Difference between revisions of "4S Web Marketing Mix Model"
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| − | The 4S Web [[Marketing]] Mix method from Constantinides identifies the following four critical decision-making elements of E-Marketing: SCOPE, SITE, SYSTEM | + | The 4S Web [[Marketing]] Mix method from Constantinides identifies the following four critical decision-making elements of E-Marketing: SCOPE, SITE, SYSTEM, and SYNERGY. The goal of this model is to design and develop a marketing mix for B2C online projects by controlling four “S" elements. <ref>Descriion of the 4S Web Marketing Mix Model [http://business-management-consulting.blogspot.com/2007/09/4s-web-marketing-model.html Business Management Consulting Theories and Models]</ref> |
'''SCOPE''' | '''SCOPE''' | ||
| − | Scope defines the main strategic issues at the bottom of the online presence; these are subject to continuous | + | Scope defines the main strategic issues at the bottom of the online presence; these are subject to continuous management review and appraisal. The scope word should be referred to in terms of markets and competitors, customer profiles, the impact of the online operation on existing internal processes, and the firm's online presence. |
| − | In 4S model, the scope element is of | + | In 4S model, the scope element is of primary strategic character and outlines the decisions to be made in four areas: |
• The strategic and operational objectives of the online venture; | • The strategic and operational objectives of the online venture; | ||
| − | • The [[market]] definition including measuring the market potential and the identification/classification of the potential competitors, visitors and customers of the site; | + | • The [[market]] definition including measuring the market potential and the identification/classification of the potential competitors, visitors, and customers of the site; |
| − | • The degree of readiness of the | + | • The degree of readiness of the organization for [[E-Commerce]]; |
• The strategic role of E-Commerce for the organization. | • The strategic role of E-Commerce for the organization. | ||
'''SITE''' | '''SITE''' | ||
| − | Site identifies the operational aspects of the online presence reflecting the character, | + | Site identifies the operational aspects of the online presence reflecting the character, positioning, and market focus of online firms. |
| − | The prime | + | The prime mission of the web Site is to attract traffic, and establish contact with the online target markets and [[brand]] the online organization. |
| − | Thus the corporate | + | Thus the corporate website is a functional platform of communication, interaction, and transaction with the web customer. |
'''SYSTEM''' | '''SYSTEM''' | ||
| − | The [[system]] factor identifies the technological issues as well as the site servicing issues to be addressed by the E-Commerce management. It provides an outline of technical factors supporting the secure, safe, cost-efficient and customer-friendly operation of the corporate | + | The [[system]] factor identifies the technological issues as well as the site servicing issues to be addressed by the E-Commerce management. It provides an outline of technical factors supporting the secure, safe, cost-efficient, and customer-friendly operation of the corporate website. |
'''SYNERGY''' | '''SYNERGY''' | ||
| Line 22: | Line 22: | ||
(a) The front office,<br /> | (a) The front office,<br /> | ||
(b) The back office and<br /> | (b) The back office and<br /> | ||
| − | (c) The third parties in one’s | + | (c) The third parties in one’s arms. |
| − | Online firms will make the most of their market impact by capitalizing on synergies with on hand commercial and organizational processes while they fully utilize their commercial networks. | + | Online firms will make the most of their market impact by capitalizing on synergies with on-hand commercial and organizational processes while they fully utilize their commercial networks. |
*Integration with the Front Office | *Integration with the Front Office | ||
| − | This refers to integration of the firm's e-activities in the total corporate marketing plan. The front office refers to conventional corporate communication and | + | This refers to the integration of the firm's e-activities in the total corporate marketing plan. The front office refers to conventional corporate communication and distribution strategies. It is mandatory to provide the online presence of the firm the initial support, desired in order to develop as a noteworthy element of the total marketing program. |
*Integration with the Back Office | *Integration with the Back Office | ||
| − | This refers to the fact that an extensive integration of e-activities in the current organizational processes | + | This refers to the fact that an extensive integration of e-activities in the current organizational processes is nothing but a vital condition to meet the needs and expectations of online customers. |
The back office synergy includes three issues: | The back office synergy includes three issues: | ||
**The integration of E-Commerce physical support into existing organizational processes; | **The integration of E-Commerce physical support into existing organizational processes; | ||
**The legacy integration; | **The legacy integration; | ||
| − | **Integration of the online operation into the company's | + | **Integration of the online operation into the company's value system. |
| − | Integration of the online presence with existing organizational processes might mean that some of the traditional operations or procedural routines have to be upgraded or re-designed in order to deliver the proper level of virtual customer | + | Integration of the online presence with existing organizational processes might mean that some of the traditional operations or procedural routines have to be upgraded or re-designed in order to deliver the proper level of virtual customer service and value. |
*Integration with External Parties and Company Networks | *Integration with External Parties and Company Networks | ||
| − | Integration with external parties and company networks is crucial after promotional and logistical activities. They are vital | + | Integration with external parties and company networks is crucial after promotional and logistical activities. They are vital when outsourcing processes that cannot be done internally cost-effectively. |
| Line 53: | Line 53: | ||
*A Comparative Study on Marketing Mix Models for Digital Products [http://link.springer.com/chapter/10.1007%2F11600930_66#page-1 KanLiang WangYuan WangJingTao Yao] | *A Comparative Study on Marketing Mix Models for Digital Products [http://link.springer.com/chapter/10.1007%2F11600930_66#page-1 KanLiang WangYuan WangJingTao Yao] | ||
*Marketing Mixes for Digital Products: A Study of Market Spaces in China [http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.161.1719&rep=rep1&type=pdf Y. Wang, K.L. Wang, J. T. Yao] | *Marketing Mixes for Digital Products: A Study of Market Spaces in China [http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.161.1719&rep=rep1&type=pdf Y. Wang, K.L. Wang, J. T. Yao] | ||
| − | *The 4S Web Marketing Mix Model - This paper reviews | + | *The 4S Web Marketing Mix Model - This paper reviews the criticism of the 4Ps Framework [http://doc.utwente.nl/42661/1/4S.pdf University of Twente] |
=== See Also === | === See Also === | ||
| − | [[IT Strategy (Information Technology Strategy)|IT | + | *[[IT Strategy (Information Technology Strategy)|IT Strategy]] |
| − | [[E-Strategy|e-Business Strategic Planning]] | + | *[[E-Strategy|e-Business Strategic Planning]] |
| − | [[IT Governance | + | *[[IT Governance]] |
| − | [[Enterprise Architecture | + | *[[Enterprise Architecture]] |
| − | [[IT Sourcing (Information Technology Sourcing)| | + | *[[IT Sourcing (Information Technology Sourcing)|IT Sourcing]] |
| − | [[IT Operations (Information Technology Operations)| | + | *[[IT Operations (Information Technology Operations)|IT Operations]] |
| − | [[Chief Information Officer (CIO)|Chief Information Officer (CIO)]] | + | *[[Chief Information Officer (CIO)|Chief Information Officer (CIO)|CIO]] |
| − | [[Leadership|Leadership]] | + | *[[Leadership|Leadership]] |
Revision as of 13:52, 18 November 2022
The 4S Web Marketing Mix method from Constantinides identifies the following four critical decision-making elements of E-Marketing: SCOPE, SITE, SYSTEM, and SYNERGY. The goal of this model is to design and develop a marketing mix for B2C online projects by controlling four “S" elements. [1]
SCOPE Scope defines the main strategic issues at the bottom of the online presence; these are subject to continuous management review and appraisal. The scope word should be referred to in terms of markets and competitors, customer profiles, the impact of the online operation on existing internal processes, and the firm's online presence.
In 4S model, the scope element is of primary strategic character and outlines the decisions to be made in four areas: • The strategic and operational objectives of the online venture; • The market definition including measuring the market potential and the identification/classification of the potential competitors, visitors, and customers of the site; • The degree of readiness of the organization for E-Commerce; • The strategic role of E-Commerce for the organization.
SITE Site identifies the operational aspects of the online presence reflecting the character, positioning, and market focus of online firms. The prime mission of the web Site is to attract traffic, and establish contact with the online target markets and brand the online organization. Thus the corporate website is a functional platform of communication, interaction, and transaction with the web customer.
SYSTEM The system factor identifies the technological issues as well as the site servicing issues to be addressed by the E-Commerce management. It provides an outline of technical factors supporting the secure, safe, cost-efficient, and customer-friendly operation of the corporate website.
SYNERGY
The synergy factor holds a wide range of issues divided into three categories:
(a) The front office,
(b) The back office and
(c) The third parties in one’s arms.
Online firms will make the most of their market impact by capitalizing on synergies with on-hand commercial and organizational processes while they fully utilize their commercial networks.
- Integration with the Front Office
This refers to the integration of the firm's e-activities in the total corporate marketing plan. The front office refers to conventional corporate communication and distribution strategies. It is mandatory to provide the online presence of the firm the initial support, desired in order to develop as a noteworthy element of the total marketing program.
- Integration with the Back Office
This refers to the fact that an extensive integration of e-activities in the current organizational processes is nothing but a vital condition to meet the needs and expectations of online customers. The back office synergy includes three issues:
- The integration of E-Commerce physical support into existing organizational processes;
- The legacy integration;
- Integration of the online operation into the company's value system.
Integration of the online presence with existing organizational processes might mean that some of the traditional operations or procedural routines have to be upgraded or re-designed in order to deliver the proper level of virtual customer service and value.
- Integration with External Parties and Company Networks
Integration with external parties and company networks is crucial after promotional and logistical activities. They are vital when outsourcing processes that cannot be done internally cost-effectively.
Source: 4 S Web Marketing Mix Model, Pinterest
References
- ↑ Descriion of the 4S Web Marketing Mix Model Business Management Consulting Theories and Models
Further Reading
- A Comparative Study on Marketing Mix Models for Digital Products KanLiang WangYuan WangJingTao Yao
- Marketing Mixes for Digital Products: A Study of Market Spaces in China Y. Wang, K.L. Wang, J. T. Yao
- The 4S Web Marketing Mix Model - This paper reviews the criticism of the 4Ps Framework University of Twente