Location-Based Marketing. Gérard Cliquet. Читать онлайн. Newlib. NEWLIB.NET

Автор: Gérard Cliquet
Издательство: John Wiley & Sons Limited
Серия:
Жанр произведения: Маркетинг, PR, реклама
Год издания: 0
isbn: 9781119721291
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of view (Cliquet 2006, 2003). This implies taking into account not only issues related to the local or regional environment at the microeconomic level (Grether 1983), but also in relation to territorial coverage in the geographical sense. This concept does not necessarily imply that territories correspond to political division and/or interculturality at a more socio-cultural scale at the macroeconomic level, in other words in relation to national and international frameworks (Ohlin 1931; Hofstede et al. 2002).

      The many issues developed in this book concern not only marketing in the strict sense of the term, but also other management disciplines such as information systems management and human resources, strategy, logistics, organization at local, regional, national or international level. Spatial marketing is useful in the management of organizations insofar as it makes it possible to specify and strengthen proximity with the customer and therefore customer relations depending on where the customer is located. It authorizes the link between this geolocation and the customer’s personal data. The verb “authorize” is used intentionally, because the risk of breaking the boundaries of individual privacy is real; it is an important societal issue as is the installation of video cameras in public places for security reasons. Surveys on personal data protection (privacy) show that consumers are aware of possible abuses, but this does not prevent them from using smartphones and tablets (Cliquet et al. 2018), and the Absher application that Saudi Arabian men use to track their wives does not help.

      1.2.2.2. Definition of geomarketing

      Geomarketing is based on digital geography using computer science, that is, computerized cartography and therefore geography on the one hand and marketing on the other. It is a term coined in France by practitioners in the 1980s. Strangely enough, this word is almost unknown in North America 30 years later. On the other hand, we hear about micro-marketing, geodemographics, GIS or Location Business Intelligence in the United States, even though people are familiar with geomarketing in Quebec. It has subsequently spread to the European continent: there is research on the openly displayed theme of geomarketing in Belgium (Gijsbrechts et al. 2003), and above all specialized works, often short and technical, for example in Germany (Schüssler 2006; Tapper 2006; Grasekamp et al. 2007; Herter and Mühlbauer 2007; Trespe 2007; Menne 2009; Kehl 2010; Kroll 2010), Spain (Chasco and Fernandez-Avilez 2009; Alcaide et al. 2012) and Italy (Galante and Preda 2009; Cardinali 2010; Amaduzzi 2011). In France, there are books by consultants that generally present, in a clear manner, the possibilities offered by their firm (Marzloff and Bellanger 1996; Latour 2001) and academic books either oriented towards business studies (Douard 2002; Douard and Heitz 2004) or methodology (Barabel et al. 2010) or concept and strategy (Cliquet 2006). Some books on digital geography also deal with geomarketing (Miller et al. 2010).

      Some will argue that the dramatic increase in online data tends to reduce the importance of spatial data. In fact, the opposite is true since a very large part of this online data is geolocated.

      Geomarketing can simply be defined as a field involving disciplines such as digital geography and marketing, but also social sciences such as economics, sociology, psychology or anthropology, because geomarketing makes it possible to understand much more precisely the behavior of economic actors and the environments in which they operate. These behaviors and environments are changing increasingly rapidly as a result of demographic pressure and climate change. All these developments cannot be ignored by strategists in both private and public organizations.

      1.2.3. Content of spatial marketing and geomarketing

      Introducing space into management and marketing decisions in particular means resolving a dilemma that is driven by a priori oppositions such as local versus global or adaptation versus standardization.

      1.2.3.1. Local versus global

      The purpose of introducing space into decision-making processes is both strategic and tactical: strategic, because a strategy must also be able to express itself in terms of territorial gains and not only in terms of turnover or market share, which are too global concepts; tactical, because the company will need to know its local markets well to implement its strategies efficiently and not only effectively.

      1.2.3.2. Standardization versus adaptation

      The second way of presenting the dilemma refers to the presumed opposition between, on the one hand, standardization (in other words, total standardization) and on the other hand, adaptation, which involves taking into account the local environment. This apparent conflict is frequent, particularly in the definition of retail and service outlet network strategies. The elements at the heart of the strategy are commonly distinguished from the elements at the periphery, which can be described as secondary (Kaufmann and Eroglu 1998). The elements at the heart of the strategy must never be adapted, as they are essential for brand recognition at any time and in any place by real and potential customers. On the other hand, it must be possible to adapt the peripheral elements when necessary in order to satisfy customers as much as possible regarding their tastes, consumption habits and even traditions. This problem is especially specific to the marketing of franchise networks, even if it is found in many sectors from the moment that activities are relocated or spatially distributed (Cox and Mason 2007). Indeed, while chains tend to want to simplify their offers, including geographically in order to benefit from better productivity and therefore lower costs, their customers increasingly want product customization. The idea of mass-customization then emerged as necessary (Pine 1993; Piller and Müller 2004). Indeed, in franchising, the brand is, with the know-how, one of the two fundamental concepts in the very definition of the network’s activities.

      Let us take a concrete and very significant example of this problem, the bakery chain under the Great Harvest brand (Streed and Cliquet 2007). The first bakery was opened in 1976 in Great Falls, Montana (United States), the second in Kalispell, also in Montana. But the objective was not to distribute exactly the same type of bakeries everywhere. Freedom has been left to the franchises to manage their bakery (the “front office” in front of the customers) as they see fit, knowing that the “back office”, the making of bread in particular, is maintained by the chain. In fact, the founders, Pete and Laura Wakeman, created the first “freedom franchise”, which they define as follows: