The use of marketing in a service enterprise

The popularity of marketing these days is quite understandable: the global crisis of overproduction and the struggle for consumer attention have become ubiquitous and common in almost all markets. Thanks to the competent use of marketing tools and active advertising companies, market leaders manage to maintain effective demand at an acceptable level. However, even they, multimillion-dollar corporations, sometimes get annoying errors in marketing and marketing policies that reduce their competitiveness relative to other market participants. What then is to talk about the average and small business, which has no extra money, or the desire to consult consulting firms and agencies for expensive services to develop marketing research, calculate strategic financial development models and other analytical tools. Owners of small and medium-sized firms usually rely entirely on their own intuition, not trusting the advice of outside consultants and being fully confident in their own competence regarding the current market conditions. Meanwhile, any market for goods and services is so complex in its understanding due to the many qualitative and quantitative parameters of its characterizing that it is rather difficult to perceive it without the professional statistical tools often used by marketing agencies. Partly the owners of organizations in their mistrust of marketing research and calculations can understand: the very discipline of marketing is based on a number of assumptions and inferences, often refuted by many experts and practical experience. However, it is also unreasonable to completely deny the advantages of using marketing tools in practice, as they often proved their effectiveness and helped to develop a balanced and competent strategy for the company's development on the market.

An attempt to apply marketing tools to develop a strategy for the promotion of a service firm , such as a translation services bureau at first glance, seems inexpedient. The market of translation services in principle can be called quite specific, which is due to its narrowness and difficulties in establishing quality criteria. Pricing in this segment is the dominant factor of demand, which is formed on the basis of price-quality, as in all other markets for goods and services. However, if the problem does not usually arise with the definition of the price in the market of translation services, then the situation is somewhat different with regard to quality: it is relative in the market of translation services, as they say. In fact, this is manifested in the fact that translations, approximately equal in value, can differ significantly in terms of linguistic structure, stylistics and the presence of spelling and punctuation errors. As the reference translation of all phrases and sentences from Russian to foreign does not exist, both translations can be considered qualitative, and can only be compared on the basis of expert assessments. Of course, in the translation market of each city usually operates several most respectable bureaus, and their quality of translation can cause fewer doubts, therefore the key moment in pricing and marketing promotion strategy in general for the translation market can be considered just reputation. To win it a small translation bureau will also help marketing tools. First, it is necessary to establish the prices for the offered translation services according to the chosen promotion strategy. Thus, it is possible to adjust the cost of translation downwards in comparison with competitors, using the strategy of entering the market with minimal costs. Another way to declare itself is, on the contrary, the development of a premium offer and the promotion of the highest-quality translation services at a higher price. If the first method is more profitable in the short term, then the second one can become financially successful in the long term, if the bureau succeeds in confirming the declared quality of transfers by qualified performance of assigned tasks. Whatever marketing strategy the service organization chooses, it is important that it is developed not only on the basis of empirical research of marketing consultants, but also on the basis of practical experience of employees who will subsequently implement this strategy.