The paper "Service Marketing Plan for Aboriginal Cultural Centre and Keeping Place" is a great example of a marketing case study. Service marketing can be described as a type of marketing that concentrates on services of selling. According to Kumari (2004), they can be difficult to put on the market, and their marketing approach is much dissimilar as compared to the products’ approach. These days, a number of companies provide both services and products and have to utilize a mixture of styles. Basically, when marketing services, the objective is not to attain customers who can purchase the product but obtain persons to conduct business with a certain firm, usually in a particular location (Kumari, 2004).
For instance, when Aboriginal Cultural Centre and Keeping Place (ACCKP) are offering services such as quality cultural tours and traditional Aboriginal paintings, it has to persuade people that it is preferable to other community-based centres. Akin to products’ marketing, Kumari (2004) posits that services’ marketing covers issues such as services being provided, the cost of the services, and why customers must opt for that certain iteration over other alternatives.
For services that are naturally intangible, consumers have to as well be persuaded by marketing so as to make them believe the services are beneficial. This assists in exhibiting the essence of concentrating on the Aboriginal Cultural Centre and Keeping Place (ACCKP) as a service-based centre. Flowcharting is a tool for examining organization processes, and it enables ACCKP to break down any process into single activities or events as well as to exhibit these in form of shorthand demonstrating the logical connections between them (Wood & Wood, 2002).
Basically, creating flowcharts advances improved knowledge of processes, which is a requirement for development. At ACCKP, organisational activity entails scores of separate undertakings, which are regularly multifaceted and they change after a while in reaction to fresh demands from customer, new requirements for service and products, or new regulations as well as laws. Such changes are arguably done in piecemeal, reactive and isolated ways, which are not essentially good for ACCKP or the individuals carrying out the work. Besides the pressure from the external environment for change, there is an unvarying desire to seek better and new ways to carry out things at ACCKP so as to maintain its long-standing competitive edge, and also to make their staff live easier as well as more fascinating.
As a tool for elucidating circumstances and hence bettering understanding and knowledge, flowcharting is certainly handy when utilized by a team or group. This is for the reason that by jointly drawing the flowchart, the team/group, generates a common knowledge of the situation. Furthermore, it leads to a bigger knowledge pool and helps members agree on a common approach of problem-solving, making improvements, and resolving uncertainties (Wood & Wood, 2002).
In this case, ACCKP will establish that drawing a flowchart in piecemeal on a flipchart or whiteboard, as members of the team/group contribute their idea, opinions, and information, will not just recognize setbacks as well as areas of uncertainty, but will automatically create commitment as well as consensus by concentrating the attention of the team/group on one collective view of their undertaking. However, ACCKP should understand that whereas flowcharting appears simple to complete, it needs lots of practice to utilize it successfully.
Furthermore, it coerces users to recognize the steps of the process in order that they are logical and clear, which is certainly its principal function.
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