits that customers
want to receive (or receive actually) in exchange for the money spent (or for the money they want
to spend) to enjoy a good or service

RESEARCH & ANALYSIS
MARKETING PLANNING
Strategic
marketing
 Operational
15
Marketing for Value Creation & Diffusion
Mission
STRENGTH
Opportunities
THREATS
Weaknesses
Analysis of macro-environment (scenario)
Analysis of micro-environment (market/segment)
Analysis of internal environment
Goals
Strategy
Marketing mix
Execution
Control

Broad
Target
Small
Target
Basic needs
of market
Differentiated needs
Confined market
Personalization
To address needs
To come to light
concentrated
multiple
UNDIFFERENTIATED MARKETING (MASS)
DIFFERENTIATED
OR SEGMENTATED
MARKETING
CONCENTRATED OR NICHE
MARKETING
MICRO-MARKETING OR ONE-TO-ONE MARKETING
To stand out
Status Symbol
Undefined Marketing
16
Different kinds of Marketing

Target: whole market
Offering: single
Marketing plan: standard
Communication: undifferentiated
Distribution channels: Mass
Target: one or more segments
Offering: differentiated for each target
Marketing plan: One for each target
Communication/ Distribution channels: differentiated for target
Target: a single segment or a sub-section
Offering: focused
Marketing plan: unique for the target selected
Communication/ Distribution channels: tailored for the target
Undifferentiated Marketing
Concentrated
Marketing
Differentiated
Marketing
Goal: to attract the highest possible number of customers
Pros: costs and price
Cons: high competition
Goal: to conquer big segments of market
Pros: targeted marketing activities
Cons: high costs (multiple offering)
Pros: costs reduction; better knoweldge of the segment; enhancement of the image.
Cons: dissolution of segment or modification of tastes
Goal: to «nurture» a specific market
17

PRODUCTION ORIENTATION
PRODUCT ORIENTATION
MARKETING ORIENTATION
SELLING ORIENTATION
18
Different approaches for different orientations
Segment A
Segment A
Segment B
Segment A
Segment B
Segment C
Segment C
Segment A1
Segment A2
Segment A3
Segment A4
Segment A5
Segment B1
Segment B2
Segment C1
Segment C2
Segment C3
Segment C3
MASS APPROACH
BROAD SEGMENTS
ADJACENT SEGMENTS
MULTI- SEGMENTATION
For small segments
For niche segment
MASS CUSTOMIZATION

Market
Unique segment
Different segments
Niche
Single customer
X
X
X
X
X
Xa
Mass customers
Standard goods
Unidirectional communication
«Capture» of customers
Individual customer
Unique product and tailored production
One-to-one communication
Users’ loyalty
UNDIFFERENTIATED MARKETING
DIFFERENTIATED MARKETING
CONCENTRATED MARKETING
19
Different kinds of marketing

Evolution of Marketing Focus
Managerial (Kotler, Keller and Brady 1967)
Organizational (Grönroos, 1983)
Relational (Gummesson, 1997)
Collaboration-oriented
(Hakansson and Snehota, 1989)
Value-based and co-creation-based
(Prahalad and Ramaswamy, 2004)
(Ballantyne and Varey, 2006)
….and
Service-Dominant
(Vargo and Lusch)
INTERNAL
EXTERNAL
20

New definitions of Marketing
•AMA (1985):
•“Marketing is the process of planning and executing the design of offering (product), pricing,
promotion and distribution of goods, ideas and services designed to create exchanges that meet the
individual and organizational objectives”
•
21
AMA (2004):
“Marketing is an organizational function and a set of processes aimed at creating, communicating,
and delivering value to customers and managing relationships with customers in order to benefit
from the organization and related stakeholders.”

McCarthy, 1964:
- Product, Price, Promotion, Place
Kotler, 1986:
- Product, Price, Promotion, Place, Public Relations, Politics
Booms and Bitner, 1981:
- Product, Price, Promotion, Place, People, Physical Evidence, Process
Over time, different models have been adopted by practitioners and scholars for the definition and
study of the marketing mix:
Evolution of Marketing Mix
22
Lauterborn, 1990:
- Consumer, Cost, Communication, Convenience
Kotler, 2018:
- Customers, Company, Collaborators, Competitors, Context
P
C
https://www.youtube.com/watch?v=S_UWzR_dPeM

