I.

TENDINŢE ÎN DEZVOLTAREA MARKETINGULUI ÎN CONTEXTUL ECONOMIEI BAZATE PE CUNOŞTINŢE

Economia bazată pe cunoştinţe este una în cadrul căreia consumatorul apare ca purtător a numeroase cunoştinţe despre produse, companii, mărci etc, aflate
în dinamică permanentă, care necesită un răspuns corespunzător din partea organizaţiei, creație și inovație.

Această economie determină marketingul bazat pe cunoștințe = Modern marketing sau marketing lateral (customer orientated marketing and
relationship marketing). Aceste cunoştinţe sunt reflectate în „aşteptări" ale clienţilor. Ele pot fi surprinse numai prin cercetarea atentă a cunoştinţelor
înţelese ca elemente formative ale aşteptărilor. Orientarea activităţilor întreprinderii către „aşteptări" definite în acest mod apare ca element definitoriu al
marketingului bazat pe cunoștințe

Şcoala românească de marketing, al cărei exponent strălucit a fost profesorul C. Florescu, a pus şi pune la baza apariţiei şi dezvoltării
marketingului dinamismul economico-social contemporan.
Firma bazată pe cunoștințe = firma care își schimbă fizionomia și modul de acțiune prin metode, concepte, tehnici noi (marketing relational și
marketing de retea, marketing orientat spre client) ca răspuns la schimbările constante din mediul economic-social)
Economiei bazată pe cunoştinţe implică:
- pieţele sunt mult mai competitive
- în domeniul bunurilor preambalate, a crescut masiv concentrarea distribuţiei, numărul concurenţilor s-a redus,
- numărul mărcilor a crescut masiv; ciclurile de viaţă ale produselor au scăzut dramatic; este mai ieftin să înlocuieşti decât să repari;
- tehnologia digitală a stimulat revoluţia pe mai multe pieţe; creşte numărul de patente şi mărci înregistrate;
- pentru orice produs, numărul variantelor a crescut spectaculos; pieţele sunt hiperfragrnentate;
- în domeniul publicităţii, saturarea a atins cote maxime, iar fragmentarea mediilor de informare complică lansarea noilor produse;
- capacitatea de a găsi loc liber în mintea consumatorilor s-a diminuat

Marketing tranzacțional = Transactional marketing is a business strategy that focuses on single, "point of sale" transactions.
The emphasis is on maximizing the efficiency and volume of individual sales rather than developing a relationship with the
buyer. The transactional approach is based on the four traditional elements of marketing, sometimes referred to as the four
P's.
Markerting relational – o manieră care permite atragerea şi menţinerea clienţilor, sincronizarea cererii cu oferta fiind urmărită pe termen lung.
Relationship marketing, emphasizes customer retention and future interaction with the company. There are advantages and disadvantages to
both approaches. According to customer relationship management (CRM) expert Michael Lowenstein, because transactional marketing does
not value customer retention, it can lead to "passive, reactive and short-term customer relationships." However, traditional elements of
marketing such as those listed above will always be crucial to success.

The main disadvantage of the relationship-based model is its relative expense. However, fostering ongoing interaction with buyers through
customer relationship management (CRM) strategies typically improves return on investment (ROI) in the long run. Most organizations include
components of both approaches in their strategy.

Etapele procesului de marketing: 1. Cercetare de marketing, 2. Planificare strategica (segmentare, pozitionare, alcatuirea mixului de marketing), 3.
Programare de marketing (Olteanu 2005)

Marketing vertical/ clasic– segmentare, poziţionare, alcătuirea mix-ului de marketing, punct de pornire piata, O astfel de abordare a fost deseori
caracterizată ca fiind prea îngustă, întrucât nu surprinde, apariţia noilor produse creatoare de noi nevoi. Alte dezavantaje, recurgând repetat la segmentare
şi poziţionare, ce conduce la saturarea şi hiperfragmentarea pieţei. Pe termen lung, efectele fragmentării le depăşesc pe cele ale expansiunii pieţei, diminuând
succesul potenţial al produselor noi, lansate pe respectiva piaţă.

Marketing lateral - un proces de marketing invers celui vertical (classic), pune în centrul său creativitatea şi inovaţia, crearea de noi pieţe bazate pe crearea
de noi nevoi, dificil, dacă nu imposibil, de surprins prin derularea procesului clasic de marketing.

De reţinut dubla ipostază în care apare marketingul lateral: de dimensiune a conceptului de marketing şi de instrument prin conţinutul proceselor pe care le
conţine. Procesul marketingului lateral: marketing lateral aplicat la nivelul pieţei, marketing lateral aplicat la nivelul produsului, marketing lateral aplicat la
nivelul mixului de marketing.

1. Marketingul lateral aplicat la nivelul pieţei presupune - schimbarea nevoii, schimbarea ţintei, schimbarea momentului, schimbarea locului, schimbarea
ocaziei de consum, plasarea produsului într-o experienţă nouă. Toate acestea reprezintă crearea sau descoperirea unei noi pieţe.
 2. Marketingul lateral aplicat la nivelul produsului are ca punct de pornire un produs existent pe piaţă, aflat în oferta întreprinderii. Procesul cuprinde:
disecarea produsului, alegerea punctelor de acces şi efectuarea salturilor laterale. Ca tehnici pot fi avute în vedere: substituirea, combinarea,
inversarea, eliminarea, exagerarea şi reordonarea. In esență uplarea noului produs la o piaţă posibilă.
3. Marketingul lateral aplicat la nivelul mixului de marketing presupune inovarea în cadrul celorlalte componente: distribuţie, preţ, promovare. O astfel
de alternativă are multe puncte comune cu marketingul vertical, deosebirea esenţială regăsinduse în efectuarea saltului lateral, urmată de o nouă
conexiune, cu celelalte elemente ale mixului. Cel mai frecvent este utilizată tehnica „preluării mixului de la alte produse"

II. Marketing Trends in 2016 – Delivering Exceptional Customer experiences

Only 22 percent of consumers say the average retailer understands them, and just 21 percent say the marketing messages they receive from average
companies are “usually relevant.”

cloud computing and services, mobile solutions, the Internet of Things and cognitive computing.2

10 Trends in total:

1. Internet of Things

The Internet of Things (IoT) is the network of devices such as vehicles, and home appliances that contain electronics, software, actuators,
and connectivity which allows these things to connect, interact and exchange data.[1][2][3][4]
The IoT involves extending Internet connectivity beyond standard devices, such as desktops, laptops, smartphones and tablets, to any range of
traditionally dumb or non-internet-enabled physical devices and everyday objects. Embedded with technology, these devices can communicate and
interact over the Internet, and they can be remotely monitored and controlled.
Internet of Things are implicații precum:
  Brandurile sunt și mai prezente în casele consumatorilor – In addition to the playful part of the Internet of Things (connected refrigerators,
washing machines and microwaves), we have begun to see a more serious penetration into the home by Google (with its Nest products),
Amazon (with its Echo device) and Apple (with the Siri capabilities of its newest Apple TV). Amazon’s Echo device — while still in its infancy
— is currently the most ambitious. Sure it can be voice-summoned to play Billy Joel, update the news and provide the weather. But more
importantly for marketers, it’s already collecting shopping lists (“we need more ketchup”) and adding them to a mobile app . . . owned by
Amazon. If you’re a retailer or even a consumer goods manufacturer, what might this mean for your business? How do you prevent further
disintermediation by Amazon, Apple or Google?
Asta înseamnă competiție crescută deoarece unele branduri pot colecta informția mai ușor despre consumatori prin intermediul Internet of
Things. The key to a successful Internet of Things strategy will require adopting a marketing orchestration platform from which you can
consume and leverage the data from increasingly connected “things.” With this new power, marketers in 2016 and beyond will be able to
execute effective, contextually cognitive marketing campaigns that will serve to influence consumer intent at unprecedented levels.

2. Retargeting
It’s a familiar experience for anyone who has ever shopped online: You view a product, exit the website, and then notice display ads for that product following
you around the Internet. Well, the good news is that tools are emerging that enable marketers to retarget and nurture contacts in a more sophisticated
fashion across more channels.

For example, let’s say you’re a sports equipment retailer and someone browses hockey sticks on your website and then leaves without making a purchase. In
the old display advertising model, this individual would see ads for the same hockey stick (or category of sticks) when they visited other sites, without any
contextual understanding of who that person was.

