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Merlinova, Iveta.
Molecular Marketing.
Market Leadership Creative Modeling.
Illustrations: Iveta Merlinova, Chiara De Marie
Developed within
ALDEHYDE Molecular Business Systems®
e-Book Digital Edition:
ISBN-13-978-88-908842-1-4
Amazon Kindle 2-nd Edition:
ISBN-13-978-88-908842-3-8
Paperback 2-nd Printed Edition:
ISBN-13-978-88-908842-2-1
This book is published in a variety of electronic formats. Some content
that appears in print may not be available in electronic books.
CREDITS

CONTENTS
Preface vii
MOLECULAR MARKETING DECALOGUE 009
Chapter 01
MOLECULAR MARKETING DECALOGUE 010
MOLECULAR MARKETING ELEMENTS 023
Chapter 02
TRANSACTIONAL MOLECULAR MARKETING ELEMENTS 024
Chapter 03
RELATIONAL MOLECULAR MARKETING ELEMENTS 038
Chapter 04
COLLABORATIVE MOLECULAR MARKETING ELEMENTS 052
MOLECULAR MARKETING PROCESSES 065
Chapter 05
MOLECULAR MARKETING ZOOMING 066
Chapter 06
MOLECULAR MARKETING COOKING 078
Chapter 07
MOLECULAR MARKETING BRAINING 090
Chapter 08
MOLECULAR MARKETING SPARKLING 102
MOLECULAR MARKETING MODEL 115
Chapter 09
MARKETING MOLECULE MODEL 116
Chapter 10
MOLECULAR MARKETING MANAGEMENT MODEL 128
Chapter 11
MOLECULAR MARKETING INNOVATION MODEL 140
Chapter 12
MOLECULAR MARKETING LEADERSHIP 152
Conclusion clxv
Appendix 1 – Molecular Marketing Table of Elements clxvi
Appendix 2 – Molecular Marketing Brain clxvii
Appendix 3 – Molecular Marketing Dictionary clxviii
Appendix 4 – Acronyms clxxvi
Inspirational Bibliography clxxvii
About the Author clxxxiii

TRANSACTIONAL MM ELEMENTS
CHAPTER
2
TRANSACTIONAL MOLECULAR MARKETING ELEMENTS
MM
ELEMENTS
are
basic
markeAng-‐offering
enAAes
that
saAsfy
customers’
specific

needs.
These
elementary
parAcles
are
combined
and
used
within
the
processes
of

MARKETING
MOLECULE
building,
processes
that
finally
define
a
company’s
offer
to

the
customer.
Today’s
markeAng
offering
usually
has
its:

• transacAonal
dimension
that
typically
brings
short-‐term
commercial
results
and
is

developed
around
a
core
product/service
offering,
• relaAonal
dimension,
focused
on
a
company’s
relaAonship
with
its
customers
and

on
their
saAsfacAon,
experience,
and
retenAon,
and
finally
• collaboraAve
dimension,
managed
through
communiAes,
open
collaboraAons,

and
social
media,
and
related
to
social
and
business
networking
and
complex
rela-‐
Aonships.
•
Accordingly,
three
categories
of
MM
ELEMENTS
will
be
presented
in
the
following

text:
transacAonal,
relaAonal,
and
collaboraAve.
This
segmentaAon
is
fundamentally

conceptual
and
funcAonal
to
a
simpler
introducAon
of
some
of
the
most
frequently

used
MM
ELEMENTS
in
today’s
business
pracAce.
Obviously,
different
qualiAes
of

the
same
MM
ELEMENT
could
be
proposed
alternaAvely
and
for
different
transac-‐
Aonal,
relaAonal,
and/or
collaboraAve
needs,
generaAng
different
benefits
for
differ-‐
ent
clients
or
for
the
same
customer
in
different
phases
of
the
interacAon
process

with
the
company.
MM
ELEMENTS
are
mulAdimensional
and
the
aim
of
markeAng

is
to
innovate
and
manage
them
with
creaAvity,
efficiency,
and
effecAveness.

In
the
next
pages,
a
selecAon
of
thirty
MM
ELEMENTS
will
be
presented:
ten
of

them
in
the
transacAonal
category,
another
ten
in
the
relaAonal
category,
and
the

last
ten
elements
within
the
collaboraAve
category.
In
parAcular,
TRANSACTIONAL

MM
ELEMENTS
have
roots
in
tradiAonal
markeAng
philosophy.
They
are
aimed
at

creaAng,
promoAng,
distribuAng,
and
pricing
products
and
services,
and
substan-‐
Aally
at
selling
products
or
services
and
concluding
commercial
negoAaAons.
The

basic
TRANSACTIONAL
MM
ELEMENTS
are
PRODUCT,
PLACE,
PROMOTION,
and

PRICE.
Alongside
them,
PACKAGING,
DESIGN,
and
ADVERTISING
will
be
considered

as
unique
elements.
Furthermore,
since
new
needs
and
increasing
customer
sophis-‐
AcaAon
ask
for
innovaAve
transacAonal
elements,
three
of
these
elements
that
we

consider
really
important—TIME,
ECOLOGY,
and
ENTERTAINMENT—will
be
dis-‐
cussed
in
this
chapter.
This
list
of
TRANSACTIONAL
MM
ELEMENTS
is
naturally
not

exhausAve,
and
in
each
company,
the
elements
should
be
progressively
enriched

and/or
modified.
CHAPTER
2
MM
ELEMENTS
are
basic
enAAes
that
saAsfy
customers’
specific

needs.
These
elementary
parAcles
are
combined
and
used
within
the
processes
of

MARKETING
MOLECULE
building,
processes
that
finally
define
a
company’s
offer
to

the
customer.
Today’s
markeAng
offering
usually
has
its:

• transacAonal
dimension
that
typically
brings
short-‐term
commercial
results
and
is

developed
around
a
core
product/service
offering,
• relaAonal
dimension,
focused
on
a
company’s
relaAonship
with
its
customers
and

on
their
saAsfacAon,
experience,
and
retenAon,
and
finally
• collaboraAve
dimension,
managed
through
communiAes,
open
collaboraAons,

and
social
media,
and
related
to
social
and
business
networking
and
complex
rela-‐
Aonships.
•
Accordingly,
three
categories
of
MM
ELEMENTS
will
be
presented
in
the
following

text:
transacAonal,
relaAonal,
and
collaboraAve.
This
segmentaAon
is
fundamentally

conceptual
and
funcAonal
to
a
simpler
introducAon
of
some
of
the
most
frequently

used
MM
ELEMENTS
in
today’s
business
pracAce.
Obviously,
different
qualiAes
of

the
same
MM
ELEMENT
could
be
proposed
alternaAvely
and
for
different
transac-‐
Aonal,
relaAonal,
and/or
collaboraAve
needs,
generaAng
different
benefits
for
differ-‐
ent
clients
or
for
the
same
customer
in
different
phases
of
the
interacAon
process

with
the
company.
MM
ELEMENTS
are
mulAdimensional
and
the
aim
of
markeAng

is
to
innovate
and
manage
them
with
creaAvity,
efficiency,
and
effecAveness.

In
the
next
pages,
a
selecAon
of
thirty
MM
ELEMENTS
will
be
presented:
ten
of

them
in
the
transacAonal
category,
another
ten
in
the
relaAonal
category,
and
the

last
ten
elements
within
the
collaboraAve
category.
In
parAcular,
TRANSACTIONAL

MM
ELEMENTS
have
roots
in
tradiAonal
markeAng
philosophy.
They
are
aimed
at

creaAng,
promoAng,
distribuAng,
and
pricing
products
and
services,
and
substan-‐
Aally
at
selling
products
or
services
and
concluding
commercial
negoAaAons.
The

basic
TRANSACTIONAL
MM
ELEMENTS
are
PRODUCT,
PLACE,
PROMOTION,
and

PRICE.
Alongside
them,
PACKAGING,
DESIGN,
and
ADVERTISING
will
be
considered

as
unique
elements.
Furthermore,
since
new
needs
and
increasing
customer
sophis-‐
AcaAon
ask
for
innovaAve
transacAonal
elements,
three
of
these
elements
that
we

consider
really
important—TIME,
ECOLOGY,
and
be
dis-‐
cussed
in
this
chapter.
This
list
of
TRANSACTIONAL
MM
ELEMENTS
is
naturally
not

exhausAve,
and
in
each
company,
the
elements
should
be
progressively
enriched

and/or
modified.
CHAPTER
2
MM
ELEMENTS
are
basic
enAAes
that
saAsfy
customers’
specific

needs.
These
elementary
parAcles
are
combined
and
used
within
the
processes
of

MARKETING
MOLECULE
building,
processes
that
finally
define
a
company’s
offer
to

the
customer.
Today’s
markeAng
offering
usually
has
its:

• transacAonal
dimension
that
typically
brings
short-‐term
commercial
results
and
is

developed
around
a
core
product/service
offering,
• relaAonal
dimension,
focused
on
a
company’s
relaAonship
with
its
customers
and

on
their
saAsfacAon,
experience,
and
retenAon,
and
finally
• collaboraAve
dimension,
managed
through
communiAes,
open
collaboraAons,

and
social
media,
and
related
to
social
and
business
networking
and
complex
rela-‐
Aonships.
•
Accordingly,
three
categories
of
MM
ELEMENTS
will
be
presented
in
the
following

text:
transacAonal,
relaAonal,
and
collaboraAve.
This
segmentaAon
is
fundamentally

conceptual
and
funcAonal
to
a
simpler
introducAon
of
some
of
the
most
frequently

used
MM
ELEMENTS
in
today’s
business
pracAce.
Obviously,
different
qualiAes
of

the
same
MM
ELEMENT
could
be
proposed
alternaAvely
and
for
different
transac-‐
Aonal,
relaAonal,
and/or
collaboraAve
needs,
generaAng
different
benefits
for
differ-‐
ent
clients
or
for
the
same
customer
in
different
phases
of
the
interacAon
process

with
the
company.
MM
ELEMENTS
are
mulAdimensional
and
the
aim
of
markeAng

is
to
innovate
and
manage
them
with
creaAvity,
efficiency,
and
effecAveness.

In
the
next
pages,
a
selecAon
of
thirty
MM
ELEMENTS
will
be
presented:
ten
of

them
in
the
transacAonal
category,
another
ten
in
the
relaAonal
category,
and
the

last
ten
elements
within
the
collaboraAve
category.
In
parAcular,
TRANSACTIONAL

MM
ELEMENTS
have
roots
in
tradiAonal
markeAng
philosophy.
They
are
aimed
at

creaAng,
promoAng,
distribuAng,
and
pricing
products
and
services,
and
substan-‐
Aally
at
selling
products
or
services
and
concluding
commercial
negoAaAons.
The

basic
TRANSACTIONAL
MM
ELEMENTS
are
PRODUCT,
PLACE,
PROMOTION,
and

PRICE.
Alongside
them,
PACKAGING,
DESIGN,
and
ADVERTISING
will
be
considered

as
unique
elements.
Furthermore,
since
new
needs
and
increasing
customer
sophis-‐
AcaAon
ask
for
innovaAve
transacAonal
elements,
three
of
these
elements
that
we

consider
really
important—TIME,
ECOLOGY,
and
be
dis-‐
cussed
in
this
chapter.
This
list
of
TRANSACTIONAL
MM
ELEMENTS
is
naturally
not

exhausAve,
and
in
each
company,
the
elements
should
be
progressively
enriched

and/or
modified.
CHAPTER
2
MM
ELEMENTS
are
basic
enAAes
that
saAsfy
customers’
specific

needs.
These
elementary
parAcles
are
combined
and
used
within
the
processes
of

MARKETING
MOLECULE
building,
processes
that
finally
define
a
company’s
offer
to

the
customer.
Today’s
markeAng
offering
usually
has
its:

• transacAonal
dimension
that
typically
brings
short-‐term
commercial
results
and
is

developed
around
a
core
product/service
offering,
• relaAonal
dimension,
focused
on
a
company’s
relaAonship
with
its
customers
and

on
their
saAsfacAon,
experience,
and
retenAon,
and
finally
• collaboraAve
dimension,
managed
through
communiAes,
open
collaboraAons,

and
social
media,
and
related
to
social
and
business
networking
and
complex
rela-‐
Aonships.
•
Accordingly,
three
categories
of
MM
ELEMENTS
will
be
presented
in
the
following

text:
transacAonal,
relaAonal,
and
collaboraAve.
This
segmentaAon
is
fundamentally

conceptual
and
funcAonal
to
a
simpler
introducAon
of
some
of
the
most
frequently

used
MM
ELEMENTS
in
today’s
business
pracAce.
Obviously,
different
qualiAes
of

the
same
MM
ELEMENT
could
be
proposed
alternaAvely
and
for
different
transac-‐
Aonal,
relaAonal,
and/or
collaboraAve
needs,
generaAng
different
benefits
for
differ-‐
ent
clients
or
for
the
same
customer
in
different
phases
of
the
interacAon
process

with
the
company.
MM
ELEMENTS
are
mulAdimensional
and
the
aim
of
markeAng

is
to
innovate
and
manage
them
with
creaAvity,
efficiency,
and
effecAveness.

In
the
next
pages,
a
selecAon
of
thirty
MM
ELEMENTS
will
be
presented:
ten
of

them
in
the
transacAonal
category,
another
ten
in
the
relaAonal
category,
and
the

last
ten
elements
within
the
collaboraAve
category.
In
parAcular,
TRANSACTIONAL

MM
ELEMENTS
have
roots
in
tradiAonal
markeAng
philosophy.
They
are
aimed
at

creaAng,
promoAng,
distribuAng,
and
pricing
products
and
services,
and
substan-‐
Aally
at
selling
products
or
services
and
concluding
commercial
negoAaAons.
The

basic
TRANSACTIONAL
MM
ELEMENTS
are
PRODUCT,
PLACE,
PROMOTION,
and

PRICE.
Alongside
them,
PACKAGING,
DESIGN,
and
ADVERTISING
will
be
considered

as
unique
elements.
Furthermore,
since
new
needs
and
increasing
customer
sophis-‐
AcaAon
ask
for
innovaAve
transacAonal
elements,
three
of
these
elements
that
we

consider
really
important—TIME,
ECOLOGY,
and
be
dis-‐
cussed
in
this
chapter.
This
list
of
TRANSACTIONAL
MM
ELEMENTS
is
naturally
not

exhausAve,
and
in
each
company,
the
elements
should
be
progressively
enriched

and/or
modified.
CHAPTER
2
MM
ELEMENTS
are
basic
enAAes
that
saAsfy
customers’
specific

needs.
These
elementary
parAcles
are
combined
and
used
within
the
processes
of

MARKETING
MOLECULE
building,
processes
that
finally
define
a
company’s
offer
to

the
customer.
Today’s
markeAng
offering
usually
has
its:

• transacAonal
dimension
that
typically
brings
short-‐term
commercial
results
and
is

developed
around
a
core
product/service
offering,
• relaAonal
dimension,
focused
on
a
company’s
relaAonship
with
its
customers
and

on
their
saAsfacAon,
experience,
and
retenAon,
and
finally
• collaboraAve
dimension,
managed
through
communiAes,
open
collaboraAons,

and
social
media,
and
related
to
social
and
business
networking
and
complex
rela-‐
Aonships.
•
Accordingly,
three
categories
of
MM
ELEMENTS
will
be
presented
in
the
following

text:
transacAonal,
relaAonal,
and
collaboraAve.
This
segmentaAon
is
fundamentally

conceptual
and
funcAonal
to
a
simpler
introducAon
of
some
of
the
most
frequently

used
MM
ELEMENTS
in
today’s
business
pracAce.
Obviously,
different
qualiAes
of

the
same
MM
ELEMENT
could
be
proposed
alternaAvely
and
for
different
transac-‐
Aonal,
relaAonal,
and/or
collaboraAve
needs,
generaAng
different
benefits
for
differ-‐
ent
clients
or
for
the
same
customer
in
different
phases
of
the
interacAon
process

with
the
company.
MM
ELEMENTS
are
mulAdimensional
and
the
aim
of
markeAng

is
to
innovate
and
manage
them
with
creaAvity,
efficiency,
and
effecAveness.

In
the
next
pages,
a
selecAon
of
thirty
MM
ELEMENTS
will
be
presented:
ten
of

them
in
the
transacAonal
category,
another
ten
in
the
relaAonal
category,
and
the

last
ten
elements
within
the
collaboraAve
category.
In
parAcular,
TRANSACTIONAL

MM
ELEMENTS
have
roots
in
tradiAonal
markeAng
philosophy.
They
are
aimed
at

creaAng,
promoAng,
distribuAng,
and
pricing
products
and
services,
and
substan-‐
Aally
at
selling
products
or
services
and
concluding
commercial
negoAaAons.
The

basic
TRANSACTIONAL
MM
ELEMENTS
are
PRODUCT,
PLACE,
PROMOTION,
and

PRICE.
Alongside
them,
PACKAGING,
DESIGN,
and
ADVERTISING
will
be
considered

as
unique
elements.
Furthermore,
since
new
needs
and
increasing
customer
sophis-‐
AcaAon
ask
for
innovaAve
transacAonal
elements,
three
of
these
elements
that
we

consider
really
important—TIME,
ECOLOGY,
and
be
dis-‐
cussed
in
this
chapter.
This
list
of
TRANSACTIONAL
MM
ELEMENTS
is
naturally
not

exhausAve,
and
in
each
company,
the
elements
should
be
progressively
enriched

and/or
modified.
24
CHAPTER
2
MM
ELEMENTS
are
basic
enAAes
that
saAsfy
customers’
specific

needs.
These
elementary
parAcles
are
combined
and
used
within
the
processes
of

MARKETING
MOLECULE
building,
processes
that
finally
define
a
company’s
offer
to

the
customer.
Today’s
markeAng
offering
usually
has
its:

• transacAonal
dimension
that
typically
brings
short-‐term
commercial
results
and
is

developed
around
a
core
product/service
offering,
• relaAonal
dimension,
focused
on
a
company’s
relaAonship
with
its
customers
and

on
their
saAsfacAon,
experience,
and
retenAon,
and
finally
• collaboraAve
dimension,
managed
through
communiAes,
open
collaboraAons,

and
social
media,
and
related
to
social
and
business
networking
and
complex
rela-‐
Aonships.
•
Accordingly,
three
categories
of
MM
ELEMENTS
will
be
presented
in
the
following

text:
transacAonal,
relaAonal,
and
collaboraAve.
This
segmentaAon
is
fundamentally

conceptual
and
funcAonal
to
a
simpler
introducAon
of
some
of
the
most
frequently

used
MM
ELEMENTS
in
today’s
business
pracAce.
Obviously,
different
qualiAes
of

the
same
MM
ELEMENT
could
be
proposed
alternaAvely
and
for
different
transac-‐
Aonal,
relaAonal,
and/or
collaboraAve
needs,
generaAng
different
benefits
for
differ-‐
ent
clients
or
for
the
same
customer
in
different
phases
of
the
interacAon
process

with
the
company.
MM
ELEMENTS
are
mulAdimensional
and
the
aim
of
markeAng

is
to
innovate
and
manage
them
with
creaAvity,
efficiency,
and
effecAveness.

In
the
next
pages,
a
selecAon
of
thirty
MM
ELEMENTS
will
be
presented:
ten
of

them
in
the
transacAonal
category,
another
ten
in
the
relaAonal
category,
and
the

last
ten
elements
within
the
collaboraAve
category.
In
parAcular,
TRANSACTIONAL

MM
ELEMENTS
have
roots
in
tradiAonal
markeAng
philosophy.
They
are
aimed
at

creaAng,
promoAng,
distribuAng,
and
pricing
products
and
services,
and
substan-‐
Aally
at
selling
products
or
services
and
concluding
commercial
negoAaAons.
The

basic
TRANSACTIONAL
MM
ELEMENTS
are
PRODUCT,
PLACE,
PROMOTION,
and

PRICE.
Alongside
them,
PACKAGING,
DESIGN,
and
ADVERTISING
will
be
considered

as
unique
elements.
Furthermore,
since
new
needs
and
increasing
customer
sophis-‐
AcaAon
ask
for
innovaAve
transacAonal
elements,
three
of
these
elements
that
we

consider
really
important—TIME,
ECOLOGY,
and
be
dis-‐
cussed
in
this
chapter.
This
list
of
TRANSACTIONAL
MM
ELEMENTS
is
naturally
not

exhausAve,
and
in
each
company,
the
elements
should
be
progressively
enriched

and/or
modified.

Tangible
consumer
and
industrial
PRODUCTS
are
predominantly
(though
not

exclusively!)
transacAonal:
their
innovaAon,
technical
features,
and
performance

are
successfully
used
for
market
and
customer
“hunAng.”
Intangible
“products,”

such
as
services
or
informaAon,
acquire
and
keep
transacAonal
characterisAcs,
but

their
recognized
markeAng
value,
concerning
the
interacAon
with
customers,
is
first

of
all
relaAonal.
The
different
business
potenAal
of
tangibility
and
intangibility
is

important;
consequently,
in
this
work,
the
term
“product”
will
exclusively
refer
to
a

tangible
company
offering
(core
products,
components,
physical
evidence
of

services,
etc.);
the
intangible
offering
will
be
taken
into
consideraAon
separately

through
relaAonal
and
collaboraAve
elements
such
as
services,
informaAon,

knowledge,
and
others.
PRODUCTS
give
meaning
and
reputaAon
to
a
company’s
whole
business,
and
even

when
a
product
is
not
the
main
markeAng
element
(it
usually
happens
in
more

mature
phases
of
the
product-‐offering
life
cycle
or
during
some
phases
of
the

selling
process),
it
must
not
ever
be
ignored.
An
authenAcally
responsible
business

or
insAtuAonal
organizaAon
should
never
employ
commercial,
pricing,
or

communicaAon
levers
without
bidding
an
undisputed
quality
of
a
product
to
its

targets.
However,
a
single
PRODUCT
innovaAon
is
today
insufficient;
process
and

business-‐model
innovaAons
represent
a
new
compeAAve
reference.
Today’s

markeAng
plans
are
not
created
around
products,
not
any
more;
companies
have
to

manage
products
within
the
“big
picture,”
in
alignment
and
integrated
with
other

business
and
markeAng
elements.
The
following
map
depicts
some
potenAal
markeAng
dimensions
of
the
PRODUCT

element:
quality,
life
cycle,
customizaAon,
diversificaAon,
porrolio
management,

and
product
systems
that
are
usually
deployed
as
transacAonal
benefits
for

customer
usage
and
consumpAon.
The
PRODUCT
characterisAcs
are
more
and

more
o[en
used
for
communicaAon
(product
placement,
product
storytelling,

design,
branding)
as
well
as
for
social
networking
(iPod
for
iTunes,
Ferrari
cars
for

Ferrari
clubs).
These
features
are
important
for
the
building
of
the
MARKETING

MOLECULE,
coherence,
and
stability,
creaAng
a
strong
link
with
other
MM

ELEMENTS.
A
PRODUCT
(or
its
dimensions)
is
a
“must
have”
component
of
each
MM
MODEL.

Nevertheless,
its
high
quality
and
innovaAon
is
today
just
a
necessary
condiAon
for

success,
but
it
is
usually
not
sufficient.

20
02.01
PRODUCT | Pr
Tangible
consumer
and
industrial
PRODUCTS
are
predominantly
(though
not

exclusively!)
transacAonal:
their
innovaAon,
technical
features,
and
performance

are
successfully
used
for
market
and
customer
“hunAng.”
Intangible
“products,”

such
as
services
or
informaAon,
acquire
and
keep
transacAonal
characterisAcs,
but

their
recognized
markeAng
value,
concerning
the
interacAon
with
customers,
is
first

of
all
relaAonal.
The
different
business
potenAal
of
tangibility
and
intangibility
is

important;
consequently,
in
this
work,
the
term
“product”
will
exclusively
refer
to
a

tangible
company
offering
(core
products,
components,
physical
evidence
of

services,
etc.);
the
intangible
offering
will
be
taken
into
consideraAon
separately

through
relaAonal
and
collaboraAve
elements
such
as
services,
informaAon,

knowledge,
and
others.
PRODUCTS
give
meaning
and
reputaAon
to
a
company’s
whole
business,
and
even