Service Marketing
1.2
23

The advent of Service Era
•
•Revolution in contemporary hypercompetitive and dynamic markets based on the new centrality of
service and on the preeminence of the immaterial aspects of consumption.
Risultati immagini per sociale logo
Servitization
(Vandemerwe  & Rada, 1988)
Servicizing
(White et al., 1999)
Servicescape
(Bitner & Brown, 2006)
Complexity and
Market saturation
Sustainable competitive advantage based on know- how
Beyond the economic profit:
Prosumers pay increasing attention to the social outcome of businesses
ICT diffusion
Impact of new technologies on the traditional value chain
ECONOMIC
SOCIAL
INFORMATIONAL
Risultati immagini per ict
Triggers
24

Service research: toward systems perspective
•This revolution leads to the metamorphosis of traditional marketing and managerial paradigms
determining the emergence of a shared:
•
•
•
•
•
Risultati immagini per system
Systemic approach centred on collaboration among companies, customer engagement and knowledge
exchange among all the actors aimed at value co- creation.
•Service: From good- centred logic to service- centred logic;
•Value: From product orientation to value orientation;
•Firm: From single firm to network firms.
Holistic view
Parallel shifts
25

Grönroos (1990)
“The physical goods become one element among others in a total service offering [..]This means that
physical goods marketing and services marketing converge, but services-oriented thinking will
dominate”
Service as a particular kind of products
Services ⊆ Products
Products as components of a total offering of service
Products  ⊆ Service
Say (1982)
“Services are activities consumed in the same moment of production”
Lovelock (1983)
IHIP: 4 characteristics aimed at distinguishing service from product  (inseparability,
heterogeneity, intangibility, perishability)
Risultati immagini per icona servizi
(1)Service dimension: from good-centred logic to service-centred logic
26

Mass production (taylorism): immediate economic profit
To produce in order to sell
Customers are not anymore viewed as an undifferentiated mass
To produce only what can be sold
“Customers do not
look for goods and services per se: they look for solutions that
serve their own value-generating processes” (Grönroos, 2000).
To co- create value and exchange knowledge with customers and other stakeholders
D > O
D = O
O > D
To sell what is produced
PRODUCT ORIENTATION
SELLING ORIENTATION
MARKETING/
CUSTOMER ORIENTATION
Value orientation
(2) Value dimension: from product orientation to value orientation
27

The mass market phase in which organizations do not study consumer’s attitude and desires and do
not establish relationships with users.
Monocentric view
Network view
Dualistic view
Interactions between users and providers have a strong impact on marketing decisions. So, companies
aims at building durable relationships with customers.
Not only customers and other stakeholders contribute to value co- creation, but also the social
networks in which they live.
Companies build relational networks to generate an offering not anymore based only on goods,
service or information but grounded on the unique knowledge exchanged among all the actors.
arrow 58 icon
Endogenous perspective
One-to-one marketing/ Relationship marketing (Grönroos, 1990)
Many to many marketing = Network theory
(Richardson, 1972; Castells,1996; Capra, 2002)
(3) Organizational dimension: from individual to network view
28

In order to be able to gain new market shares and to adopt more effective marketing strategies, a
growing need for "UNCONVETIONALITY" is emerging in recent years.
Get out of the box, think differently, innovate the way of doing innovation.
29
A new mindset for innovation

How many triangles do you see?
30


Conversation "E-FREE"
Set up a normal conversation without using any word containing the letter E. Without pauses between
sentences. Example:
Person 1: "What do you want to do now?"
Person 2: "I do not know, what about lunch? I know a good fast food."
You're constantly looking for the right words to say that your sentence makes sense and you're
E-free. It is a thought outside the box.
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To think outside the box
Think Outside The Box Icon of Line style - Available in SVG, PNG ...

Add numbers… Quick!
Quickly adding small numbers to your head (4 + 7 + 9 + 3 + 2 + 2 + 8 + 5 + 8 ...) forces you to
continually change the information you need to work with and remember.
As the numbers are added, the overall total changes constantly and to get to the next total you
need to focus exclusively on the current total and the next number you are adding.
32

Changing the  Perspective
33
Directs
Products
(output)
Goods
(tangibles)
Indirects
(Goods)
Services
(Processes and applied competences)
Services
(Intangibles)