In the new display ad paradigm, the contact is served ads based on where he or she is in the customer journey, such as:

• New contact who hasn’t bought yet: Ad for downloading “Guide to Buying the Right Hockey Stick for You” PDF

• New customer who recently made a purchase: Ad for watching “Tips for Caring for Your Hockey Gear” video

• Long-time customer with multiple purchases: Ad for clicking to “Join Our Loyalty Program and Get Exclusive Content and Offers”

Customers will have a better experience because they’re receiving helpful content rather than just nonstop offers to buy something, and you should see
higher conversions and better use of your spend because you’re getting more personalized in your retargeting.
3. 7 pași pt construirea unei relații de succes cu clientul

 Be patient in building new relationships. Most importantly, remember that your work for your client
is paramount in building a relationship. At the end of the day, no amount of personal connection can
substitute for great work.
 Get to know their industry and company. Keep up with your client’s company as well as their
industry. You don’t have to be an expert, but this will help you speak the same language as the client,
understand what keeps them up at night, and cater your interaction and offerings accordingly.
 Go the extra mile. The benefits of offering customized solutions are two-fold: 1) clients remember the
times you came through for them and 2) it may open up additional revenue streams and new product
offerings you had not previously considered. A word of caution, though: if you are making a significant
departure from your core offerings, ensure you are adequately compensated.
 Treat every client as your most important one. You never know who your clients may know or to
whom they will refer you. Just as importantly, when they switch jobs, either within their company or to a
new one, you want to be the partner they recommend to their new team. Lastly, it is important to remember
that today’s small companies could be the big companies of tomorrow, and it’s incredibly fulfilling to be a
trusted partner fueling that growth.
 Respond promptly. When a client emails you, acknowledge the receipt of the email as quickly as
possible, even if you do not have the answer they are looking for. This may seem like a no-brainer, but I
often see relationship managers worry about having the right answer, and as a result, they forget to
acknowledge that they are on the case.
 Be more than an email address. Use other channels to help shed light on who you are. Consider a
phone call, Skype or an in-person meeting to put a face (or voice) to a name. Often the phone gets a bad
 reputation (e.g. using it to ‘get on the same page’), but if used for good news, a phone call is a great way to
build a better relationship with your client.
 Always summarize next steps. No matter how quick or trivial a client meeting seems, always recap
the conversation with next steps. You think you’ll remember all of the details, and maybe you will, but your
client may not. Aligning on the same page with next steps prevents a lot of confusion down the road.

4. Strategia CRM
Customer-relationship management (CRM) is an approach to manage a company's interaction with current and potential customers. It
uses data analysis about customers' history with a company to improve business relationships with customers, specifically focusing on customer
acquisition, development and retention and ultimately driving sales growth.
One important aspect of the CRM approach is the systems of CRM that compile data from a range of different communication channels, including
a company's website, telephone, email, live chat, marketing materials and more recently, social media. [2] Through the CRM approach and the
systems used to facilitate it, businesses learn more about their target audiences and how to best cater to their needs.
The CRM strategy links the financial goals of the corporate strategy to operations via customer objectives, thus giving the enterprise a stronger
customer focus.
The customer's life cycle is an important focus for CRM strategy objectives, because a customer base only becomes an asset when it has levels
of "loyalty" that increase customer value. The only way to build up loyalty:

 Acquiring customers who value the proposition

 Welcoming them, making sure they understand how to use the product or service (a key make-or-break point of a relationship)
 Getting to know them to develop all round value (enterprise to-customer, customer-to-enterprise)
 Managing problems (another relationship make-or-break point); understand when they might defect and stop them from doing so
 Winning them back if they do defect
If customer loyalty or value is deemed central to achieving profitability, then the leading operational strategy must be the CRM strategy — an
interweaving of the marketing strategy (product, price, channel) and customer strategy. This then coordinates other supporting operational
strategies for example, human resources and IT (see Figure 2). Lower-level strategies (such as sales, service, marketing communications,
individual product and channel) take their objectives from the CRM strategy. The overall operational strategy then needs to be turned into
customer processes to deliver a cohesive customer experience. This is done via an operating model that supports the strategy and from which
detailed customer process maps can be designed.
It would be a mistake to think that once initial CRM strategy objectives and tactics are determined, they are "set in stone." A CRM strategy needs
to be up-to-date, dynamic, energizing and driving the organization to create value. It should effectively integrate enterprise operations with
corporate direction and the market environment. Therefore, developing the CRM strategy is an iteractive, evolutionary process, which should
itself be properly process mapped.
5. Strategia de preț/ Pricing strategy – Habar nu am, I don t get shit

6. Preț optim / Effective Cost Management and Optimal Pricing Strategies

 Optimal pricing strategy = maximizing profits by charging exactly what the market will bear. Managers may adjust their pricing
strategies depending on changes in the competitive environment and in consumer demand. Most successful world-class firms rely on
effective environmental scanning, environmental analysis and market analytics to make informed decisions that create and sustain
competitive advantage in the global marketplace. In practice, the core elements of optimal pricing strategy include the value of the
product to prospective customers, the price charged by key competitors, and the costs incurred by the firm from new product idea
generation to commercialization.

