I.

II.

III.

Core Competencies Analysis

a. Unique Internal Skills Processes and Systems
b. Competitive Advantage with Real or Perceived Value
c. Prioritize every activity or Function; Assign Dollar Value; Focus on
Competencies that Avoid Cost and Bring-in Most Value to the Business
Key Success Factors (KSF)
a. Why does the customers select your company over competition?
i. Market Differentiating Strategies; Has significant value to
customer
ii. Order Qualifiers; Necessary Activities But Not Adding Value;
Equal in the Eyes of Customers
b. Order Winners: Superior Practices; Highly valued by Customers; Align
to Customers Needs
i. Strategic Market Segmentation
ii. Reduces Cost, Operates Lean
iii. Reliable Delivery or Services
iv. Utilize Employees Strategically
v. Responds to Customers Needs and Wants
c. KSF Relating to Condition or Circumstances
i. Favorable Market Image or Reputation
ii. Low Cost Operation
iii. Location Relative to Customer
Business Unit Strategy: Focus on Creativity, Differentiation, Value
Proposition, Organizational Alignment and Good Fits
*What to whom and how the business product or services is to be brought
to the market
*Stated in broad, descriptive, general, non-tactical terms
*Focuses on differentiating the usiness from competition
*Aligns business to the S, W and with its customers and customers needs
a. Overall business strategic Statement
b. Division Strategic Statement; Alignment with Core Strengths,
Resources, Skills and Goals and Objectives
c. Functional Strategic Statement; Tactical Plans/Executional Elements of
Conducting a Business

8 Ps of Marketing

People
Much of how customers rate the service experience hinges on the person delivering
it. Professionalism and courtesy go a long way in any service business. Other
attributes become critical depending on what services are being offered -- discretion
in a psychiatric practice or tact in funeral services, for instance.
Thinking about your employees is more than just your marketing teams talent and
your salespeoples selling skills, though those two groups are vitally important. Any
employee who touches a client or prospective client falls into this category. Are
they prepared to talk to clients about your firm and its services? Do they
understand the process for handling client interactions? Do they have the
communication skills to be effective? Is there any training required to make them
better? Are they empowered to act on the companys behalf? Do they live the
brand?
Do not look for the best and most impressive resumes, instead look for the right
people. After finding them, the mission is to put them in the right places.
Internal How are we engaging people who work in Scoobys? Could we be doing
more to keep alumni staff connected to the camp brand for a lifetime?
External While perspective campers make up the bulk of external customers,
what is our definition of a camper? Have we become too youth-based in a society
with more than 78 million baby boomers reaching retirement age? What are we
doing to bring community members, with and without personal camp experience,
into our organizations? - See more at: http://www.acacamps.org/resourcelibrary/articles/8-ps-marketing#sthash.0P43nrU3.dpuf
Process
Process is the standard operating procedure in delivering the service. Depending
upon the situation and location, luxury hotels may require employees to smile, nod,
bow, shake hands or otherwise greet guests.
The buying experience is becoming more and more important as the public learns to
expect better service. A poor process will lead to a poor user experience, and some
very negative exposure. Letting people know that you have strong secure customer
orientated processes in place is key, buy only when its backed up by the reality of
their experience.
Do your marketing personnel have a process to follow? Are they strategic? Are
they proactive? Do they create and follow a plan and budget and then report
against it? Are they measuring their efforts? Same goes for your sales team do
they have a plan? Do they prioritize their clients? Are they recording/tracking their
efforts? Is there a plan for generating and nurturing leads? Is there a clear territory
and commission plan in place?
Positioning

Where the company wants to fit in its industry will determine its marketing
positioning strategy. This is determined in large part by which generic business
strategy the firm employs. It may determine low costs will be its path to profitability.
Or it may decide to pursue differentiation, embedding distinctive benefits into its
service. Cost leadership strategies are evident in the companys promotional
materials, physical environment and price.
Maybe the most important of these additional Ps, positioning relates to your brand
in the marketplace and specifically, defining and communicating that one thing that
sets your firm apart from your competition. In Sales parlance, its been called the
USP Unique Selling Proposition. This is not a catchy marketing slogan or
promotional campaign that changes regularly, but gets to the core of who you are,
what you do and what your clients should expect when working with you. Do you
have a unique position? Do you know what it is? Do you know what your clients
believe it is? Do you aspire to a position you dont yet have and have a plan for
getting there?
Important in any market, health is probably one of the sectors that most depend on
this P. Understanding politics is fundamental for launching your product in the
market. Try seeing politics as a good channel for networking in order to create a
good business relationship, partnering etc.

In conclusion, the 8 Ps are prerequisites for all marketing strategies, from startups
to multinationals. Develop a habit of reviewing all the Ps and train by periodically
evaluating other businesses.
Performance
Sometimes called productivity, performance examines how well a companys
services compete in the marketplace. This may include how consistent the service is
and how well its features translate into benefits as it is being delivered. A carpet
cleaning service may employ state-of-the-art equipment but have trouble attracting
repeat customers. Performance also considers how to measure the companys
financial goals and whether they are being achieved.
In what way is your offering a good deal for the customer? This is less about you as
a business improving your own productivity for cost management, and more about
how your company passes this onto its customers. Remember that this always
needs to be tied with quality; you supply the best, and use the best products,
procured fairly at the lowest cost.