Marketing

Given your understanding of the three-stage model of service consumption, how do you feel management can also use this model to enhance the customer experience

The three-stage model of service consumption outlined by Lovelock and Wirtz (2011) should be used by management to enhance a positive customer experience. Management has to implement certain research at the stage of service development. The research has to be based on the model. Thus, managers have to identify ways the customer can understand he/she needs the service as well as tools he/she is likely to utilize to find the service.

This will help develop effective communication with the potential customer and create the need to use the service. Researchers note that managers’ expectations tend to be far from being realistic and they often do not know about the quality of the service provided, customers’ expectations, or ways to evaluate the service quality (Mudie & Pirrie 2012). Thus, the research has to include surveys, focus groups, and so on (Parasuraman, Zeithaml & Berry 1985). It is important to see what customers expect from using the service. Finally, it is crucial to pay attention to service evaluation and managers have to use numerous tools to check the service quality (including monitoring staff’s performance, addressing customers, implementing surveys, and so on).

In what way did the service encounter you described in your DQ meet your needs, fall short of expectations, or go beyond your expectations. What impact did this have on you purchasing from the same organization again, recommending them, or giving negative word-of-mouth?

The company I addressed went beyond my expectations. It is possible to employ a service criteria checklist provided by Parasuraman, Zeithaml, and Berry (1985) to understand how it happened. Apple managed to provide the service characterized by such determinants as reliability. It was the first time I used the service and it was a successful and pleasant experience for me. I expected to get an answer to my question on an application and I got a detailed answer. Thus, I got what I expected to get.

The service I received was also characterized by responsiveness. I was connected to a representative of the support team within a minute or two. This is a short period for waiting and I was even somewhat surprised to get connected that quickly. Competence was another characteristic of the service I got. The support team member knew how the application worked as if it was the most asked question. At that, the instructions were very clear and precise. The service’s other characteristic feature was accessibility. As has been mentioned above, the waiting tie was rather short and I do not remember the exact time I was calling but I am not sure it was working hours. According to the company, the service is provided 24/7 so it is accessible.

Another characteristic is courtesy as the company’s representative was polite and friendly. As has been mentioned above, communication is one of the distinctive features of the service provided. The support team representative was speaking the language I understood perfectly well. This feature is closely connected with knowing the customer and it is clear that AppleCare specialists have this understanding.

Again, credibility is an important determinant of the service success and Apple provides such services. I got credible information on the application and, importantly, I got credible information on the availability of such a service. Finally, the service is also characterized by such determinants as tangibles. I got my application working properly to its full capacity. This was almost tangible as the product is digital. It is possible to note that only one determinant was not clearly present. Security was not involved as I hardly needed any security measures.

On balance, it is possible to note that the service provided was high-quality and this led to my attitude towards the company as I am willing to address them and give positive word-of-mouth.

Reference List

Lovelock, CH & Wirtz, J 2011, Services marketing: people, technology, strategy, Pearson Prentice-Hall, Upper Saddle River, NJ.

Mudie, P & Pirrie, A 2012, Services marketing management, Routledge, Oxford.

Parasuraman, A, Zeithaml, VA & Berry, LL 1985, ‘A conceptual model of service quality and its implications for future research’, Journal of Marketing, vol. 49, no. 1, pp. 41-50.

Introduction

Businesses should use powerful strategies to deliver their finished products or services to the greatest number of customers. This goal can only be realized through the use of efficient marketing practices. This essay gives a detailed analysis of marketing, its benefits, and concepts that must be taken seriously to increase sales. The changes experienced in marketing managers and the roles of salespeople in the future are described.

Importance of Marketing

Companies that want to succeed must engage in inappropriate marketing practices (Dadzie, Amponsah, Dadzie, & Winston, 2017). The process is important because it supports a company’s brand. The increased awareness maximizes sales and business growth. The practice can sustain a firm’s model due to the established relationships with its customers. Marketing engages consumers and informs them about new products or discounts. These achievements of marketing result in increased sales and business growth. Corporations that market their products efficiently remain relevant in their sectors.

Scope of Marketing

Flores (2016) indicates that marketing is a practice defined by four unique features. The first one is that marketing is a process characterized by numerous operations and processes. These include market planning, analysis, control, and implementation. The second feature is that it entails the application of a mix. The model focuses on aspects such as price, distribution, product, and promotion (Rossiter, 2017). The third one indicates that marketing is an exchange of services, time, or money. Finally, marketing is aimed at meeting the needs of consumers and organizations.

Fundamental Marketing Concepts

Marketing is a process whereby different concepts must be considered. Marketing utilities are the capabilities of a given product to fulfill the needs of every customer. These include time, form, possession, and place utilities. The product concept is also taken seriously by marketers. The concept guides marketers to come up with superior products and reasonable prices. The selling concept supports the idea of promotion to maximize sales. The societal concept is a marketing orientation aimed at satisfying the needs of consumers and promoting societal welfare (Flores, 2016). The idea is to strike a balance between consumer expectations and profits.

Changes in Marketing Management

Marketing management is a field that focuses on the actions, activities, and processes implemented to deliver quality products and services to every customer. Modern changes have transformed the field of marketing management. The first observation is that companies are now focusing on short-term marketing goals. This move has been catalyzed by how individuals consume different products. Test marketing is a new field whereby experimentations and consumer behaviors are being used to develop superior marketing strategies (Flores, 2016). The Internet has led to diverse online marketing practices. The process is also benefiting from social networks such as Facebook. Marketing management is currently focusing on consumers’ expectations and purchasing behaviors. Research is being undertaken to inform advanced marketing models.

Tasks for Marketing Management

Several tasks must be undertaken by marketing managers who want to emerge successfully. The first task is developing adequate plans to meet the outlined marketing needs. Marketing insights and ideas should be captured from research activities (Dadzie et al., 2017). The marketing manager will be required to use social media to maximize consumer involvement and sales. The manager must build strong brands through effective advertising practices. Both long-term and short-term marketing goals must also be developed.

Conclusion

The above answers indicate that marketing is an important process for every business organization. Marketing managers must be aware of emerging changes and develop apposite models to achieve their goals. Modern technologies and emerging consumer needs should, therefore, be considered by future marketing managers.

References

Dadzie, K. Q., Amponsah, D. K., Dadzie, C. A., & Winston, E. M. (2017). How firms implement marketing strategies in emerging markets: An empirical assessment of the 4A marketing mix framework. Journal of Marketing Theory & Practice, 25(3), 234-256. Web.