when
a
product
is
not
the
main
markeAng
element
(it
usually
happens
in
more

mature
phases
of
the
life
cycle
or
during
some
phases
of
the

selling
process),
it
must
not
ever
be
ignored.
An
authenAcally
responsible
business

or
insAtuAonal
organizaAon
should
never
employ
commercial,
pricing,
or

communicaAon
levers
without
bidding
an
undisputed
quality
of
a
product
to
its

targets.
However,
a
single
PRODUCT
innovaAon
is
today
insufficient;
process
and

business-‐model
innovaAons
represent
a
new
compeAAve
reference.
Today’s

markeAng
plans
are
not
created
around
products,
not
any
more;
companies
have
to

manage
products
within
the
“big
picture,”
in
alignment
and
integrated
with
other

business
and
markeAng
elements.
The
following
map
depicts
some
potenAal
markeAng
dimensions
of
the
PRODUCT

element:
quality,
life
cycle,
customizaAon,
diversificaAon,
porrolio
management,

and
product
systems
that
are
usually
deployed
as
transacAonal
benefits
for

customer
usage
and
consumpAon.
The
PRODUCT
characterisAcs
are
more
and

more
o[en
used
for
communicaAon
(product
placement,
product
storytelling,

design,
branding)
as
well
as
for
social
networking
(iPod
for
iTunes,
Ferrari
cars
for

Ferrari
clubs).
These
features
are
important
for
the
building
of
the
MARKETING

MOLECULE,
coherence,
and
stability,
creaAng
a
strong
link
with
other
MM

ELEMENTS.
A
PRODUCT
(or
its
dimensions)
is
a
“must
have”
component
of
each
MM
MODEL.

Nevertheless,
its
high
quality
and
innovaAon
is
today
just
a
necessary
condiAon
for

success,
but
it
is
usually
not
sufficient.

20
02.01
PRODUCT | Pr
25
Tangible
consumer
and
industrial
PRODUCTS
are
predominantly
(though
not

exclusively!)
transacAonal:
their
innovaAon,
technical
features,
and
performance

are
successfully
used
for
market
and
customer
“hunAng.”
Intangible
“products,”

such
as
services
or
informaAon,
acquire
and
keep
transacAonal
characterisAcs,
but

their
recognized
markeAng
value,
concerning
the
interacAon
with
customers,
is
first

of
all
relaAonal.
The
different
business
potenAal
of
tangibility
and
intangibility
is

important;
consequently,
in
this
work,
the
term
“product”
will
exclusively
refer
to
a

tangible
company
offering
(core
products,
components,
physical
evidence
of

services,
etc.);
the
intangible
offering
will
be
taken
into
consideraAon
separately

through
relaAonal
and
collaboraAve
elements
such
as
services,
informaAon,

knowledge,
and
others.
PRODUCTS
give
meaning
and
reputaAon
to
a
company’s
whole
business,
and
even

when
a
product
is
not
the
main
markeAng
element
(it
usually
happens
in
more

mature
phases
of
the
life
cycle
or
during
some
phases
of
the

selling
process),
it
must
not
ever
be
ignored.
An
authenAcally
responsible
business

or
insAtuAonal
organizaAon
should
never
employ
commercial,
pricing,
or

communicaAon
levers
without
bidding
an
undisputed
quality
of
a
product
to
its

targets.
However,
a
single
PRODUCT
innovaAon
is
today
insufficient;
process
and

business-‐model
innovaAons
represent
a
new
compeAAve
reference.
Today’s

markeAng
plans
are
not
created
around
products,
not
any
more;
companies
have
to

manage
products
within
the
“big
picture,”
in
alignment
and
integrated
with
other

business
and
markeAng
elements.
The
following
map
depicts
some
potenAal
markeAng
dimensions
of
the
PRODUCT

element:
quality,
life
cycle,
customizaAon,
diversificaAon,
porrolio
management,

and
product
systems
that
are
usually
deployed
as
transacAonal
benefits
for

customer
usage
and
consumpAon.
The
PRODUCT
characterisAcs
are
more
and

more
o[en
used
for
communicaAon
(product
placement,
product
storytelling,

design,
branding)
as
well
as
for
social
networking
(iPod
for
iTunes,
Ferrari
cars
for

Ferrari
clubs).
These
features
are
important
for
the
building
of
the
MARKETING

MOLECULE,
coherence,
and
stability,
creaAng
a
strong
link
with
other
MM

ELEMENTS.
A
PRODUCT
(or
its
dimensions)
is
a
“must
have”
component
of
each
MM
MODEL.

Nevertheless,
its
high
quality
and
innovaAon
is
today
just
a
necessary
condiAon
for

success,
but
it
is
usually
not
sufficient.

20
02.01
PRODUCT | Pr
Tangible
consumer
and
industrial
PRODUCTS
are
predominantly
(though
not

exclusively!)
transacAonal:
their
innovaAon,
technical
features,
and
performance

are
successfully
used
for
market
and
customer
“hunAng.”
Intangible
“products,”

such
as
services
or
informaAon,
acquire
and
keep
transacAonal
characterisAcs,
but

their
recognized
markeAng
value,
concerning
the
interacAon
with
customers,
is
first

of
all
relaAonal.
The
different
business
potenAal
of
tangibility
and
intangibility
is

important;
consequently,
in
this
work,
the
term
“product”
will
exclusively
refer
to
a

tangible
company
offering
(core
products,
components,
physical
evidence
of

services,
etc.);
the
intangible
offering
will
be
taken
into
consideraAon
separately

through
relaAonal
and
collaboraAve
elements
such
as
services,
informaAon,

knowledge,
and
others.
PRODUCTS
give
meaning
and
reputaAon
to
a
company’s
whole
business,
and
even

when
a
product
is
not
the
main
markeAng
element
(it
usually
happens
in
more

mature
phases
of
the
life
cycle
or
during
some
phases
of
the

selling
process),
it
must
not
ever
be
ignored.
An
authenAcally
responsible
business

or
insAtuAonal
organizaAon
should
never
employ
commercial,
pricing,
or

communicaAon
levers
without
bidding
an
undisputed
quality
of
a
product
to
its

targets.
However,
a
single
PRODUCT
innovaAon
is
today
insufficient;
process
and

business-‐model
innovaAons
represent
a
new
compeAAve
reference.
Today’s

markeAng
plans
are
not
created
around
products,
not
any
more;
companies
have
to

manage
products
within
the
“big
picture,”
in
alignment
and
integrated
with
other

business
and
markeAng
elements.
The
following
map
depicts
some
potenAal
markeAng
dimensions
of
the
PRODUCT

element:
quality,
life
cycle,
customizaAon,
diversificaAon,
porrolio
management,

and
product
systems
that
are
usually
deployed
as
transacAonal
benefits
for

customer
usage
and
consumpAon.
The
PRODUCT
characterisAcs
are
more
and

more
o[en
used
for
communicaAon
(product
placement,
product
storytelling,

design,
branding)
as
well
as
for
social
networking
(iPod
for
iTunes,
Ferrari
cars
for

Ferrari
clubs).
These
features
are
important
for
the
building
of
the
MARKETING

MOLECULE,
coherence,
and
stability,
creaAng
a
strong
link
with
other
MM

ELEMENTS.
A
PRODUCT
(or
its
dimensions)
is
a
“must
have”
component
of
each
MM
MODEL.

Nevertheless,
its
high
quality
and
innovaAon
is
today
just
a
necessary
condiAon
for

success,
but
it
is
usually
not
sufficient.

20
02.01
PRODUCT | Pr

PACKAGING
is
a
great
markeAng
element.
Originally
treated
as
an
integrated
part
of

consumer
products,
nowadays
it
has
acquired
an
importance
also
in
business-‐to-‐
business
markeAng
and
service
markeAng,
giving
a
new
value
dimension
to

industrial
products
and
to
intangible
services
and
experiences
as
their
physical

evidence.
PACKAGING
has
three
basic
funcAons:
to
protect
products,
to
communicate
and

interact
with
customers,
as
well
as
to
facilitate
product
usage.
Marketers
propose

benefits
through
all
these
funcAons
pracAcally
to
all
involved
stakeholders:
for
the

company
and
the
suppliers,
during
producAon
and
logisAcal
processes;
for

distribuAon
channels
for
transport,
safety,
logisAcs,
and
other
processes;
for

retailers
supporAng
their
in-‐shop
layout
opAmizaAon,
shelf
exposure,
control,
or

promoAons;
for
final
users
and
consumers,
facilitaAng
product
transport,
usage,

and
preservaAon,
allowing
addiAonal
sensorial,
ethical,
and
emoAonal
experiences;

and
finally
also
for
ciAzens
and
territorial
communiAes,
managing
the
ecological

sustainability
of
the
PACKAGING
life
cycle.
The
basic
“3Rs”—the
elements
of
the

green
markeAng
mix,
“reduce,”
“reuse,”
and
“recycle”—are
largely
applied
and

used
as
compeAAve
advantages
and
the
benefits
of
PACKAGING.
The
funcAonal
and

communicaAon
characterisAcs
of
PACKAGING
require
conAnuous
innovaAon
of

materials,
DESIGN,
and
style.
PACKAGING
may
become
a
plarorm
for
product
life-‐
cycle
management
and
extend
it:
for
example,
a
repurchased
product
could
be

refilled
into
the
same
container,
a
modular
structure
of
PACKAGING
could
moAvate

repurchase
of
the
same
product,
and
so
on.
PACKAGING
is
a
strong
communicaAon
medium,
o[en
even
without
words:
through

materials,
colors,
and
forms,
it
announces
consumer
products,
creates
suspense,

gives
emoAons,
and
communicates
the
brand.
With
regard
to
services,
PACKAGING

carries
out
a
relaAonal
rule
as
well:
service
tangible
elements
reduce
perceived
risk

and
increase
customer
saAsfacAon,
trust,
and
consequently
customer
loyalty.
For

industrial
products,
PACKAGING
is
a
relaAvely
new
area
both
for
compeAAon
and

for
the
customer:
someAmes
it
becomes
a
new
company
PRODUCT,
simplifies

communicaAon
about
industrial
components
to
the
final
market,
and
introduces

design
elements
to
industry,
technology,
and
producAon.
Companies
that
produce
packaging
treat
it
as
a
PRODUCT
element.

21
02.02
PACKAGING | Pk
26
PACKAGING
is
a
great
markeAng
element.
Originally
treated
as
an
integrated
part
of

consumer
products,
nowadays
it
has
acquired
an
importance
also
in
business-‐to-‐
business
markeAng
and
service
markeAng,
giving
a
new
value
dimension
to

industrial
products
and
to
intangible
services
and
experiences
as
their
physical

evidence.
PACKAGING
has
three
basic
funcAons:
to
protect
products,
to
communicate
and

interact
with
customers,
as
well
as
to
facilitate
product
usage.
Marketers
propose

benefits
through
all
these
funcAons
pracAcally
to
all
involved
stakeholders:
for
the

company
and
the
suppliers,
during
producAon
and
logisAcal
processes;
for

distribuAon
channels
for
transport,
safety,
logisAcs,
and
other
processes;
for

retailers
supporAng
their
in-‐shop
layout
opAmizaAon,
shelf
exposure,
control,
or

promoAons;
for
final
users
and
consumers,
facilitaAng
product
transport,
usage,

and
preservaAon,
allowing
addiAonal
sensorial,
ethical,
and
emoAonal
experiences;

and
finally
also
for
ciAzens
and
territorial
communiAes,
managing
the
ecological

sustainability
of
the
PACKAGING
life
cycle.
The
basic
“3Rs”—the
elements
of
the

green
markeAng
mix,
“reduce,”
“reuse,”
and
“recycle”—are
largely
applied
and

used
as
compeAAve
advantages
and
the
benefits
of
PACKAGING.
The
funcAonal
and

communicaAon
characterisAcs
of
PACKAGING
require
conAnuous
innovaAon
of

materials,
DESIGN,
and
style.
PACKAGING
may
become
a
plarorm
for
product
life-‐
cycle
management
and
extend
it:
for
example,
a
repurchased
product
could
be

refilled
into
the
same
container,
a
modular
structure
of
PACKAGING
could
moAvate

repurchase
of
the
same
product,
and
so
on.
PACKAGING
is
a
strong
communicaAon
medium,
o[en
even
without
words:
through

materials,
colors,
and
forms,
it
announces
consumer
products,
creates
suspense,

gives
emoAons,
and
communicates
the
brand.
With
regard
to
services,
PACKAGING

carries
out
a
relaAonal
rule
as
well:
service
tangible
elements
reduce
perceived
risk

and
increase
customer
saAsfacAon,
trust,
and
consequently
customer
loyalty.
For

industrial
products,
PACKAGING
is
a
relaAvely
new
area
both
for
compeAAon
and

for
the
customer:
someAmes
it
becomes
a
new
company
PRODUCT,
simplifies

communicaAon
about
industrial
components
to
the
final
market,
and
introduces

design
elements
to
industry,
technology,
and
producAon.
Companies
that
produce
packaging
treat
it
as
a
PRODUCT
element.

21
02.02
PACKAGING | Pk
PACKAGING
is
a
great
markeAng
element.
Originally
treated
as
an
integrated
part
of

consumer
products,
nowadays
it
has
acquired
an
importance
also
in
business-‐to-‐
business
markeAng
and
service
markeAng,
giving
a
new
value
dimension
to

industrial
products
and
to
intangible
services
and
experiences
as
their
physical

evidence.
PACKAGING
has
three
basic
funcAons:
to
protect
products,
to
communicate
and

interact
with
customers,
as
well
as
to
facilitate
product
usage.
Marketers
propose

benefits
through
all
these
funcAons
pracAcally
to
all
involved
stakeholders:
for
the

company
and
the
suppliers,
during
producAon
and
logisAcal
processes;
for

distribuAon
channels
for
transport,
safety,
logisAcs,
and
other
processes;
for

retailers
supporAng
their
in-‐shop
layout
opAmizaAon,
shelf
exposure,
control,
or

promoAons;
for
final
users
and
consumers,
facilitaAng
product
transport,
usage,

and
preservaAon,
allowing
addiAonal
sensorial,
ethical,
and
emoAonal
experiences;

and
finally
also
for
ciAzens
and
territorial
communiAes,
managing
the
ecological

sustainability
of
the
PACKAGING
life
cycle.
The
basic
“3Rs”—the
elements
of
the

green
markeAng
mix,
“reduce,”
“reuse,”
and
“recycle”—are
largely
applied
and

used
as
compeAAve
advantages
and
the
benefits
of
PACKAGING.
The
funcAonal
and

communicaAon
characterisAcs
of
PACKAGING
require
conAnuous
innovaAon
of

materials,
DESIGN,
and
style.
PACKAGING
may
become
a
plarorm
for
product
life-‐
cycle
management
and
extend
it:
for
example,
a
repurchased
product
could
be

refilled
into
the
same
container,
a
modular
structure
of
PACKAGING
could
moAvate

repurchase
of
the
same
product,
and
so
on.
PACKAGING
is
a
strong
communicaAon
medium,
o[en
even
without
words:
through

materials,
colors,
and
forms,
it
announces
consumer
products,
creates
suspense,

gives
emoAons,
and
communicates
the
brand.
With
regard
to
services,
PACKAGING

carries
out
a
relaAonal
rule
as
well:
service
tangible
elements
reduce
perceived
risk

and
increase
customer
saAsfacAon,
trust,
and
consequently
customer
loyalty.
For

industrial
products,
PACKAGING
is
a
relaAvely
new
area
both
for
compeAAon
and

for
the
customer:
someAmes
it
becomes
a
new
company
PRODUCT,
simplifies

communicaAon
about
industrial
components
to
the
final
market,
and
introduces

design
elements
to
industry,
technology,
and
producAon.
Companies
that
produce
packaging
treat
it
as
a
PRODUCT
element.

21
02.02
PACKAGING | Pk

The
products
of
companies
such
as
Alessi,
Artemide,
Cappellini,
or
Ferrari
have

changed
business
rules
within
their
sectors,
not
just
because
of
their
parAcular

quality
and
performance
but
also
in
great
measure
because
of
their
unique,

incomparable
DESIGN.
DESIGN
is
an
excellent
markeAng
element:
it
could
be

raAonal
and
funcAonal,
enhancing
product
quality,
usability,
and
ergonomics;
it
may

arouse
an
infinite
variaAon
of
sensorial
experience
and
strengthen
the
estheAc

value
of
objects;
it
has
its
relaAonal
meaning
extended
to
fashion
and
lifestyle.

EmoAonal
(visceral1)
DESIGN
is
a
strong
transacAonal
agent:
it
sAmulates
customer

aDenAon,
interest,
and
moAvaAon,
facilitates
the
interacAon
between
clients
and
a

company,
and
generates
new
communiAes
and
networks.
Ethical
DESIGN
gives
its

contribuAon
to
markeAng
sustainability
as
well:
new
“green”
materials
and
their

life-‐cycle
management,
more
and
innovaAve
uses
for
the
same
object,
products’

modular
structure
and
situaAonal
flexibility,
and
creaAve
integraAons
between

products
and
services
are
some
of
possible
applicaAons.
Similar
to
PACKAGING,
DESIGN
has
entered
into
business-‐to-‐business
sectors,

changing
industrial
product
lines
and
machines
(Caterpillar),
computer
chips
(Intel),

tools,
equipment
(Bosch),
and
the
appearance
of
buildings
and
offices
(IBM).