 Strategia prețului optim derives from effective price discrimination which means that firms segment their market into distinct
customer groups and charge each group exactly what it is willing to pay.

 Academic literature suggesting that optimal pricing is possible only when there is a difference in price elasticity for different consumer
groups. For example, a store chain may price the same item higher in a wealthy neighborhood, where consumers may be less sensitive
to price, and lower in a working-class neighborhood, where consumers may be more sensitive to prices.
 Elasticitatea prețului cererii exprimă cât de mult este afectată cererea de modificarea prețului unui produs sau serviciu.

 Price elasticity of demand (PED or Ed) is a measure used in economics to show the responsiveness, or elasticity, of the quantity
demanded of a good or service to a change in its price when nothing but the price changes. More precisely, it gives the percentage
change in quantity demanded in response to a one percent change in price. Price elasticities are almost always negative, in general,
the demand for a good is said to be inelastic (or relatively inelastic) when the PED is less than one (in absolute value): that is, changes
in price have a relatively small effect on the quantity of the goods demanded. The demand for a good is said to be elastic (or relatively
elastic) when its PED is greater than one. Price elasticity affects sales volumes, total revenues and profits. Economic principles suggest
that the price elasticity is low for essential goods because people have to buy them even at higher prices. On the other hand, the
price elasticity is high for non-essential and luxury goods because consumers may not buy them at higher prices, ceteris paribus.

 The factors that affect price elasticity include whether the product is a necessity or luxury, the availability of substitute products and
the proportion of disposable income required to buy certain product. The price elasticity will be high if consumers can buy alternative
products or if they have to spend too much of their discretionary income. When products are price-elastic, price increases will reduce
total revenues while price reductions will decrease total revenues when products are price inelastic. The opposite is equally true.
Therefore, firms seeking revenue enhancement should lower prices if products are price elastic and increase prices if products are
price inelastic, all things being equal.

 Empirical evidence suggesting that higher prices do not guarantee profit and higher total revenues do not guarantee profit. Most
world-class firms know that the critical variable is effective cost management. The objective functions are revenue enhancement and
cost minimization. Two strategic value propositions and pricing options based on Du Pont ROI model are available to most firms:
Premium pricing (emphasizing high mark-ups, high profit margins and profitability); and High turn-over rate (emphasizing high
productivity and effective use of available assets). There is significant empirical evidence suggesting firms that opt for scale and
volume tends to outperform those that opt for segment and premium, all things being equal.

 In sum, optimal pricing strategy depends on effective cost management, market dynamism, and price elasticity of demand.
 7. Marketing inovativ prin sms-uri (Marketul Iranian)
The findings of this of research reject the influence of pricing and place strategies on innovative marketing strategies. Impact of product and promotion
strategies on innovative marketing strategies is proved. Innovative marketing strategies affect the entrepreneurial orientation positively. Thus the higher
performance of the business the more innovative the business activities are.
8. Piața holistică

Holistic marketing = A marketing strategy that is developed by thinking about the business as a whole, its place in the broader economy and society, and in the lives of its
customers. It attempts to develop and maintain multiple perspectives on the company’s commercial activities

”A holistic marketing concept is based on the development, design, and implementation of marketing programs, processes, and activities that
recognize their breadth and interdependencies. Holistic marketing recognizes that ‘everything matters’ with marketing and that a broad,
integrated perspective is necessary to attain the best solution.”
Our aim was to answer the following research question: How can we provide a market conceptualization that captures complexity? To capture market
complexity, based on a pluralist approach, we presented a holistic conceptualization that embraces market multiplicity. The themes that help market
conceptualization are:

 Market entities (referring to which actors are involved),

 Market representation (regarding how markets are signified),
 Market performing (referring to what actions are carried out),
 Market sensemaking (concerning how markets emerge and evolve).

We offer a holistic market conceptualization based on a pluralistic approach that goes beyond single aspects and integrates the identified themes and
elements.