03 Sep Using the same organization selected in Week 1 ‘EURO CAR’ for the course, address the following: Summarize the key product/service offered by your organization, including the role of
Using the same organization selected in Week 1 "EURO CAR" for the course, address the following:
- Summarize the key product/service offered by your organization, including the role of the customer service department or direct service required to make a sale to the customer.
- Create and defend a diagram or flowchart detailing the service delivery process. The chart should clearly identify each contact point (e.g. frontline employee, supervisor, delivery, etc.) before, during, and after the purchase. Your defense of the diagram should detail the role of each contact and assess why each role is critical to the entire service delivery process. (For assistance, review Service Delivery lecture tab and click here for a Service Delivery Infographic).
- Analyze at least three possible contact point failures in the service delivery process for your organization. Why do you consider these to be possible contact point failures?
- Justify recommendations to prevent or address the potential contact point failures and enhance service delivery in your organization. Be sure to consider how customers will benefit by your recommendations.
- Defend a statement positioning the brand around the new/improved services.
Submission Details:
- Submit your answers in a 6-page Microsoft Word document, using APA style.
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Euro Car
Euro Car
SWOT Analysis
Strengths
The main strengths of EuroCar, a well-known European automaker, support its competitive edge. The business has been known for its innovative engineering and technology advancements, which have made it possible to produce cars with outstanding performance and cutting-edge features. This dedication to innovation has helped establish EuroCar as a luxury brand associated with grandeur and prestige. EuroCar appeals to a wide range of client tastes with a comprehensive product line that includes premium sedans, SUVs, and electric cars, strengthening its market presence.
Weaknesses
However, EuroCar has some issues that need to be taken into account. Due to the restricted service options, client retention rates may be impacted by post-purchase customer satisfaction. Furthermore, efforts to penetrate the market may be limited if price-conscious consumers refrain from investigating the brand's offers due to perceived high prices. Budgetary restrictions may also affect the organization's promotional efforts, making it more difficult for it to convince potential customers of the worth of what it offers and how special it is.
Opportunities
Opportunities-wise, EuroCar is well-placed to exploit the expanding electric vehicle market. The company has a platform to expand and sell its line of electric vehicles thanks to the rising demand for environmentally friendly substitutes. Additionally, the popularity of personalized and customized vehicles gives EuroCar opportunities to provide unique options tailored to specific consumer preferences, potentially increasing its attractiveness (Pinto & Pereira, 2022). Exploring new markets allows EuroCar to increase its market share and diversify its revenue sources, particularly in emerging economies with a growing luxury market.
Threats
However, EuroCar must be on the lookout for any dangers that can affect its business. The severe competition from other luxury automobile manufacturers tests the market share and price tactics of EuroCar. The development and marketing of some car types may need to be improved by strict pollution standards and changing government policies, necessitating adaptation.
Creating a Mission Statement
The revised EuroCar mission is "Enriching the Lives of Discerning Connoisseurs Globally with Innovative, Sustainable Luxury Driving Experiences."
Collecting Customer Data
EuroCar utilizes advanced CRM solutions to manage client interactions by studying important CRM elements. By organising and analysing customer data, CRM solutions help organizations understand consumer preferences and behaviours. EuroCar can target specific groups and customise marketing by recording consumer interactions and purchase history. This technology-driven approach helps EuroCar anticipate consumer demands, increase interaction, and boost customer happiness (Vernanda & Sari, 2020). EuroCar elevates customer interactions with CRM technology. EuroCar can anticipate consumer demands with personalized interactions and data-driven insights. CRM helps EuroCar quickly fix issues and demonstrate its customer service. EuroCar uses CRM systems to build emotional ties with clients by offering relevant offers, timely updates, and personalized recommendations. This increases consumer loyalty and brand advocacy, boosting EuroCar's premium car reputation.
Marketing the Product
EuroCar's rigorous service delivery method demonstrates its dedication to client satisfaction. EuroCar's streamlined approach makes every engagement memorable, from inquiry through after-sales service. EuroCar anticipates customer interaction issues, including delayed responses and lack of follow-up, to ensure a seamless journey. EuroCar adds a dedicated customer support team, automatic response tools, and real-time issue tracking to address these issues. These indicators improve client pleasure and emphasise the brand's superiority. EuroCar uses refined service delivery to position itself as a luxury, innovation, and sustainability leader. EuroCar advertises itself as a driving partner by emphasizing client connection. EuroCar's repositioning approach also uses better service delivery to demonstrate the brand's commitment to individualized experiences and technological innovation. This strategic adjustment boosts EuroCar's reputation and secures its position as an industry leader, gaining trust, admiration, and loyalty from discerning customers who want more than just a car—they want a complete and immersive driving experience.
Developing New Products/ Services
Introducing a new product or service into EuroCar's portfolio includes a multidimensional engagement with various stakeholders, each with a specific role in moulding its success. The design and engineering teams carry the burden of ensuring the new offering meets the highest standards of quality and innovation. Suppliers are vital in sourcing quality components, directly influencing the product's performance and reliability. Dealerships, as a vital point of contact with customers, promote seamless distribution and play an essential role in expressing the product's value. On the other hand, the marketing teams assume the essential role of promoting the product and developing anticipation among the target audience. Simultaneously, customers have a significant place in the equation, giving essential insights and feedback to fine-tune the product according to their preferences and demands. Regulatory authorities operate as gatekeepers, verifying that the product adheres to industry norms and laws (Pinto & Pereira, 2022). Including this varied collection of stakeholders guarantees a well-rounded and complete approach to product creation, successfully utilizing a spectrum of skills. Such collaboration not only guarantees the alignment of the product with customer expectations but also assures compliance, quality, and the fulfilment of all stakeholder interests, resulting in a product set for success.
Creating Communication Strategy
A carefully planned Integrated Marketing Communication (IMC) strategy, which seamlessly combines various channels for maximum impact, supports EuroCar's efforts to launch its new product. EuroCar capitalizes on the digital landscape by employing digital marketing and social media platforms to create a buzz around the upcoming product. These pathways enable precision targeting, ensuring the product's message reaches the correct audience. Partnering with influencers amplifies the message, tapping into their engaged followers to generate anticipation and excitement (Gorova et al., 2019). Complementing these efforts, immersive events are planned to offer potential clients a direct interaction with the product, building a physical connection and leaving a lasting impression. A cornerstone of this strategy is the skilful alignment of the brand's essence – luxury and innovation. This synergy delivers a consistent story across all touchpoints, underlining EuroCar's dedication to producing goods that exceed expectations. In parallel, a premium pricing strategy is proposed that aligns with EuroCar's luxury positioning and encompasses the technological prowess and exceptional driving experience that define the brand. By setting premium pricing, EuroCar accentuates the intrinsic worth and rarity of the product, resonating with its discerning audience. This method illustrates that the price reflects the cutting-edge features, precise craftsmanship, and prestige of owning a EuroCar. This targeted pricing bolsters the product's perceived worth and cements EuroCar's status as a leader in the luxury automotive business, laying the foundation for a successful market debut.
Reference
Gorova, K., Dluhopolskyi, O., & Dluhopolska, T. (2019). Entering the global manufacturing outsourcing market and innovative development of the Ukrainian industrial enterprises. Economie şi Sociologie, (2), 20-31.
Pinto, F. M. D., & Pereira, I. (2022). Business adaptive strategies in crisis: the case of General Motors (Doctoral dissertation).
Vernanda, M. Y., & Sari, D. K. (2020). The Effect of Brand Positioning and Service Quality on Customer Loyalty in Wonoayu Eurocar Market With Customer Satisfaction As Moderation Variable. Indonesian Journal of Law and Economics Review, 8, 10-21070.
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Organizational Buying Process, Service Delivery.html
Organizational Buying Process, Service Delivery
The organizational buying decision process has the same five steps as the consumer buying decision process. The consumer and the organizational processes are compared below using the example of a car dealership as an organizational buyer purchasing new cars from car manufacturers.
The main difference between the two processes at the first stage of decision making is in the number of people who are involved in the recognition of the need (problem). The decision-making unit (DMU) in the organization is more complex and is usually influenced by many people across the organization.
An information search is more complicated for an organizational buyer than for a consumer. Depending on whether the organization is doing a straight rebuy or new task buying, the amount of time, effort, and money invested in the search for information is much higher.
The main difference between consumers and organizations here is that an organizational buyer's evaluation criteria are more elaborate and stringent than a consumer's. There is an emphasis on obtaining good post purchase services.
An established organizational buyer typically has contracts already worked out with vendors. Therefore, the purchase process for an organizational buyer tends to be less complicated than that for a new buyer.
Post purchase evaluations of a product are more formal for an organizational buyer than for a household consumer. A major component of a post purchase evaluation is the service provided by the vendor.
Every business sells either a product (a physical item) or a service (something intangible), or both. Many businesses develop one first, and extend into the second.
The organization’s buying process is a process in which the organizations recognize the need of a product or service and search for the best available brand or supplier among all the alternatives. Understanding the organization’s buying process is now given immense importance as with globalization there is an increased competition in the market, there are many brands or suppliers available for the same product but one has to be street smart to choose the best product or service in quality and price. (Kurtz, 2009, p. 639,)
Reference
Kurtz, D. L, (2009), Contemporary Marketing. Boston, MA: Cengage Learning.
Additional Materials
View the PDF transcript for Organizational Buying Process, Service Delivery 
media/transcripts/SUO_MBA6011 W3 L3.pdf
Organizational Buying Process / Service Delivery
© 2016 South University
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Steps 1 and 2
The organizational buying decision process has the same five steps as the consumer buying decision process. The consumer and the organizational processes are compared below using the example of a car dealership as an organizational buyer purchasing new cars from car manufacturers.
Need Recognition
The main difference between the two processes at the first stage of decision making is in the number of people who are involved in the recognition of the need (problem). The decision-making unit (DMU) in the organization is more complex and is usually influenced by many people across the organization.
A typical car dealership has several departments: new-car sales, used-car sales, service, parts, accounting, and body shop. The requirement for the purchase of new cars in a dealership setting is usually recognized by the sales manager; however, the sales manager may have strong inputs from the owner and the chief financial officer (CFO) of the dealership chain. So for practical purposes, the sales manager, the owner, and the CFO constitute the DMU. Outside this unit, influences come from senior people working for different departments.
Another distinction is the amount of emotional investment by the two different types of buyers. A consumer will typically be more emotionally involved in the purchase. For an organizational buyer, the purchase would be just one of the many important decisions he or she makes on a daily basis.
Because buying a car is a large investment for most household consumers and the decision requires a great deal of deliberation
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among family members, it can lead to emotional stress. On the other hand, a car dealer's DMU needs to keep a cool head and be as objective as possible while making the decision.
Information Search
An information search is more complicated for an organizational buyer than for a consumer. Depending on whether the organization is doing a straight rebuy or new task buying, the amount of time, effort, and money invested in the search for information is much higher.
Large dealerships, with a wide range of cars, may attend trade shows held around the world every year. Car dealerships sometimes make more money from the services they provide than from the sale of new vehicles. Additionally, along with auto shows, the DMUs of car dealerships may be attending auto accessories or testing equipment trade shows.
Another difference is that the demand for (or purchase of) products by organizations is more strongly influenced by environmental and economic conditions and changes in demographics. Therefore, an organizational information search includes determining which vendor (car models in the case of car dealerships) is better positioned to tackle the changes impacting the marketplace.
Environmental regulations and government financial incentives may persuade car dealerships to keep environment-friendly models in their showrooms. Also, the dealerships would like to identify those car models or brands that are better equipped to handle sudden variations in the market.
Evaluation of Alternatives
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The main difference between consumers and organizations here is that an organizational buyer's evaluation criteria are more elaborate and stringent than a consumer's. There is an emphasis on obtaining good postpurchase services.