Flores, L. (2016). Market research industry, tipping point or return? International Journal of Market Research, 58(1), 15-17. Web.

Rossiter, J. R. (2017). Optimal standard measures for marketing. Journal of Marketing Management, 33(5), 313-326. Web.

Introduction

Marketing is a vital process in any business regardless of the nature of the enterprise. Marketing refers to the establishment of the value of a given product, service, or brand and communicating that information to the consumers. This paper focuses on the significance of marketing to organizational success, the marketing and promotion process model, and the system that is most suitable for marketing firms whether centralized or decentralized.

The importance of marketing to organizational development in the 21^st Century

In the 18^th Century, most information was channeled through governmental and religious institutions and the media age was acquiring information from trusted sources. Currently, due to the technological advancement in the 21^st Century, individuals interact through online platforms by sharing their opinions and views.

Digital marketing affiliated with the 21^st Century will lead to increased sales. The increased sales will result in escalating profitability margins, thus coinciding with the fundamental objective of the business. Sales increase because marketing enables more customers to know the existence of certain products and services in the market (Robinson, 2014).

Marketing creates customer satisfaction and loyalty. This aspect comes from building lasting relationships through forums introduced in the marketing strategies of the business. The good relations are enhanced through social platforms like Twitter and Facebook, events, and conferences organized by the marketing department. Most customers often trust companies that they have been exposed to either when purchasing products or through marketing platforms. Marketers enquire what the customers want and provide it to them thus creating an ideal customer profile that promotes satisfaction (Kitchen, 2013).

Digital marketing in the 21^st Century results in increased customer awareness about a company’s products and services. Although customers might not buy the product immediately, they become familiar with it, and thus they might make plans for acquiring it later. The awareness enhances the clients’ predisposition to purchase, thus increasing the company’s sales and subsequently the gross profits. Other significances of marketing include the creation of healthy competition between businesses coupled with enabling the firms to understand their marketplace better alongside building the reputation of the company.

Marketing and Promotions Process Model

Every organization desires to exchange its products and services to the customers in the marketplace successfully. Organizations should have sound strategic marketing plans that would facilitate the appropriate allocation of resources. The marketing and promotion process model acts as a tool during promotion campaigns, and it entails several steps (Belch & Belch, 2007)

First, the organization should examine the available marketing communication opportunities after the identification of the target market where its consumers are located. The organization needs to understand the target audience of the information that it wishes to convey. The information should be encoded using language and symbols that are familiar to the target population to avoid any instances of distortion (Pickton & Broderick, 2005).

The marketing organization should stipulate the goals and the objective of the promotion. The actual figures of the expected sales should be stated coupled with how the organization intends to attain those targets. Other goals may include the introduction of a new brand to the customers and building a database for future clients

The organization should choose the promotional mix. Besides, the organization employs a combination of media including printing publications, use of radio and television, use of mailboxes, and the social media to reach a majority of the promotion endeavors. Trade shows may be used alternatively as a way to create enthusiasm to the target population, thus resulting in a well-rounded campaign (Pickton & Broderick, 2005).

The marketing and promotion team should embark on developing the promotion message. The communication should be compelling and persuading to the target market. Graphics and headlines should be used to get the attention of the readers, thus coercing them to take action. Offers such as coupons and discounts can be used to entice the target market.

The organization should also focus on the promotional effectiveness after it has been implemented. The actual performance of the organization is compared with the planned product promotion objectives. This aspect aids in establishing whether the marketing and promotion process has any impact on the consumers’ attitudes and opinions towards a given product.

As a marketing expert, the process that would be the most difficult to implement is setting the marketing promotional goals of the organization. This assertion holds because the figures of the anticipated sales of the company should be realistic, measurable, attainable, and time-bound. Therefore, uttermost caution is necessary when drawing the goals and objectives to ensure that the promotion efforts will attain them accurately. Therefore, to address this shortcoming, the marketing expert should have a broad knowledge base concerning the target market by undertaking market research and reviewing other similar previous campaigns done by the organization (Baines & Fill, 2013). The expert should also anticipate possible risks that threaten the goal attainment and come up with amicable solutions.

Centralized or Decentralized System

In most organizations, the marketing department is obligated to ensure that customers are aware of the available products in the market. Centralized and decentralized marketing systems are evident in most establishments depending on the nature of and structure of the organization. In organizations with centralized marketing system, only a single department is liable to control marketing activities through formulating varying marketing initiatives and painting a unified brand image. For organizations that uphold a decentralized marketing system, there is independence and freedom because the multiple departments are eligible to promote the products falling into the different business units.

I favor the centralized marketing system. Initially, the centralized system helps to position budgets, marketing talents, and initiatives closely to the target customers by providing a bridge between the marketing strategies and return on capital of the organization. This aspect leads to desirable outcomes because the customers are impacted by marketing policies.

The centralized marketing system also instills a sense of accountability to the managers entrusted to run the marketing department. The marketing department is solely responsible for undertaking the marketing activities as opposed to the decentralized system where multiple agencies conduct marketing tasks. Specialization encouraged by the centralized marketing system favors the attainment of increased sales motive that translates into high profits.

The centralized marketing system circumnavigates the shortcomings associated with the decentralized system as evidenced by duplication of tasks and the unavoidable deviation from the organizational goals. Duplication results in the wastage of resources that translate into a reduction of the organization’s profitability. Centralization enables complete focus on the organizational objectives by reducing stumbling blocks.

Centralization further ensures that an organization focuses on the bigger picture of the market situation rather than concentrating marketing along the business units of the multiple departments as witnessed in the decentralized system. This aspect translates into the organization gaining a high competitive edge in the market, thus resulting in increased revenues.

Conclusion

Marketing is a vital component in the existence of every for profit organization. Some of the advantages of marketing include increasing sales, creating customer loyalty, and building an appropriate customer profile. The marketing promotion process models aid successful sales campaign for an organization’s products and services. Additionally, the centralized marketing system is preferred to the decentralized because it amounts to desirable results.

References

Baines, P., & Fill, C. (2013). Essentials of marketing. Oxford, UK: Oxford University Press.

Belch, E., & Belch, A. (2007). Advertising and promotion. An Integrated Marketing Communications Perspective. New York, NY: MacGraw Hill Higher Education.

