Flexible Services and Innovative Products
Question:
Discuss about the Integrative Framework and Research Implications.
Nynas is the leading bitumen provider based in Stockholm. The organization deals to the businesses in UK, parts of Western Europe and Scandinavia. Bitumen is an oil based product and one of the most universal material that is found almost everywhere underfoot. The black surfaces of driveways, road and pavement are made by none other than Bitumen. It is the core ingredient that is found in the asphalts and macadam in the pavements and roads. Nynas was not established its firm position in the society by efficient utilization of its resources. The organization has developed customer services schemes, flexible driver capabilities and innovative products. Business to business marketing does not mean selling products but selling of customers productivity. The organization creates values for their customers by fulfilling their needs and providing maximum satisfaction (Spekman 2015). The consumers are local authority, contractors and leading companies such as Shell, Esso, Total, BP, Lafina or Colas. It is important for Nynas to understand their customers, innovate and develop services that enable the consumers to serve properly.
In business to consumer marketing the product is directly sold its consumers. Such as Tarmac, a contractor needs constant supply of high quality bitumen to construct the new motorway. The customer can be local authority that requires cost-effective surface for housing estate payments. Nynas can easily develop quality bitumen based products. It has created its own reputation of being a leading supplier. Bitumen is also used in backing for carpet tiles, waterproofing for bridge decks and mighty dams sealants.
Nynas bitumen products are generated with high Research and Development and technical support. Bitumen is used by the companies to make pavement, roads, car parks and driveways. The companies such as Esso and Shelf are major revenue through this product. The construction companies use Bitumen as the product is highly innovative and made with polymer formulation. The various refineries in Sweden, Belgium and UK with the help of research laboratories across Europe improve the products quality to increase profitability and productivity.
Bitumen used by the contractors to repair a busy route for the commuters. They delivery is made at very short notice and is of high quality. The ready to use bitumen products helps in repairing remote bridges with utmost guarantee and reliability. Waterproofing of dams and houses are also done with the Nyna’s bitumen consumption. Nynas provides quality service around the clock and prides itself for its reliability of delivery and high level of responsiveness.
The composition of consumer of Nyna’s are highly varied. Road building schemes are made in highly formal manner and penalties is charged for missed deliveries. The buying process is also made in highly formal manner. This involves numerous managers moreover the operative functions are also highly diverse. This includes finance, logistical and technical support for the construction (McMurrian and Matulich 2016). On other instance, the consumers are local community or contractor and the purchase is made on routine buy. The interaction is also limited between the customers and Nynas.
Nynas Bitumen Products and Technical Support
The market of such a unique substance, bitumen is highly challenged and diverse. Nynas has established a firm and successful in the European market through efficient market penetration. The organization has adequately understood the needs and preferences of its customers and their needs. Effective customer services are supported by offering reliable products round the clock. The most vital strategy of the company is its products innovation (Kumar and Reinartz 2016). A highway agency surveyor can require bitumen to repair a crack in the major road surface and demands immediate action. Therefore, the customers of Nynas are highly varied.
Customer expectations, needs and preferences are highly taken into account before developing the product. The organization runs twenty four hours and throughout the 365 days of the year Nyna’s performs effectively. It has added flexibility in creating the best level of bitumen. It has become a leading supplier of Bitumen to its customers. The customers can require greater amount of its commodity for a bulk job like making playground surface for a school premises. On the other hand, the requirement can be for a waterproofing that is to be done in a royal building.
Customers that require bitumen for road building schemes are highly classified and involve formal tendering before making the contract with the organization. Therefore, Nynas should constantly monitor its products changes and customers expectation in the existing business environment. Resources should be allocated in such manner so that the organization can gain competitive advantages. With the advent of latest technology and innovation the firm can increase its productivity and efficiency in the marketing environment.
Business traveler is a potential market for the business that can be availed throughout the year. J W Marriott often makes personalization as their priority and therefore has become more diverse in the terms of nationality or gender. The hotel has to prioritize all the personalized services so that every type of corporate traveler can be served in the existing market. J W Marriott should use latest technology to attract and retain customers. By the advent of technologies like virtual reality and robot concierges the business traveler expects such technologies on the five star hotels.
Technology can be used by the organization to boost its revenue by using on site facilities (Macdonald, Kleinaltenkamp and Wilson 2016). The business travelers usually don’t have to look after their health. Application of systems such as connected bed can help in ascertain the customer’s mood, heart rate and energy levels. This strategy can be used to gain customers loyalty and trust. J W Marriott besides building relationship with the business traveler should try to make relationship with an entire company. This approach can be made using global distribution system through which it would be easier to facilitate the acquisition of corporate traveler. Building loyalty programs and opening a corporate account for the firm are few of the strategies. Targeted emails can prove to be highly effective in the recent times.