Another difference is that an organizational buyer is more concerned about the financial stability of its vendors than a consumer. A key vendor who unexpectedly files for bankruptcy can spell disaster for the client company (i.e., the car dealership). How final consumers perceive a vendor's brands is also of primary importance for an organizational buyer.
Decision makers in a dealership setting are always looking for innovative and stable vendors who can help them bring greater traffic to their dealerships to both buy vehicles and have vehicles serviced. Therefore, car dealers look for car manufacturers or wholesalers who can offer a unique purchase experience for their customers, different payment options, and solid finances.
Purchase Decision
An established organizational buyer typically has contracts already worked out with vendors. Therefore, the purchase process for an organizational buyer tends to be less complicated than that for a new buyer.
When the purchase is a straight rebuy, the organizational buyer would just place an open-ended purchase requisition, where the amount of product needed is called in by a procurement agent or automatically reordered when inventory levels are down to the acceptable minimum. When the purchase is a modified rebuy, the organizational buyer needs to evaluate purchase options every year.
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A straight rebuy for an auto dealer may constitute the purchase of parts and accessories for car repairs and maintenance services. However, a more likely scenario is a modified rebuy. The car dealership would evaluate purchase options annually, which is about the same frequency at which car manufacturers change their models and sales terms. In the end, the sales manager's goal is to order enough cars with the right colors, packages, and options to appeal to the largest number of new-car consumers.
Postpurchase Behavior
Postpurchase evaluations of a product are more formal for an organizational buyer than for a household consumer. A major component of a postpurchase evaluation is the service provided by the vendor.
A car dealership usually has high expectations of the service provided by the financial arm of a car manufacturer after the cars arrive in the dealer's parking lot. However, if the service falls short of expectations, the dissatisfied car dealer tries to find a resolution to the conflict with the manufacturer. This is because the dealer depends entirely on the manufacturer for survival. Moreover, the manufacturer has a stake in the success of the franchised dealership of the car dealer. So correcting faulty cars or performing above-par services is to the manufacturer's own advantage.
Service Delivery Process
Every business sells either a product (a physical item) or a service (something intangible), or both. Many businesses develop one first, and extend into the second.
Product / Service
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Optimizing your business’ product / service delivery requires analyzing what your customers are really buying. Sometimes, if you look past the obvious product / service that customers purchase, you can see their real need. By meeting that real need, you can open up new opportunities and also distance your business from its competitors. For example, Dell makes and sells computers, but so do lots of other companies; the difference is that Dell allows its customers to create a computer to their own specifications, adding or subtracting features to get exactly the machine they want within their budget. Other companies often force customers to buy computers that have already been assembled in pre-decided configurations. Dell understands that their customers are not just buying a computer, they are buying a computer that they have designed themselves to meet their own specific needs.
Maintaining Service Consistency
All businesses are “people” businesses. In other words, organizations depend on staff to deliver the product or service, whether it is a haircut, hamburger, automobile, accounting services, a meal, or a flight. The challenge faced by all businesses is consistency of service delivery. Businesses depend on the training they give their staff to ensure that similar transactions are handled the same way in the clients’ experiences every time.
The flow of activity from the potential customer’s first contact with the organization until the transaction or experience is completed can be described as the Service Delivery Process. Let’s consider a traditional brick and mortar example: Imagine that you walk into your local discount retailer to purchase a new writing pen (e.g., Walmart, K-mart). As you walk in the door, you are greeted by a person standing near the entrance. After you
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walk past a couple of aisles, looking lost, an employee asks if he can help you find something. You describe your desired purchase, and the employee takes you to the correct aisle and shows you the pens. After asking further questions about color of ink and other details, the employee helps you narrow your choices to the pen you want. Later, you make your way to the check-out lanes where the clerk asks if you found everything you needed. Finishing the purchase, you walk back out the doors past the original greeter who now thanks you for shopping at the store. You’ve just experienced a service delivery process.
However, the service delivery process is not just a brick and mortar phenomenon. Let’s look at another example: Sue logs onto her computer and finds an email from her friend, Joe. The email subject line says, “The cloud drive we talked about.” When Sue opens the email, she finds a link to a wireless, personal cloud, back-up hard drive that she and Joe discussed at work earlier in the day. Sue had mentioned she was interested in a way to store photos and other important documents. Later that evening, Sue accessed her email again and noticed an advertisement in her browser window for the same drive. She also observed it was listed at a 25% discount. Clicking on the advertisement, Sue looked at several drives on the site, not sure which one was her best choice. Just before she exited the browser, a chat box opened with a header stating, “Hi, my name is Alexis, a customer service representative. How can I help you?” Sue started an online dialogue with Alexis, describing her computer, her goals, and her price range. Eventually, Sue decided to buy a mid-priced model. Going through the online shopping cart, Sue was pleased to see she could pay directly from her PayPal® account. A few clicks of her computer mouse, and Sue had a screen showing on her computer saying, “purchase confirmed.” About an hour later,
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Sue received an email from the vendor saying that her order had already been processed and the package was on its way. The email provided a delivery tracking number. For the next couple of days, Sue checked the online tracking utility to see how soon her drive would arrive. Finally, the bundle showed up at Sue’s door. Sue opened the box, but had a little trouble figuring out how to set up the piece of hardware. Fortunately, the packaging included a help number, and a technician talked her through the steps to install her drive. Sue just experienced a service delivery process. Successful businesses spend a significant part of their time on each job checking and re-checking the quality of work done. The secret in providing consistently service is to develop a system, write it down, train staff and monitor delivery. Developing a system requires actually taking apart the service itself so you can see the elements that make it up. Training is an integral part of the process because you can never be “too good.” Once trained, staff needs to be monitored and rewarded to ensure that the system delivers what the customers want, in the way they want, when they want. Reducing the variability of service delivery is a key way to get customers coming back again and again and building organizational success.
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Evaluation of Alternatives, Purchase Decision, Post Purchase Behavior.html
Evaluation of Alternatives, Purchase Decision, Post Purchase Behavior
After identifying the desired attributes, evaluation of alternatives is the next stage of the consumer buying decision process. Using some type of point score system, the consumer evaluates different brands by comparing the desired attributes with the attributes of these brands. The consumer may have his or her own quality values to point-score the attributes. For example, the consumer can evaluate an attribute by allocating it a high, medium, or low quality value.
Moreover, the consumer's buying decision may be influenced by a brand preference he or she has developed on the basis of personal experience or the experience of family and friends. The consumer may favor specific attributes offered by a particular brand over others. The final decision can even be influenced by reading reviews in magazines.
Marketing managers need to have a thorough understanding of the attributes their target consumers prefer and the ranks they allocate to these attributes. At this point, a well-designed marketing campaign plays an important role in helping a consumer decide and select the product of his or her choice. The campaign should take the message clearly to the target audience, highlighting the desirable attributes.
After a customer evaluates a product, he or she makes a purchase decision. At this juncture, the consumer might choose to make the purchase by going to the dealership, by placing a purchase order over the phone, or by searching for information on the Internet.
Post purchase behavior is the fifth and final stage of the consumer buying decision process. Research shows that a consumer often has doubts about the product he or she has purchased and terms this as post purchase behavior. A buyer needs reassurance that he or she has bought a reliable and dependable product.
You have decided to buy. You purchase the Apple iPod in apple green color online at Amazon.com because you qualify for free shipping. You decide to buy the Velcro armband that will hold the iPod while you jog, but you do not buy other optional equipment or extras. Now what?
Implementing the consumer decision making process is not the end. In fact, the purchase is often the start of a new experience that will influence your current reference groups as well as create new reference groups.
After you buy the iPod you evaluate the purchase. You may feel some cognitive dissonance: "I can't believe I just spent every last bit of my graduation money my aunt gave me!" You may feel excited: "I bought it, finally!" Therefore, you may feel that it was a hasty decision or you may feel happy.
Whether or not you act on your feelings depends on yo
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