Kitchen, P. (2013). The dominant influence of marketing in the 21st Century the marketing leviathan. Basingstoke, UK: Palgrave Macmillan.

Pickton, D., & Broderick, A. (2005). Integrated marketing communications. Harlow, UK: Prentice Hall.

Robinson, L. (2014). Marketing Dynamism & Sustainability: Things Change, Things Stay the Same. New York, NY: Springer.

Introduction

Marketing contributes to the success of a business in various aspects. It is through it that the public is made aware of the product, which in turn leads to the boosting of the sales. The reputation of a business is also greatly built through marketing. The organization plan helps one to know whether is pursuing a futile venture or not. This is as a result of researching the conditions of the existing market before venturing into it (Stone, 2001). A good organization plan describes the purpose of the business thus being in a position to convince others that the business is to be successful and profitable. An organization plan facilitates coming up with business goals and strategies (Lawley, 2007).

Discuss the marketing research process for the product/service of the new venture

Defining marketing problems in the market process is very crucial. One of the major problems facing the new venture is that its products are relatively new. Very few consumers may be aware that there are nutritious snacks specifically manufacturers to meet commuters’ needs (Wright, & Crimp, 2000). In most cases, the lack of enough capital proves to be a major problem in marketing. This is because marketing spends a significant portion of the fund which may pose a challenge to a new venture. In this case, for the business to succeed in this area, the optimal use of the capital that is available is very important.

The second step in the marketing process is to set objectives of what is needed to be achieved at the end of every research project. This is crucial as it helps not to research on less or more than expected. Marketing research expenditure is determined through the preparation of the budget before starting the process. Finally, in this step, a timetable on how the events should follow each other during the research should be made to avoid wastage of time (Pakroo, 2010).

After this, what follows next is a selection of marketing research methods and techniques most appropriate in market research. There many marketing research techniques for instant use of brochures, newsletters, advertising, use of newsletters, networking among others. In this case, the venture will make use of brochures that will be distributed in the bus waiting bays to sensitize commuters about the new products in the market. After identification of which method will be employed, consideration of the design research instruments to be used is also necessary (Wrenn, Stevens, & Loudon, 2007).

This follows identifying suitable research instruments to gather information concerning the product in the market or assess the expected market of the new venture. Having gathered the information one can now organize and analyze the data. From this marketing, research findings are drawn on the opportunities in the market to make a decision either to go for the business.

Discuss the target market for the product/service

The target market for the business venture includes commuters in general. However, the young generation presents the most potent part of the market because of their high level of mobility. They also form the largest portion of the general population. Therefore, market segmentation is of great importance because once businesses gain entry into the market large volume of sales is expected to come from this group. In this category, children form a significant portion. Young children during traveling do not miss to have something to eat on their way.

Parents are fond of buying some light snacks for their children when starveling. Similarly, teenagers also have fun having snacks on their journey especially if they are on a long journey. Adults from the least portion of the market target. Though they also buy snacks during travel time, it is not with great frequency as for teenagers and young children. Nevertheless, they present an important group in the market segmentation because if they like business’s products they are likely to advocate for them to their children.

Discuss the marketing mix components: product strategy (position, branding), pricing strategy, distribution (marketing channel) concept, and promotional (marketing communication) strategy

The marketing mix is elements of the sale in a particular product. These include four P’s namely product, pricing, place (distribution), and promotion. Since there are no healthy and nutritious snacks that are specifically designed for commuters, there needs to make business products easily identifiable and appealing to the consumers at first sight which involves branding. This includes assigning a suitable product name, sign, design, and symbol in which the snacks will be identified.

To come up with a pricing strategy, factors such as products, competitors’ prices, cost of production, and profit margin expected besides other elements of the market mix will be included. Regarding competitors’ prices, prices of already available snacks will be taken into consideration. This would need at least to offer products at very competitive prices to win consumers and make them try business products. Nevertheless, the cost of production will be considered to avoid running at a loss.

The venture product distribution will include wholesalers and retailers. The enterprise will also make use of its own sales representatives to sell products directly to consumers. This will enhance product sensitization. However, the anticipated distribution problem is that at first wholesalers and retailers may not be willing to stock business products for the first time until they realize their demands from consumers. So, it will need a lot of patience and extensive promotion of the products to make the public aware of the business products.

Promotion strategy will employ a sales representative approach, among others. This will involve providing free samples for the trial of the business products. There will also be gifts and offering of credit to wholesalers to motivate them to sell business products. Publicity will also be considered because this will help reach a great number of potential consumers within a short time.

Discuss the legal structure of the organization and the rationale for this form

Some considerations are to be used when choosing the legal structure of the organization. The first thing to put into consideration is the business structure. These are the ease of creation and the maintenance, treatment of assets, liabilities, and income, legal protection from risk, and finally the treatment of taxes (Pakroo, 2010). Since the business has to do with food then legal health requirements have to be met before starting the business (Wright, & Crimp, 2000). Public health officer has to verify that all health standards are met. This includes sanitation conditions where the business will be operating and the health status of the employees especially those who will be involved in food production.

Discuss the organization structure for the organization and the rationale for this structure

The organizational structure of any business depends on the product to be developed. This highly depends on the functional and the project organization. In this venture, a senior functional manager is required for the responsibility of allocating resources (Lawler, 2007). The person who will take this responsibility needs to have high academic and professional skills in the managerial ground in the food industry. He has to have some work and business experience.

A business product manager will also be needed who will have the responsibility to coordinates product creation with liaison to other representatives. He is also responsible for planning, recruitment of workers, paying of workers is needed. The snacks have to be distributed in all major cities and towns, so several distributors are needed, and it is the role of the business manager to coordinates them all (Stone, 2001). The assistant manager is therefore needed to help the product manager in carrying out his responsibilities.

Besides this, there will be a receptionist to handle any business inquires. Businesses will need to hire a lawyer to help in legal matters. Certified public accountants will be employed to ensure that business runs smoothly in terms of finance. In the production unit, workers with qualifications in food production will be employed. Ground personnel with being hired to ensure that the premises are kept clean.

References:

Lawley, B. (2007). Expert product management: advanced techniques, tips & strategies for product management & product marketing. London: Happy About.

Pakroo, P. (2010). The Small Business Start-Up Kit for California. California: Nolo.

Stone, P. (2001). Make marketing work for you: boost your profits with proven marketing techniques. London: How To Books Ltd.