For the fly in and fly out (FIFO) customers, the hotel first of all makes personalization a priority. The business traveler schedule is demanding therefore flexibility should be provided for such guests. The guest should be allowed a flexible and free check-in and check-out according to their wish. The business traveler usually flies at different times therefore they can need additional time for their stay in the hotel. Business guest are a potential market within the market. Maximum satisfaction is to be provided by efficient delivery of their services (Cadotte 2016). Business traveler requires to be achieving a lot within the short interval of time. Marriott therefore created and advertizing campaign that communicated about the performance and productivity to it business traveler. Marriott also used mobile marketing to retain and maintain its customer in the long-run.
Nynas Customer Base and Varying Market Conditions
The business traveler can download the hotel apps and easily chose their rooms according to their preferences. Special corporate rates and loyalty packages should be allowed to the customers. Attractive offers, discounts and quick basic facilities are few of the strategy that would help to retain the travelers for long-terms (Hohenthal, Johanson and Johanson 2014). Business travelers require all the details and facilities handy therefore the room provided to them should be highly equipped. This should include high speed wireless connection and the espresso machines. Fast and professional feedback should be given to traveler. The travelers are highly active on social platforms and quick reply would help in preventing any negative buzz. Hotels are generally the correct resources to hold business meeting and promoting corporate events would lead to boost the image and income of the firm.
In the current era of digitalization, technology has made the business more innovative and achieves success (Ramaswamy and Ozcan 2016). Marriott has built latest and advanced conference facilities in its hotel chains at Hobart and Perth. Such conference facilities are suitable for facilitating all the business communication between onshore and offshore stakeholders. The segments of the business travelers and customers can be ascertained through central databases to know the details of all the potential clients (Töytäri and Rajala 2015). This facilitates in providing information’s related to customers staying duration and needs in any of its resorts or hotel. This automation system also store demographic data to track the preferences of the individuals so that the customers can be served in a better manner.
Marriott can create sophisticated models to target the potential customers. The organization need to have deep and vast knowledge related to the customer’s need, preferences and behavior of the employees. This facilitates in delivering the services by creating value for its customers and thus gaining customers loyalty and retention. The use of technology in marketing is an efficient strategy that can be used by hospitality industry to increase its customer’s value. Creating automated guest history would help in evaluating its customer mix. These benefits in identifying the different segments that matches the guests desires with hotel capabilities. Enhanced customer satisfaction leads to increase in occupancy rate, customer’s loyalty and revenue in the business market.
References:
Cadotte, E.R., 2016. Creating value in marketing and business simulations: An author’s viewpoint. Journal of Marketing Education, 38(2), pp.119-129.
Di Benedetto, C.A. and Kim, K.H., 2016. Customer equity and value management of global brands: Bridging theory and practice from financial and marketing perspectives: Introduction to a Journal of Business Research Special Section. Journal of Business Research, 69(9), pp.3721-3724.
Hanssens, D.M. and Pauwels, K.H., 2016. Demonstrating the value of marketing. Journal of Marketing, 80(6), pp.173-190.
Hohenthal, J., Johanson, J. and Johanson, M., 2014. Network knowledge and business-relationship value in the foreign market. International Business Review, 23(1), pp.4-19.
Hutt, M.D. and Walker, B.A., 2015. Bridging the theory-practice gap in business marketing: Lessons from the field—The JBBM at 21. Journal of Business-to-Business Marketing, 22(1-2), pp.67-72.
Kumar, V. and Reinartz, W., 2016. Creating enduring customer value. Journal of Marketing, 80(6), pp.36-68.
Macdonald, E.K., Kleinaltenkamp, M. and Wilson, H.N., 2016. How business customers judge solutions: Solution quality and value in use. Journal of Marketing, 80(3), pp.96-120.
McMurrian, R.C. and Matulich, E., 2016. Building customer value and profitability with business ethics. Journal of Business & Economics Research (Online), 14(3), p.83.
Olson, E.M., Slater, S.F., Hult, G.T.M. and Olson, K.M., 2018. The application of human resource management policies within the marketing organization: The impact on business and marketing strategy implementation. Industrial Marketing Management.
Ramaswamy, V. and Ozcan, K., 2016. Brand value co-creation in a digitalized world: An integrative framework and research implications. International Journal of Research in Marketing, 33(1), pp.93-106. Young, L., Wilkinson, I. and Smith, A., 2015. A scientometric analysis of publications in the journal of business-to-business marketing 1993–2014. Journal of Business-to-business Marketing, 22(1-2), pp.111-123.
Spekman, R.E., 2015. The Journal of Business-to-Business Marketing at 21 and My Perspective on the Field of B to B Marketing. Journal of Business-to-Business Marketing, 22(1-2), pp.87-94.
Töytäri, P. and Rajala, R., 2015. Value-based selling: An organizational capability perspective. Industrial Marketing Management, 45, pp.101-112.
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