Analisis de mercadeo de servicios symphonica de melbourne

Course Code: MKTG1112
Course Name: Services Marketing & Management
Course Coordinator: Dr Stephen Downes
Presented by: Javier L. Salas
Student Number: S3098247

SERVICES MARKETING ANALYSIS

Title

MELBOURNE SYMPHONIC ORCHESTRA

INTRODUCTION

The MSO’s marketing management is a good example of a well established Service MarketingSystem. What the MSO offers is an intangible service provided not to the body but to the mind of the consumer; the experience goes beyond hearing the powerful performance of the orchestra, it includes the whole experience of being part of a sophisticated event. This document aims to analyse the strategic elements that drive the relationship between the organization and the consumer.

Apart fromthe core product which is the actual concert, MSO has associated services or attributes such as bookings, brochures, information regarding classical music and most importantly subscriptions. Therefore, the product can be considered as a relatively intangible, medium contact service; since the customer has to be present at the service factory for the core part to be provided, although, some of theattributes can be delivered at an arms length.

Consistency along the system is another key issue analysed in the document, since the quality of the service relies on the experience of the customer; every part of the system has to have the same “feeling”. Therefore, is explained why extrinsic cues of the system as the media communication, the presentation of the staff or theinstallations have to be perceived at the level of sophistication and elegance marketed by MSO.

One of the differences between the marketing models for products and services extra 2 Ps for services. One of such Ps stands for People which Ms. Le Cornu expresses is a complex management issue for the MSO; the staff is mainly integrated by musicians very well organised and strongly opinionated aboutthe product. These circumstances make the staff difficult to lead in organizational matters; therefore, their input in marketing planning matters is minimum.

The MSO marketing team can be seen as a very positive example of managing the elements of a Service System. Taking in account the extrinsic cues that are also part of the experience the MSO is able to provide a quality service,maintaining a very clear and strong customer focus.

INDUSTRY BACKGROUND

The MSO, Melbourne Symphonic Orchestra, is an organisation providing an entertainment service to an audience. It is important to look at the trends in the industry, to understand who else is in the competition and what strategies are successful.
The Australian Entertainment Industry Association (AEIA) revealsthat in 2004 the industry generated in live-entertainment a total gross box of almost $690 million. A study carried by the company SWEENEY research in November 2005 reports that within the previous 12 months at least 73% of the total Australian population, between the ages of 18 - 60 years old, attend live entertainment cultural activity, this being 1 of 8 genres including the opera, an orchestraconcert or musical theatre. Furthermore, the attendance frequency is overwhelming considering that only 8.3% of the total population attended only once and the rest between 2 and 6 occasions. The industry shows a considerable size and life in the Australian market; however, the study revealed that only 15% of the market attends frequently to a classical music concert when 43% attends frequentlyto live theatre. The behaviour of the industry in Melbourne reveals similar numbers.
Although entertainment is considered an important sector in the Australian economy the outlook is not optimistic in part due to negligence from the federal government, reports the (AEIA). The entertainment industry is taking a proactive approach to what are believe to be the causes of the problem, by...