«Narrow» perspective
(shareholders; direct stakeholders)
«Internal» Production
Unidirectional and dyadic relationships
Production-Selling orientation
PUSH MODEL
Good-dominant logic
Service-dominant logic
Customer orientation
Co-creation and resources integration (Knowledge)
«Broader» systems view
(multi-stakehoklder)
MANY-TO-MANY
Relationships networks
Service outputs are co-created and co-produced collaboratively
Value is not produced anymore exclusively by providers, but is negotiated between and among all the
stakeholders
Consumers are benefeciaries/passive receivers of products
Services are «extra» features added to products
Goods are means  to provide service in a totalizing service offering
Consumers are strategic resources for companies and participate actively in value co-creation
34
From G-D logic to S-D Logic
Products ≠ Services

G-D LOGIC
Definition of service
Value lies in products.
Services are activities consumed in the same moment of production
Services are a set of activities more or less intangible that take place in the interaction bewteen
users and companies
Value is not IN products but it is negotiated collaboratively  and built in progress during the
experience of service delivery
IHIP Model: 4 differences Goods vs servicesà (1.intangibility;
2. heterogeneity; 3.inseparability; 4. perishability)
Service are a particular kind of goods
Risultati immagini per network
Services are a cosmetic adjunct to tangible goods
Services are the real object of exchange and are co-created by each actor engaged
S-D LOGIC
35
The evolution of Service
Hard sell orientation
(1930-1960)
Marketing orientation (1960-1985)
Service era
(1985…)
Neoclassical
(1890-1930)
Phase

•Adam Smith, The Wealth of nations (1776)
•Market and exchanges focus on two key dimensions:
•
•Industrial production of tangible goods as activities targeted at value creation;
•
•Efficiency and “division of labour”: manual labour based on differentiated capabilities and
competencies.
36
The origins of Service
The foundation of economic exchange is the application of intellectual and material capabilities of
actors that act «for» the benefit of other actors (what will be identified next as «service» in S-D
logic).

The key assumption that tangible goods own a transportable and transferable value leads to the
distinction between:
PRODUCTIVE GOODS
UNPRODUCTIVE GOODS
•Tangible goods with nominal value (market price) which makes easier to assess and measure the
exchange of value.
•These goods contribute directly to the wealth of a nation.
Goods which cannot increase the surplus of a nation and involve the provision of a non-standardized
service with unquantifiable value (e.g. lawyers, doctors, etc.).
37
The origins of Service

•Say, Traité d'économie politique, 1821
•
•Production does not generate tangible outputs but create utility and benefits (value in-use)
•
Mill, Principles of Political Economy, 1848
The work is «productive» even if not targeted to the production of tangible objects
38
Criticism of Classical economic theory

•Jean-Baptiste Sayà UTILITY: internal feature of material goods
•Underestimation of the differences between value-in-exchange and value-in-use (seen as
interchangeable).
•
•
•
PRICE
PERCEIVED VALUE
UTILITY
39
Criticism of Classical economic theory
Mill and the utilitarianism: The price that customers want to pay is the perceived value, which, in
turn, is based on utility, as a property of the object exchanged.

•Pioneer of Service-Dominant logic, who shifts the attention to:
40
Criticism of Good-dominant mindset
Frédéric Bastiat, Harmonies of Political Economy (1850)
•Users’ needs and satisfaction;
•Value as personal acknoweldgement and (comparative) assessment of the different mutual benefits
provided by different services.
BUT
Bastiat’s thought has not been formalized as an «autonomous» economic theory

•The goal of economic activities is to produce and distribute goods that can be sold
•The goods should acquire utility (value) thanks to production and distribution processes and
provide consumers with higher value than competitors’ propositions
•
41
Good-dominant logic in brief
•The company should target all the decisions at the maximization of the profit deriving from sales
•The goods should be standardized and manufactured far from the market to enhance control and
maximize production efficiency
•Goods can be stored before customer’s demand and, then,  can be delivered to consumers in exchange
for a certain profit.

•Linear and unidirectional model;
•Clear opposition USER vs PROVIDER;
•Little consideration for social value;
•Underestimation of the role of context and of relationships in exchanges.
•
42
Good-dominant logic: main limitations

•Over time……
•
•The mounting hypercompetition of markets and the complexity of context led to the adoption of a
broader,
•all-encompassing and systems vision
Introduction of service management and service marketing as «autonomous» research areas
…until the «explosion» of
SERVICE-DOMINANT LOGIC
43
G-D logic: a «myopic» vision

•The development of customer orientation is just one of the main triggers that fostered the rise of
services:
•
44
From customer orientation to S-D logic
à The study of consumer behavior and the assumption that consumer choice is more than just a
function of the maximization of benefits related to the utility of the goods
à The growing social and economic ​​development deriving from the service economy
àThe overcoming of the distinction between customers and providers and the inclusion of “generic
actors” in the co-creation of value.

