Marketing a Service for Profit by Greg Clarke, Gregg Clarke

By Greg Clarke, Gregg Clarke

Addressing the desires of all expert carrier prone, from accountants to medical professionals to experts, advertising and marketing a carrier for revenue will give you the reader with the boldness to industry a carrier to the proper viewers with the suitable strategy.

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As a customer of many different services yourself, you know when you have received good service, and what it feels like to receive poor service or for your expectations not to have Page 2 been met. Some service-based businesses are unfortunately high on hype in their advertising or promotional literature, or in what they say in order to persuade the customer to buy. Others appear to have perhaps lost their way strategically, or—worst of all—appear not to care about their customers. Your business may not be represented by any of the above examples, yet you are seeking ways to improve performance: perhaps by finding more—and better quality—customers; or by improving your margins and thus increasing your profits; or by strategically altering the way you do things so that your customers come back time and again and appreciate what you do for them, at a price that is sensible for you.

These factors will affect your strategy for finding and keeping customers. Analyze your business in these terms and rethink your strategies in terms of what your customers do, rather than what you do. • Can you add on a service to your existing business offer, to encourage customers to come to you and/or continue buying from you, or to increase your turnover and profit by selling an improved ‘package’ of benefits? • Categorize your business into service (people) based and facilities based components.

Telecommunications, the Internet, railways, buses, libraries, cinemas, electricity, gas and water are all examples of facilities that are currently classed as services. There are a great many such businesses, providing customers with services (facilities) that are based more upon customer interaction with machinery, equipment and electronics than on personal interaction between people. For the purposes of this book, ‘services’ can accommodate both people-based services and the provision of tangible facilities that Page 13 provide services.

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