Wrenn, B., Stevens, R.E., & Loudon, D.L. (2007). Marketing research: text and cases.. London: Routledge.

Wright, L.T., & Crimp, M. (2000). The marketing research process. New York: Financial Times Prentice Hall.

Customer focus is an important aspect of the continuous improvement (CI) process. Organizations must develop proactive approaches that are aimed at satisfying the different needs of customers. This is executed by gathering data related to the needs of internal and external customers. A critical aspect of enhancing the CI process is customer relationship management (CRM). CRM has four major components namely complaint resolution, feedback, guarantees, and corrective action. When organizations receive feedback from customers, they address the various issues presented, and act appropriately to ensure that the services provide are improved to avoid complaints and other issues that dissatisfy customers.

Customer feedback provides information that helps organizations to determine the differences between desired levels of achievement and actual levels of achievement. As a result, firms can evaluate and determine their effectiveness and efficiency in providing quality services that enhance customer loyalty and retention. Focusing on customers enables organizations to effectively manage customer retention and loyalty. Customer retention is an indication of the levels of satisfaction, which determined by the quality of products and services provided. Therefore, providing quality services and products increases the number of customers who return for more services. The CI process primarily depends on customer feedback based on satisfaction levels. Organizations collect customer feedback through various methods that include focus groups, website inquiries, customer service surveys, customer research cards, and response lines.

The “GAPS” approach to service design is an important technique that is used in the CI process. The data used in the service quality model is gathered from customers who provide information about their past experiences. This model allows organizations to understand and compare the expected quality of service versus the actual quality of services as experienced by customers. The identification of gaps in service quality enables organizations to identify areas of improvement that could enhance customers’ perceptions and experiences. Identification of quality gaps by focusing on the experiences and perceptions of customers is important in the CI process. Focus on customer eliminates the need for organizations to anticipate customer needs regarding certain products and services that do not exist in the market.

After a company creates a product or service and offers it in the market, it is necessary to continue to provide the product in a manner that satisfies the needs of customers. Continuous improvement opportunities exist in the collection of customer feedback because the information provides knowledge and a better understanding of the quality of different products and services. A thorough understanding of customer needs enables organizations to improve their design processes and methods to provide products and services that satisfy customers’ needs. Customer loyalty and retention depends on the ability of products and services to satisfy customers’ needs. On the other hand, focusing on customers allows businesses to anticipate needs and design products and services that satisfy them. The CI process utilizes information gathered from customers regarding their perceptions and experiences.

CI tools and techniques

There are several tools and techniques used in the CI process. They include process maps, check sheets, histograms, scatter plots, control charts, cause and effect diagrams, and Pareto analysis. Process maps are pictorial representations of quality improvement activities and make up the first step of the CI process. The creation of maps utilizes simple symbols to represent various aspects of the process such as processing, input, output, and decisions. Detailed information is added to each of the components on the process map. This can be accomplished by interviewing people who perform the various activities that make up the process. The maps help to simplify work by facilitating the computation of the intrinsic value provided by each step.

Check sheets are data gathering tools that are presented in either tabular or schematic form. The information that they contain can be used to form histograms. Histograms represent data in a bar chart format and are usually used to show the pattern of data distribution. Scatter diagrams are used to examine relationships between variables and identify different organizational variables. They are easy to develop and use. For instance, a scatter diagram can be used to establish the relationship between employee absenteeism and the number of overtime hours worked by workers. One of the objectives of the CI process is to produce products or services that will satisfy the needs of customers. This objective is achieved by using control charts to determine whether a certain process will produce products or services with certain desired and measurable qualities.

Cause and effect diagrams are to determine the causes of certain events and as a result, enhance processes such as product design and quality improvement. Causes are grouped into different categories namely people, methods, machines, materials, measurements, and environment. The diagram is in the shape of a fish. The head represents the problem, individual ribs represent causes, and the smaller bones represent sub-causes. The diagram usually contains five levels of questioning depending on the industry. For instance, in the services industry, the five levels of questioning include suppliers, surroundings, systems, skills, and safety. Finally, Pareto analysis is a technique used to identify and prioritize problems based on principles of the 80/20 rule.

The analysis involves the selection of information based on defects, classification of data into groups, and construction of a frequency chart to reveal the prevalence of individual defects. Other tools that are used in the CI process include affinity diagram, tree diagram, prioritization matrices, matrix diagram, process decision program chart, interrelationship digraph, and the activity network diagram. The use of these tools is interrelated. Also, each tool plays a special role. Or instance, the Tree Diagram is used to identify the specific steps that are to be followed to solve a certain problem. The Matrix Diagram and the Process Decision Program Chart are tools used during brainstorming to evaluate possible solutions or outcomes to problems and events. Spider charts and dashboards are useful in measuring performance.

Management of CI

The management of CI should involve several aspects that include differentiation between services and manufacturing, SERVQUAL, design, and improvement of services transaction, service transaction analysis, and customer benefits packages. Differentiating between services and manufacturing is important in managing the CI process because it facilitates the design of quality services through understanding the various issues faced in each process. Manufacturing and service quality issues have similarities and differences. For example, dimensions of measuring quality are available in manufacturing and unavailable in services. That knowledge allows organizations to comprehend the importance of creating high-quality products and services the first time. Quality products are the major determinants of customer satisfaction levels and profit growth over time.

On the other hand, customer satisfaction is the most important aspect of both manufacturing and quality service issues. Management of CI should incorporate dimensions of quality that include tangibles, reliability, responsiveness, assurance, and empathy. These aspects of assessing the quality of services are part of an approach referred to as SERVQUAL. This approach is reliable, economical, and consistent. It comprises two main parts namely customer expectations and customer perceptions. The management of the CI process should focus on the expectations and perceptions of customers because of the ad in the identification of gaps in the quality of services. The SERVQUAL survey reveals gaps in communication between employees and customers and their influence on customers’ perceptions regarding service quality.

There are five gaps that the analysis addresses. The first gap is the difference between top management’s idea of customer expectations and the actual customer expectations. The second gap is the difference between organizational service quality specifications and management perceptions of customer expectations. The third gap is the difference between service delivery and the specifications regarding quality. The fourth gap is the difference between service delivery and the mode of communication to customers. Finally, the fifth gap is the difference between expected service and the actual service received. Service blueprinting improves services transaction and it involves identifying processes, isolating points of weakness, establishing a time frame for each process, and analyzing profits. CI process management also includes the moments-of-truth concept that suggests that at certain times, customers expect certain occurrences to take place.

The management of the CI process should also include the design and improvement of services transactions that involve the use of fail-safe devices. Fail-safe devices have three components namely tasks, treatment provide to customers, and tangibles provide to the customer. The management of the CI process should include customer benefits packages (CBP). CBP had two main components that include tangibles and intangibles. Tangibles are features that define the purpose and nature of service while intangibles are features that make up the service. Service transaction analysis refers to the process of evaluating services to determine whether gaps exist between customer perceptions and the actual service design. Such gaps would help the organization to improve the quality of services by focusing time and resources on the CI process. In government, quality management is directly linked to employee satisfaction. Satisfied employees offer high-quality services while discontented employees offer low-quality services.

Internal Marketing

Article

Shiu, Y & Yu, T 2010, ‘Internal marketing, organizational culture, job satisfaction, and organizational performance in non-life insurance’, The Service Industries Journal, vol. 30, no. 6, pp. 792-809.

The requirement for Understanding the Article

The article mainly examines the impact of internal marketing on the insurance sector. For readers to understand the main points of the article, they must know the dynamics of the insurance sector, internal marketing, organizational performance, job satisfaction, and organizational culture, since they have significant correlations against each other. Internal marketing has a significant impact on internal marketing, organizational performance, job satisfaction, and organizational culture.

Abstract

The article has an abstract that gives a summary of the background information, methodology, findings, and implications. Harris (2006) states that an abstract should be a brief, but comprehensive information about the whole article. In the background, the abstract reiterates the importance of internal marketing in an organization. The methodology entails the empirical study of internal marketing in the non-life insurance industry. The findings show that correlations exist among internal marketing, organizational performance, job satisfaction, and organizational culture. Regarding implications, the findings require managers to employ internal marketing in promoting organizational performance, job satisfaction, and organizational culture in the non-life insurance sector. In this view, the abstract provides pertinent information about the study, which effectively summarizes the entire article.

Introduction

The article introduces the concepts of internal and external marketing by describing their essence in the service industry. Internal marketing targets employees within an organization, whereas external marketing targets consumers. Hence, the introduction explains the importance of internal marketing and external marketing in the service industry. However, internal marketing plays a central role in transforming an organization because it leverages organizational performance, job satisfaction, and organizational culture. Fundamentally, internal marketing dictates external marketing in the service industry. Therefore, the introduction leads readers to the heart of the study by describing the importance of internal marketing in the service industry.

Problem of statement

The problem statement of the article is that the insurance companies in Taiwan are facing stiff competition owing to the liberalization of the insurance sector by the government. In this view, insurance companies are undertaking major reforms to keep in tandem with the demands of the service industry and liberal regulations. As insurance companies deal with services, they need to provide quality, convenient, and customized services, which meet the diverse needs of customers. Thus, the examination of market orientation is integral in understanding consumer behavior in Taiwan and customizing services to fit their needs. Regarding liberal regulations, insurance companies need to enhance their competitiveness to overcome stiff competition from international insurance companies. In this view, the article indicates the problem statement as the increased competition due to the liberalization of the insurance market in Taiwan.

Objective of the study

The article has a clear objective, which elucidates the relationships between internal marketing and other variables such as organizational performance, job satisfaction, and organizational culture. Specifically, the objective of the study is to explore insurance companies in Taiwan with a view of elucidating the relationships that exist among internal marketing, organizational performance, job satisfaction, and organizational culture. As there are insufficient empirical findings that elucidate the relationship between these variables, this study undertakes an empirical investigation and offers evidence-based findings.

Literature Review

To form the basis of research, the article focused literature review on internal marketing, organizational performance, job satisfaction, and organizational culture. In the aspect of internal marketing, the literature review notes that employees are internal consumers, which marketing strategies should target to transform them into agents of external marketing in the service industry. Organizational performance is central in the assessment of insurance companies by examining financial and non-financial factors. In the service industry, job satisfaction promotes the performance of individual employees. Moreover, the literature review highlights that organizational culture reflects attitudes, norms, behaviors, and values, which drive employees in an organization. In the literature review, the authors argue that internal marketing, organizational performance, job satisfaction, and organizational performance have a positive correlation with each other.

Methodology

The study employs empiricism in exploring factors that influence the service industry in Taiwan. Essentially, the study created a conceptual model, which shows the relationships among internal marketing, organizational performance, job satisfaction, and organizational culture. Gilmore (2003) argues that the conceptual model is a very important element in research because they depict interactions of diverse variables in a given phenomenon of interest. The study surveyed seven top non-life insurance companies in Taiwan by administering questionnaires. The study used a five-point Likert scale, which effectively rated the level of responses. SPSS and LISREL are data analysis tools, which performed descriptive analysis and structural equation model analysis respectively.

Empirical Results

Descriptive analysis of participants in terms of age, gender, working experience, geographical region, and education offers appropriate demographic variables. In elucidating the nature of relationships that exist, the study shows that internal marketing, organizational performance, job satisfaction, and organizational culture have positive correlations against each other. Test of model fitness determined the validity and reliability of results. The hypothesis testing using correlation and chi-square enhanced the validity and reliability of the results. Overall, the results indicate that there are significant correlations among internal marketing, organizational performance, job satisfaction, and organizational culture. Therefore, the results have enhanced validity and reliability because of the quantitative analysis, which allows the determination of a significant level.

Conclusion

The article concludes by citing implications of the findings to the management of the non-life insurance companies in Taiwan. Since internal marketing determines the effectiveness of external marketing, the management should undertake extensive and intensive internal marketing to improve organizational performance, job satisfaction, and organizational culture. Therefore, the article offers an empirical solution to the challenges that service industries face in the competitive market in Taiwan.

References

Examination of the references shows that the article relied on recent books and journals as sources of evidence in backing up the arguments presented. Bilk (2007) states that recent articles, which are peer-reviewed journals, offer credible and reliable evidence. In this view, the nature of sources enhances the credibility of the findings that the study presents.

Internal Marketing

Article

Conradie, E, Lombard, M, & Klopper, H 2014, ‘Brand awareness in the services sector influenced by eight internal marketing elements’, Journal of Global Business and Technology, vol. 10, no. 1, pp. 25-37.