Service-dominant logic derives from relational marketing (Berry, 1983), then merged into Nordic
School (Gummesson and Gronröos, 1994) which focuses on two key concepts:
45
Transactions vs Relationships
Shift from dyadic relationships (economic transactions) to many-to-many approach that
reconceptualizes companies as complex networks of relationships and interconnected actors
The value deriving from exchanges is interactional and depends on the context in which interactions
occur and in which experiences are developed
(Pine and Gilmore, 1999)à experiential marketing

•tools/means to provide service
46
S-d logic: (Redefining) key concepts
«application» of resources for the benefit of other actors, as the basis of economic exchange
Always co-created by providers and many beneficiaries…
…always determined exclusively by beneficiary
SERVICE
GOODS
VALUE

•From value-in-exchange to value-in-use and in-context
•
47
S-D logic : main insights
•From product orientation to customer orientation
•From transaction to relationships

C:\Users\notaro\Desktop\Healthcare.jpg
C:\Users\notaro\Desktop\assurance.jpg
C:\Users\notaro\Desktop\energy.jpg
C:\Users\notaro\Desktop\holiday.jpg
C:\Users\notaro\Desktop\Law.jpg
C:\Users\notaro\Desktop\waste.jpg
C:\Users\notaro\Desktop\tourism.jpg
C:\Users\notaro\Desktop\bank.jpg
C:\Users\notaro\Desktop\transport.jpg
C:\Users\notaro\Desktop\restaurant.jpg
C:\Users\notaro\Desktop\post.png
C:\Users\notaro\Desktop\hotel.jpg
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Everything is…Service

From S-D logic: Definition of Service
49
…..directly or indirectly connected
 THROUGH
AIMED AT
FOR
Application of specialized skills and competences
actions, processes and performance
producing benefits
themselves and for third parties
Vargo and Lusch (2004), p.2

The process of value co-creation
50
Value                  from supply chain
Value                   from co-production
Supplier
Producer
Consumer
Value destroying

- RESULTS/EFFECTS -
51
Value-in-context
Mutual benefits
Value-in-use
Win-win
Value
Co-creation

From consumers
52
BUT

Relationships with Market
53
From the Market
With the Market
To the Market
“Matter in Motion”
Client Management & Market Management
Collaboration with customer
endogenous
exogenous
A
B
B
A
A
B
collaborative

Multi-actors contribution
54


The different shades of marketing
55
The shifts
Production-selling orientation
Marketing orientation
G-D logic
S-D logic
Value-in-exchange
RELATIONSHIP MARKETING
EXPERIENTIAL MARKETING
Relationship Icon | Free SVG / PNG, Premium Animated GIF / APNG ... See+hear+icon Images, Stock
Photos & Vectors | Shutterstock
Value-in-use & value-in-context
Dyad
Network
Service-dominant logic’s Ancestors
from:
to:

Relationship Marketing
1.3
56

Customer
CUSTOMERS ORIENTATION
After 1960...
Relational Marketing (RM)
Customer Relationship Management  (CRM)
Provider
Customer
The focus is on the relationships
between two key actors
After 1990...
Customers
Providers
Many-to-many approach
After 2000...
57
Customers as the pivot, the focus of attention in the market
Network orientation
Focus on multi-levelled networks of actors/ stakeholders
Relationship marketing: origins

•Hakansson (1979)
•Establishing, negotiating and managing relationships with stakeholders is essential to obtain
sustainable competitive advantage based on long-term agreements.
•
•The management of relationships between the company and the main stakeholders is entrusted to
marketing which should represent the “sensitive soul” of the company capable of understanding,
adapting, proposing, measuring.
Relationship marketing: origins
Kotler (1992)
Focus on long-term objectives and relationships
58

Berry (1983)
Service is created, built and developed to start, maintain and improve relationships with users
59
Relationship marketing: origins
Bendapudi and Berry (1997)
Four variables influence the characteristics of relationships:
1. Environmental dimensions
Providers
environment
Consumers
I
N
T
E
R
A
C
T
I
O
N
2. Service providers’ main features
3. Consumers interested in the service
4. Interactive dimension

