Marketing management : efficiency & effectiveness

Résumé du document

As explained in Les Echos, Les nouveaux managers du secteur public, the traditional model of the public sector showed up its limits : it is transformed and uses practices from the private companies management, such as : the measurement of performances, strategies and schemes, consumers? expectations towards public sector ( rise of wealth for some people, and growing needs for elderly, ill people). But it has not always been this way. Indeed, on the one hand the private sector emphasizes on results? assessment, decentralisation, strategy and ability to react? On the other side, the public sector was characterised by strong planning, resources assessment, rigorous administration, deep hierarchical structures, centralised control?Its goal is the general interest, while marketing in private sector intends to maximise the company?s profits. Contrary to publics services which have to conform to the equality principle, private companies through their value-based marketing strategies segment the markets in order to adapt better their services demand, and are free to choose the more cost-effective and profitable segments.

Extraits

[...] So we can't take the same risk : in private companies, success or failure generally affects very few people, except the employees themselves. On the contrary, in the public sector, success and failure are made public and affect more people. Here is one of the main risk for the social entrepreneur. Besides, the public sector does not only “consume” the available wealth. It also build the “foundations” preparing the future. The cultural and economic growth of tomorrow depends on today's investments' amount (on education, health, social infrastructures quality and implementation. [...]

[...] We can count three different kinds of differentiations. First of all, in the provisions or services' offer : As far as I'm concerned, I can see that “Superior” schools have to adapt their education's offer, develop specific profiles, offer trainings submitted to the markets principles and laws Then, concerning prices: public transport companies propose very complex prices' setting systems, according to socio-demographic criteria (young people, big family, unemployed and retired people, etc.), the frequency of utilisation, and even according to the moment of use (night, week-ends Finally, regarding the access to the service : several years ago, fiscal authorities began to develop lots of solutions enabling people to fill in their tax declaration : either traditional form, or software, or online Submitted to commercial necessities and requirements, state-owned companies, more generally public sector, start putting emphasis on profitability, like private companies. [...]

[...] Therefore, we want to preserve the public service in the framework of the liberalisation, in the long term it is the only way we can ensure the profitability of our investment, by doing so we keep the confidence of the population in our investment and in general we know if we liberalised one sector it does not work. That is why we are developing public/private contracts." Water privatisations are happening already, profitably, through agreements reached between the company and governments. [...]

[...] Through a “holistic” marketing approach, a majority of public sector organisations could develop more responsive, client centred delivery programs for policies, while ensuring efficiency and effectiveness. References list FAQ : Accès à l'Information Laurent Bernat, October 25th from http://www.laurent-bernat.com/article.php3?id_article=21 The Use and Acceptance of Marketing in the Queensland Public Sector, Susan Dann, n.d, p32, from http://unpan1.un.org/intradoc/groups/public/documents/APCITY/UNPAN007106.pdf #search='The%20Use%20and%20acceptance%20of%20Marketing%20in%20the%20Queensla nd%20Public%20Sector%2C%20by%20Professor%20Susan%20Dann Globalisation, privatisation and healthcare a preliminary report, David Hall, March 24th from http://www.attac.org/fra/toil/doc/psiru04.htm Marketing effectiveness measures for public sector and not-for-profit marketing, Roger James, August 2005, from Marketing update : http://www.ami.org.au/amimu/0508August/0508_president_govtmetrics.htm Les Echos (French newspapers), Le marketing public : une histoire de principes, n.d, Romain Laufer, from : http://www.lesechos.fr/formations/marketing/articles/article_9_14.htm Lean Six Sigma, by the Conseil en Système d'Information, from : http://www.oresys.fr/article_lean_six_sigma.html Les Echos (French newspapers), Les nouveaux managers du secteur public, n.d, from: http://www.lesechos.fr/formations/entreprendre/articles/article_12_5.htm Secteur public et marketing: non-sens ou normalité Martial Pasquier, February 24th from : http://www.sgvw.ch/sektor/news/archiv/d/public_marketing_pasquier.php (Government Report) : Rapport Public 1998, Le contrôle des entreprises publiques, from http://www.ccomptes.fr/Cour-des- comptes/publications/rapports/rp1998/rp1998_6.htm Report de la loi postale : Un délai pour gagner, July 2004, from http://www.sudptt.fr/Pdf/3270.pdf#search='loi%20postale' Strategy Management in the Public Sector, last update May 23rd from http://www.extensity.com Strategy Management in the Public Sector, March 2005, from http://www.performance.geac.com/library/PublicSectorStrategyMgt0305.pdf The Six-Sigma Zone, Donald J. [...]

[...] Marketing management : efficiency & effectiveness Can a value-based marketing strategy be applied to the public sector? As explained in Les Echos, Les nouveaux managers du secteur public, the traditional model of the public sector showed up its limits : it is transformed and uses practices from the private companies management, such as : the measurement of performances, strategies and schemes, consumers' expectations towards public sector ( rise of wealth for some people, and growing needs for elderly, ill people). [...]