The requirements of understanding the article

The article entails research done to help South African car rental companies to upgrade their brand awareness. Specifically, the article focuses on the influence of internal marketing elements on brand awareness among consumers. In this case, readers need to understand the internal marketing strategies that improve brand awareness of the external world. Commonly the internal marketing procedures determine the way employees deliver their services to customers.

Abstract

The abstract of the article does not give a comprehensive overview of the main parts of the article. Essentially, the abstract does not meet the requirements of comprehensiveness because it does not summarize the methodology used (Harriss 2006). The abstract emphasizes the addition of the element of performance and the need to recognize employees’ roles in delivering the company’s services as a way of promoting successful brand awareness. Moreover, the article examines its purpose to enable the companies to expand customer bases, while retaining existing customers through upgrading the internal marketing programs.

Introduction

The introduction of the article explains why companies should target not only external customers but also focus on internal employees in achieving effective internal communication. This strategy of implementing brand awareness internally helps to achieve internal marketing. The introduction, therefore, gives a sufficient basis for the study by outlining the importance of internal marketing.

The problem of the Statement

The problem statement reveals the gap that exists in the literature. Fundamentally, there is no sufficient data on brand awareness, although there are internal programs in the companies. The relationship between the programs and the influence they have on brand awareness that exist among the customers is not definite. There is no research done to enlighten the companies if the eight internal marketing elements are effective in influencing brand awareness effectively. In this account, the problem is the poor performance of the internal marketing programs in enabling the success of brand awareness.

The objective of the study

The first objective of the article is to evaluate the association that exists between the eight elements of internal marketing and brand awareness. Furthermore, the article aims to ascertain an element that has the greatest influence on brand awareness. In this context, the research objectives are specific to the problem and the solution that car rental companies face.

Literature Review

The literature review forms the foundation of the research by outlining the existing data. The literature review focuses on internal marketing as a way of promoting customer satisfaction. If employees deliver proper services, they become powerful agents that effectively persuade customers, as they have an influential effect on marketing and brand development among consumers. The literature review emphasizes the necessity of the organizations to adopt the internal marketing mix elements that enhance brand awareness to external markets. The organization should ensure that its marketing strategies, programs, and policies match the internal marketing mix elements, which drive employees to deliver quality services to their customers. In light of this argument, the authors significantly emphasize the relationship between the employees, customers, and improved brand awareness.

Methodology

The study employed a conceptual framework, which relies on branding theories and marketing services. The conceptual framework elucidates the relationships that exist among the eight elements of marketing, namely, price, place, product, promotion, process, people, performance, and physical evidence. Three car rental companies provided the quantitative data, which reflect services that they offer in South Africa. Data analysis was done using structural equation modeling and the chi-square test. In this case, the methodology employed offers robust and valid data, which requires qualitative analysis.

Empirical Results

The study presents demographic attributes such as age, gender, and race, as well as outcomes of internal marketing and brand awareness. The results show that the traditional internal marketing elements, such as price, promotion, and place, have no significant impact on brand awareness. The eight elements of internal marketing have considerable influence on the routine operations and strategies of marketing. The finding illustrates that the eight internal marketing elements have a significant influence on brand recognition, loyalty, trustworthiness, and overall evaluation of employees. The use of hypothesis testing in the analysis of results enhances the reliability and validity of findings in empirical research (Taylor et al. 2012). Overall, the findings of the study are valid and reliable owing to hypothesis testing and their significance.

Conclusion

The article finalizes by outlining the importance of the empirical results to the car rental companies. The article recommends the development of robust internal marketing programs, which promote the satisfaction of employees and customers. The article concludes by citing the significance of creating brand awareness among customers. Employees have a significant influence on the attraction and retention of customers. Overall, the authors are objective because they give empirical implications of the findings on the service industry.

References

The authors use recent sources of data that include books and journals in supporting arguments and ideas in the journal. Belk (2007) asserts that the nature of sources determines the credibility, validity, and reliability of the findings. In this case, books and journals offer accurate and valid data, which reviewers have assessed and accepted their veracity.

Internal Marketing

Article

Matanda, M & Ndubisi, N 2013, ‘Internal marketing, internal branding, and organizational outcomes: The moderating role of perceived goal congruence’, Journal of Marketing Management, vol. 29, no. 9-10, pp. 1030-1055.

The Requirements of Understanding the Article

The main idea of the article is the role of internal branding and internal brand orientation on the successful congruence of the employees’ values and those of the organization. A reader needs to know what branding, internal branding, branding orientation, and the congruence of values in marketing. In summary, all these are linked to the satisfaction of employees and the success of the organization in retaining them.

Abstract

The abstract summarizes the role of the study, the hypotheses used in the study, the results, and the findings. In this case, the article is comprehensive and brief because it covers all aspects of the research (Harris 2006). The article investigates the role of internal branding and internal brand-orientation on the congruence between the employees’ goals and those of the organization. The study targeted employees, who offer customer-care and sales services because they interact constantly with customers in diverse chain stores in Australia. The results shows that internal marketing and brand enhance alignment of employees’ goals with organizational goals. Moreover, the results also state that retention of employees promotes internal marketing and orientation of customers within an organization.

Introduction

The article discusses the role of branding as a vital part of enhancing brand and organizational performance. Brand-oriented organizations need to adopt brand-supportive behavior to create a culture that is consistent with the brand identity and values. The employees, who make contact with the customers influence organizational performance and customer satisfaction. Thus, the article effectively depicts the importance of employees having values that are congruent with those of the brand and the organization.

The problem of the statement

The problem of the statement of the study is how to create a brand-supportive behavior among employees in an organization. Brand-supportive behavior ensures that employees’ values and goals match those of the organization. This shared understanding ought to create a brand-oriented culture that maintains the behavior of the employees. Therefore, the article has an explicit problem statement, which cites the incongruence between the organization and employees.

Objectives

The objective of the study is to look at the effects of brand orientation and internal branding on employee-related behaviors and attitudes. The study focuses on the effects of branding orientation, internal branding, and internal customer orientation. The performance of the brand and the organization are widely researched, but insufficient information is present to illuminate their effects on employees’ behavior and attitudes. Another objective in the article is to identify factors that contribute to the intentions of employees to stay in the organization and remain committed. Hence, the objectives of the article are very explicit and simple to understand.

Literature review

The literature review extensively borrows from the previous researches done on brand orientation, internal branding, and internal marketing. Organizations should do brand orientation to ensure that the brand’s values and those of the organization are instilled in the employees to ensure congruence of the message intended to reach customers. For internal branding to be effective within an organization, there should be effective communication among all employees or the designed brand building and consistency. As internal customers, employees have a considerable effect on the external customers’ reception and perception of the brand. Basing on the literature review, the authors have accurately developed nine hypotheses to test the objectives of the study.

Methodology

The study employs a conceptual framework, which outlines the relationships that exist among various factors of marketing, such as branding, perception of goals, intentions of employees, person-organization fit, and customer orientation. The study administered surveys to 520 respondents selected from a sampling frame of 960 employees, who work in customer care and sales in diverse companies in Australia. The study used psychometric approaches in the collection of qualitative data. However, qualitative data has a limitation because they do not allow hypothesis testing and determination of significant levels of findings (Taylor et al. 2012). Nevertheless, the methodology is very clear in that another researcher can reproduce and verify the results.

Empirical findings

The empirical findings of the study linked to the outcome variable show that internal branding and effective communication have significant positive effects on the intentions of employees. The goodness-of-fit statistics tested how the model fitted the data. Significant indirect effects in the model suggest the existence of mediation of the person-organization fit. Simple slope analyses were used to check any additional significant interactions. The analysis of data using diverse models and significant level gives valid and credible findings.

Conclusion

The authors conclude by giving empirical lessons, which marketing managers and human resource managers need to establish a brand-supportive behavior, enhance an internal customer orientation, and align the employees’ values with those of the organization. Moreover, the authors offer an empirical recommendation that internal customer orientation and internal communication should occur constantly to ensure the effectiveness of employees.

References

The authors have used diverse articles and books written by renowned authors in the field of marketing and management. Importantly, the authors obtained models from diverse works and customized them in the analysis of internal marketing; hence, promoting the validity of their research findings.

Review of Articles

Internal marketing concept and origin

The concept of internal marketing is very important in an organization because it determines the motivation of employees, defines the nature of services, and determines the satisfaction of customers. Organizations employ the concept of internal marketing in motivating employees and improving their performance with a view of producing quality products, which satisfy the diverse needs of customers. Matanda and Ndubisi (2013) describe internal marketing as a management tool, which is applicable in orienting employees to organizational goals and customer needs. In this case, internal marketing acts as a tool for managing both employees and customers. Finney and Scherrebeck-Hansen (2010) regard internal marketing as a management tool, which organizations use in increasing the effectiveness and efficiency of employees and operations. In essence, organizations employ internal marketing in effecting robust changes. In the realm of marketing, internal marketing has become a powerful tool for establishing and building competitive brands (Conradie, Lombard, & Klopper 2014). Therefore, the concept of internal marketing is central in the management of employees, provision of services, the transformation of organizations, and marketing.

The concept of internal marketing came into existence more than three decades ago. The concept originated as a technique of improving services, which organizations offer to their respective customers. According to Shiu and Yu (2010), internal marketing originated as a marketing concept that perceives employees as internal customers, who require motivation and satisfaction to perform optimally. However, the concept has evolved over the decades and has become a powerful tool, which organizations employ in the management and marketing aspects. Finney and Scherrebeck-Hansen (2010) argue that internal marketing enables an organization to manage its employees by orienting them to organizational culture, goals, and objectives. Currently, organizations use internal marketing as a competitive strategy for managing human resources, increasing organizational performance, and satisfying customer need.

Characteristics of good internal marketing

Internal marketing has evolved over the decades and has acquired numerous characteristics. According to Shiu and Yu (2010), internal marketing has five main characteristics, namely, perceives employees as internal customers, orients employees to customers, promotes human resource management, streamlines internal exchange, and acts as a tool of strategic management. The perception of employees as internal customers is a characteristic of internal marketing that recognizes the role of employees in marketing. For employees to perform optimally, they must have motivation and satisfaction in their respective duties and positions. Demotivated and unsatisfied employees perform poorly because they have no interest or passion in performing their duties. The orientation of employees to customers is a characteristic of internal marketing that allows organizations to improve customer satisfaction. Given that employees are internal customers, their orientation to external customers promotes marketing strategies. Fundamentally, internal customer orientation enables organizations to impart values, behaviors, and attitudes to employees, which promote congruence between internal and external customers (Matanda & Ndubisi 2013). Thus, customer orientation is a significant characteristic of internal marketing that defines marketing strategies.

The promotion of human resource management is characteristic of internal marketing that plays a central role in the improvement of organizational performance. The management of human resources entails recruitment, training, motivation, mobilization, and promotion, internal marketing provides a robust framework. Shiu and Yu (2010) state that internal marketing optimizes the abilities of employees and consequently improves organizational performance. As the internal exchange is an important characteristic that determines the performance of employees, internal marketing effectively promotes them. Essentially, internal marketing streamlines exchange between employees and the organization. Normally, organizations that perform efficiently achieve their goals and objectives because they have congruent relationships between the management and employees. Ultimately, strategic management is an integral characteristic of internal marketing because it defines marketing and management approaches. Marketing programs are dependent on internal marketing strategies that organizations employ (Conradie, Lombard, & Klopper 2014). Thus, to boost sales and expand market share, marketers normally employ internal marketing in the formulation, implementation, and management of marketing strategies.

Factors or variables that constitute internal marketing

Since its emergence three decades ago, internal marketing has acquired different factors or variables that define it. Conradie, Lombard, and Klopper (2014) state that price, place, product, promotion, process, people, performance, and physical evidence are eight factors that constitute internal marketing. Conventional market mix elements, namely, place, product, price, and promotion, are the major pillars that support marketing strategies. As internal customers, employees consider price, place, product, and promotion when looking for jobs, performing their duties, and marketing products. The intention of employees to stay in an organization is subject to internal marketing and congruence with organizational values, goals, and objectives (Matanda & Ndubisi 2013). Conventional marketing mix constitutes integral factors of internal marketing.

Process, people, performance, and physical evidence are additional factors of internal marketing in an organization. The process is a factor that defines how organizations deliver services to customers with a view of satisfying their unique needs. The establishment, development, and protection of brands constitute the process that organizations use in marketing (Matanda & Ndubisi 2013). Fundamentally, the process comprises all activities aimed at improving services and customer satisfaction. As employees’ behaviors, values, and attitudes influence external marketing, motivation and satisfaction are necessary to boost their performance. Physical evidence is a factor that has an overwhelming effect on marketing, especially internal marketing. According to Conradie, Lombard, and Klopper (2014), the layout of service settings, the appearance of products, signage, and visual adverts are integral elements of internal marketing. In essence, employees and customers require physical evidence for them to remain loyal to specific brands or organizations.

References

Belk, K 2007, Handbook of Qualitative Research Methods in Marketing, Edward Elgar Publisher, London.

Conradie, E, Lombard, M, & Klopper, H 2014, ‘Brand awareness in the services sector influenced by eight internal marketing elements’, Journal of Global Business and Technology, vol. 10, no. 1, pp. 25-37.

Finney, S & Scherrebeck-Hansen, M 2010, ‘Internal marketing as a change management tool: A case study in re-branding’, Journal of Marketing Communications, vol. 16, no. 5, pp. 325-344.

Gilmore, A 2003, Services Marketing and Management, SAGE Publisher, New York.

Harris, M 2006, ‘Three steps to teaching abstract and critique writing’, International Journal of Teaching and Learning in Higher Education, vol. 17, no. 2, 136-146.

Matanda, M & Ndubisi, N 2013, ‘Internal marketing, internal branding, and organizational outcomes: The moderating role of perceived goal congruence’, Journal of Marketing Management, vol. 29, no. 9-10, pp. 1030-1055.

Shiu, Y & Yu, T 2010, ‘Internal marketing, organizational culture, job satisfaction, and organizational performance in non-life insurance’, The Service Industries Journal, vol. 30, no. 6, pp. 792-809.

Taylor, S, Kim, M, Ishida, C & Mulligan, J 2012, ‘Augmenting null hypothesis significance testing in marketing research’, Journal of Management and Marketing Research, vol. 1, no. 1, pp. 1-26.

Hershey’s Company is a biggest manufacturer of chocolate and confectionery products. In 2004, the company’s net sales reached $4.4 billion. Today, Hershey employs about 13,000 workers around the globe. The main brands are Hershey’s, Reese’s, Kit Kat, Kisses, Twizzlers, Jolly Rancher, Ice Brearers (Hershey’s Home Page 2007). As a market leader, Hershey’s is concerned to get customers to buy the product for the first time as it is by no means certain that the product will have a market. Choosing the right customers to target with the marketing support for the ‘launch’ requires an understanding of their demands and values, quality expectations and life styles. The philosophy of Hershey is to “attract and hold customers and consumers with products and service” (Hershey’s Home Page 2007). Hershey uses integrated marketing communication to reach three target groups; children, adults and seniors (Chitty et al, 2005).

Hershey’s marketing efforts to children are based on ethical principles and careful analysis of the marketing messages. The products’ ‘benefits’ derive from the features the company puts in so that ‘goods’ have features that offer benefits. In its advertising campaigns, Hershey includes educational materials and promotion of healthy life style, games and programming. Hershey’s follows strict laws and rules marketing to children under age of twelve (Fill, 2002). It takes into consideration what sort of new product it sells, a new and better way of delivering benefits for which there is an already established market. When Hershey designs a product to offer to the market it considers first what are the customer needs to be addressed. What benefits will satisfy these needs and thus what features the product design should contain so as to deliver these benefits. “Hershey has elected not to include games designed for children under the age of 12 on the Company website” (Hershey’s Home Page, 2007).

Adult audience is diverse including all ethic and race groups, both genders and different socio-economic location. Nearly every customer here is a repeat customer. The main source of new customers is maturation i.e. those that move into the market by virtue of where they are on some family or business life cycle. “Hershey’s major brands and new product initiatives appeal primarily to adults. As a result, our marketing efforts, particularly television and print advertising, are focused primarily on adult audiences” (Hershey’s Home Page, 2007). Most adult customers believe the company is ‘good to do business with’. This is essential for loyalty and as a platform for future acceptability (Fill, 2002).

Effective marketing communications with customers are essential for business success. The emphasis on communications draws attention to one of the key problems when developing promotional campaigns. Hershey conveys a particular message for an adult group. The challenge is to ensure that the message sent is interpreted as the sender intended. This simple statement belies the complexity of the task. For instance, Hershey uses the following slogans: “Gimme a break” for Kit Kat, “The great American chocolate bar” for Hershey chocolate, “Makes mouths happy.” for Twizzlers. The information conveyed in advertisements is in the form of words and symbols. It works to educate, persuade and simply to inform the adult consumers about new products and their benefits. An image is supported and created, enquiries are elicited and the functions of a product can be demonstrated. A key role of all promotion, especially advertising, is to reinforce a purchase decision i.e. to provide post-purchase reassurance (Graydon, 2003). By getting close to the intended audience Hershey is able to divine the modes and classes of promotion to which the audience is open, and which media they ‘consume’. The campaigns go out using press posters and television. The ads always feature mums and bouncy healthy teen children. The aim of ‘burst’ campaigns is, via a higher than normal share of voice, to raise awareness and understanding within the target group. Once a ‘burst’ has raised awareness, if this is not supported, it is soon forgotten as it is drowned out by the noise of competitive activity (Graydon, 2003).

Hershey develops healthy and sugar free products for senior people. Hershey spends money on research and development of healthy products for this age group. “Hershey Company … examines the ability of cocoa and chocolate consumption to improve cognitive function in older adults” (Hershey’s Home Page, 2007). Customers feel qualified to judge this aspect. Any absence of factors which go to make up the expected for them, can have a direct impact on their ability to enjoy the basic benefits from the product.

Marketing for this age group, Hershey uses the same medium as for adult group: television, the Web-site, press releases, discounts, etc. Customers are attracted to the products of Hershey by their perceptions of the value they will derive from them (Fill, 2002). They are retained by the ongoing satisfactions which they receive from their relationship with that supplier and its products. Communications have a key role in representing value and reinforcing purchase decisions. Healthy life style and benefits proposed by cocoa is the core of advertising directed to older customers. Once these customers are aware of a given product (or brand), they can be persuaded to understand its appropriateness in meeting their needs, after which they can be convinced of this superiority.

References

1. Chitty, B., Barrker, N., & Shimp, T. (2005). Integrated Marketing Communication – First Pacific Rim Edition. South Melbourne: Thomson Learning.
2. Fill, C. (2002). Marketing Communications. Contexts, Strategies and Applications, Financial Times/Prentice Hall: Harlow.
3. Graydon, S. (2003). Made You Look – How Advertising Works and Why You Should Know. Toronto: Annick Press.
4. Hershey’s Home Page. (2007). Web.