•
•
Marketing relazionale: definizione e benefici
60
Relationship Marketing
PASSIVE
Marketing
ACTIVE
Marketing
Marketing
=
Selling
Relationship
Marketing

61
•
•
Aim: to increase the value of relationships with customers through the enhancement of users’
loyalty
Definition: Creation, development, maintenance and optimization of relationships between customers
and organizations
Selection and analysis of specific targets (not anymore broad segments) to reduce the asymmetry
between the company and every single user through multi-channel strategies: from classic media
(telephone/ print) to web communication
Bidirectional relationships and increased knowledge of users
Relationship Marketing

62
•Systems thinking, new paradigm that provides businesses with cognitive and rational tools that
identify and foresight new ideas to design offering aligned with customers’ expectation and value
Relationship Marketing: a new mindset
Shfit to a collaborative approach to relationships that pursues total value maximization and
subjective value maximization to improve:
-  Synergistic relationships in the value chain;
- Long term part.nerships that contribute to system’s well-being.
A change in the managerial approach to relationships  with users and stakeholder is needed

63
Identification of strategies to establish durable relationships consumers-brands
THROUGH the involvement of target users in long term programmes that provide immediate benefits and
sense of belonging to brand
Relationship Marketing
ONE-TO-ONE: direct relations between
consumers- companies and brand-targets

ONE-TO- ONE RELATIONSHIPS
64
•New technologies, social networks and IT systems contribute to engage customers in business
decision- making
•Personalization of relationships with users, seen as unique individual entities with specific
needs.
•Customers (especially B2B) become partners of organizations and contribute to the design of value
proposition for theirselves, for the organizations, for other customers
•
•Development and creation of relationships based on interactivity, connection and mutual learning
Personalizing Relationships

65
Personalizing Relationships
•Creation of different targets with different needs for different actions and service offering;
•Knowledge on users’ requirements, needs and tastes;
•Bidirectional communication.
To optimize relationships, personalizing strategies are needed
Personalization - Free miscellaneous icons

üOperational translation of relationship marketing
üModel for that all-encompasses pre-delivery and post-delivery
üKey role of information systems and technology
66
Berry, 1999 Pride and Ferrel, 2005; Schael, 2005
Customer Relationship Management
CRM
Align systems with goals and strategies
Consolidate customer data
Study and segment customers
Personalize customer interactions
Re-evaluate and recalibrate CRM strategy

67
The sharing of a common language: that can enhance knowledge sharing and the exchange of
information that increase marketing collaboration and the creation of a cohesive set of value
Relationship Marketing
Relationships can be developed over time through:
A coherent culture: based on common trust and shared purposes that allow at reducing uncertainty
and opportunistic behaviors of partners
Natural-language-processing-web-icon (1) - ClearPeaks

68
To retain customers (and obtain loyalty) is better than acquire new ones  with the reduction of
service quality
The aim of relationship marketing is to establish, strengthen and renew over time stable and
durable relationships with customers to create and regenerate constantly the production of mutual
benefits
Relationship Marketing
Marketing relazionale: come fidelizzare il tuo cliente - Marketing ...

69
RESOURCES - WHY?
Risultati immagini per immagini di risorse scarse
•Recurrent in our literature
•Useful in practice (limited)

Resource integration in S-D Logic
70
Resources are not inherently “ valuable, ” but become more or less valuable depending on the
context of their integration
(Chandler and Vargo, 2011).
Resources are not, they become
(Zimmerman, 1951; Vargo & Lusch, 2014 )

71
Relationship
Time
Capabilities
Information

Experiential Marketing
1.4
72

•Experiences can turn the moment of consumption into a memorable event
•Experiential reframing of  the processes of delivery and brand management
73
Marketing as experience
The «traditional» marketing strategies (STP- segmentation, positioning and targeting) and tactics
(the 4 Ps) are reread
the lens of experience which permeates service with a totalizing experience
Mehrabian and Russell, 1974; Pine and Gilmore, 1998;
Schmitt, 1999; Addis, 2007
THROUGH

Marketing as experience
74


75
Marketing as experience
•“Today, customers take functional features and benefits, product quality and a positive brand
image as a given. Products, communications and marketing campaigns should “dazzle” their senses,
touch their hearts, and stimulate their minds.
•They want products, communications, and campaigns that they can relate to and that they can
incorporate into their lifestyles” (p. 57)
“ To provide customers with engaging and attractive experiences can allow companies at gaining the
edge over competitors, in a way that the “simple“ satisfaction cannot guarantee»
Schmitt (1999), Experiential Marketing
Learning, listening, senses, skills, watching icon

•Planning of Brand Experience
•
76
Customer Experience Management
Study of the experiences that customers lived and can live through consumption
Building of experiential positioning
Activation of relationships with customers that enter the experience
ANALYSIS
STRATEGY
DESIGN
IMPLEMENTATION
Analisi dei dati di stock | Icona Gratis Design Icon - Free Download, PNG and Vector Implementation
Icon - Immagini vettoriali stock e altre immagini ... Implementation Icon - Immagini vettoriali
stock e altre immagini ...

77
Schmitt’s Model (1999)
Creation of experiences for the mind that stimulate intellectual, creative and problem- solving
capabilities
The first «level» that builds the sensorial experiences by using the 5 senses (taste, smell, touch,
hearing and sight)
Emotional experiences related to the brand that evoke and recall emotions and customers’ internal
feelings
Impact on corporeal experiences, lifestiles, interactions
Connection of individuals with themselves, other individuals and culture. This level
all-encompasses the features of the other levels.
Sense
Think
Feel
Relate
Brain, head, human brain, mind, sense icon Hand Icon of Line style - Available in SVG, PNG, EPS, AI
& Icon fonts Risultati immagini per action icon
Act

78
Schmitt’s Model (1999)
Strategic Experiential Modules
SEM
Harley-Davidson - Wikipedia

–Evergreen brand which symbolizes the american way of life
–The company turned a drink into a state of mind, a status symbol, a cult product for youngsters
worldwide
–The brand embodies the value of friendship, fun, happiness
79
Coca Cola

>
Sense
Product
Place
Promotion
«Taste the feeling»
Multisensoriality
Hedonism
Core values
The brand «enter» the cities (3D Poster Time Square)
Coca Cola Freesyle Fountain Machine
Glass coke bottle
Aluminum Can
80
Coca Cola: Sense
«Taste the feeling»  campaign

>
Think
Product
Promotion
«Keep it going. Recycle»
«Go green!»
Sustainability
Inclusion
Diversity
Equal opportunities
Core values
Green Packaging
Healthy Low Sugar Coke
Coca Cola «Life»
81
Coca Cola: Think
Social campaign
Coca-Cola life, bibita “verde” del famoso marchio | Brescia a Tavola
Place
Zero Consumption Vending machines

>
Feel
Product
Place
Promotion
Kiss the
happiness
100 years
Marilyn Monroe
Elvis Presley
Ray Charles
«Artistic» Packaging
Happiness
Fun
Core values
Happiness Machine
«To deliver happiness»
Storytelling
82
Coca Cola: Feel
Trussardi omaggia Coca-Cola con un'edizione limitata di lattine ...
https://www.youtube.com/watch?v=lqT_dPApj9U
https://www.youtube.com/watch?v=A45sjUX7mp0

>
Act
Product
Place
Promotion
Dynamism
«Boost» for movement
Active and sporty lifestyle
Core values
Water Bottles
Limited edition of cans
(Olympic games and Football Championship)
“Coca-Cola is where sport is”
83
Coca Cola: Act
I distributori altissimi della Cocacola, a prova di pallavolista ...
Basket player vending machines (Olympic Games)
Merchandising
Sponsorship (FIFA World CUP)
https://www.youtube.com/watch?v=_ajONMjOC9s

>
Relate
Product
Place
Promotion
«Coca Cola
is for everyone»
Community
Empowerment
Participation
Universality
Can with people’s names
Core values
«Share a coke» 2018
Vending machines with locking bottles
https://youtu.be/P7ADWd9Psag
84
Coca-Cola: Relate

Marketing as experience
85
https://www.youtube.com/watch?v=BbgrHnbgoDU

Marketing as experience
86
Starbucks Reserve Roastery, MILAN
https://www.youtube.com/watch?v=rhEpoq-nSYA

Marketing as experience
87
https://www.youtube.com/watch?v=ojmne-cs6EI

Marketing as experience
88
https://www.youtube.com/results?search_query=SPRITE+SHOWER

Mara Grimaldi
margrimaldi@unisa.it
ASVSA Associazione per la ricerca sui Sistemi Vitali
THANK YOU.
Questions? Comments?