Concerning
services,
modern
architecture,
fashion,
and
DESIGN
are
strongly
used

for
all
customer
touch
points:
consumer
products’
retail
spaces,
banks,
hotels,

restaurants,
and
generally
all
tourism
infrastructures,
to
menAon
just
a
few

examples.
Many
strategically
important
services
are
developed
using
the
approach

of
strategic
design:
commercial
events
(product
launch,
fairs),
arAsAc
events

(concerts,
exhibiAons),
transport
(service
blueprinAng,
travel
service
package),

management
of
public
space
(parks,
libraries).
The
DESIGN
of
customer
experiences

has
subsAtuted
designed
PRODUCTS:
companies
don’t
sell
to
families
home

furniture
but
interior
design,
cooking
experience,
or
wellness;
a
shop’s
design
is
a

part
of
the
shopping
experience.
The
same
approach
applies
for
the
web:
creaAve

digital
graphic
design
is
required
everywhere,
from
simple
staAc
Internet
pages
to

interacAve
and
complex
websites.
From
the
methodological
point
of
view,
design
theory
and
tools
are
enormously

useful
for
strategic
MOLECULAR
MARKETING
methodology
and
pracAce
and
their

innovaAve
development
and
integraAon.
22
02.03
DESIGN | De
1. David
A.
Norman,
EmoAonal
Design:
Why
We
Love
(or
Hate)
Everyday
Things
(New
York:
Basic
Books,

2005),
Chapters
2
and
3.
The
products
of
companies
such
as
Alessi,
Artemide,
Cappellini,
or
Ferrari
have

changed
business
rules
within
their
sectors,
not
just
because
of
their
parAcular

quality
and
performance
but
also
in
great
measure
because
of
their
unique,

incomparable
DESIGN.
DESIGN
is
an
excellent
markeAng
element:
it
could
be

raAonal
and
funcAonal,
enhancing
product
quality,
usability,
and
ergonomics;
it
may

arouse
an
infinite
variaAon
of
sensorial
experience
and
strengthen
the
estheAc

value
of
objects;
it
has
its
relaAonal
meaning
extended
to
fashion
and
lifestyle.

EmoAonal
(visceral1)
DESIGN
is
a
strong
transacAonal
agent:
it
sAmulates
customer

aDenAon,
interest,
and
moAvaAon,
facilitates
the
interacAon
between
clients
and
a

company,
and
generates
new
communiAes
and
networks.
Ethical
DESIGN
gives
its

contribuAon
to
markeAng
sustainability
as
well:
new
“green”
materials
and
their

life-‐cycle
management,
more
and
innovaAve
uses
for
the
same
object,
products’

modular
structure
and
situaAonal
flexibility,
and
creaAve
integraAons
between

products
and
services
are
some
of
possible
applicaAons.
Similar
to
PACKAGING,
DESIGN
has
entered
into
sectors,

changing
industrial
product
lines
and
machines
(Caterpillar),
computer
chips
(Intel),

tools,
equipment
(Bosch),
and
the
appearance
of
buildings
and
offices
(IBM).

Concerning
services,
modern
architecture,
fashion,
and
DESIGN
are
strongly
used

for
all
customer
touch
points:
consumer
products’
retail
spaces,
banks,
hotels,

restaurants,
and
generally
all
tourism
infrastructures,
to
menAon
just
a
few

examples.
Many
strategically
important
services
are
developed
using
the
approach

of
strategic
design:
commercial
events
(product
launch,
fairs),
arAsAc
events

(concerts,
exhibiAons),
transport
(service
blueprinAng,
travel
service
package),

management
of
public
space
(parks,
libraries).
The
DESIGN
of
customer
experiences

has
subsAtuted
designed
PRODUCTS:
companies
don’t
sell
to
families
home

furniture
but
interior
design,
cooking
experience,
or
wellness;
a
shop’s
design
is
a

part
of
the
shopping
experience.
The
same
approach
applies
for
the
web:
creaAve

digital
graphic
design
is
required
everywhere,
from
simple
staAc
Internet
pages
to

interacAve
and
complex
websites.
From
the
methodological
point
of
view,
design
theory
and
tools
are
enormously

useful
for
strategic
MOLECULAR
MARKETING
methodology
and
pracAce
and
their

innovaAve
development
and
integraAon.
22
02.03
DESIGN | De
1. David
A.
Norman,
EmoAonal
Design:
Why
We
Love
(or
Hate)
Everyday
Things
(New
York:
Basic
Books,

2005),
Chapters
2
and
3.
27

A
wider
understanding
considers
PROMOTION
as
one
of
the
four
tradiAonal

markeAng-‐mix
elements
(PRODUCT,
PRICE,
PROMOTION,
DISTRIBUTION).
In
this

interpretaAon,
all
kinds
of
communicaAon
acAviAes,
above-‐the-‐line
and
below-‐the-‐
line,
with
the
purpose
of
informing,
influencing,
or
persuading
a
potenAal
buyer’s

purchasing
decision
are
taken
into
account:
adverAsing,
sales
promoAons,
direct

selling,
and
public
relaAons,
as
well
as
their
evoluAonary
derivaAves
and

combinaAon.
A
narrow
understanding
of
PROMOTION
focuses
only
on
“sales
promoAon,”
in

other
words,
on
the
direct
and
indirect
short-‐term
(transacAonal)
markeAng

communicaAon
carried
out
through
different
media
and
communicaAon
channels.

This
type
of
communicaAon,
as
a
rule
concise
and
limited
in
Ame,
is
employed
with

the
goal
of
increasing
market
share
and
sAmulaAng
consumer
demand
for
the
same

or
different
products
(up-‐selling,
co-‐markeAng,
cross-‐selling).
Sales
promoAon
may

be
used
before
a
product
launch
and
during
its
commercial
development,
but
this
is

a
markeAng
element
applied
frequently
especially
in
a
phase
when
a
product
has

reached
maturity
or
is
experiencing
commercial
decline,
and
it
is
combined
with

pricing
policies
and
selling
techniques
(contest,
rebates,
gi[s,
free
products).
In
MM
ELEMENT
segmentaAon,
the
narrower
interpretaAon
of
PROMOTION
is

considered;
ADVERTISING
and
other
prevalent
relaAonal
promoAonal
elements
will

be
treated
separately.
Sales
PROMOTIONS,
along
with
a
longer
communicaAon
and
distribuAon
channel,

are
developed
both
toward
direct
business
clients
(discounts
for
wholesalers,

traders,
and
retailers)
and
final
customers
(gi[s,
consumer
product
discounts).
The

first
approach
is
known
as
the
“push”
strategy,
the
second
one
as
the
“pull”

strategy.
Their
appropriate
Aming
and
mix
could
become
a
powerful
MM
ELEMENT.
Sales
PROMOTIONS
are
characterisAc
of
mature,
compeAAve
markets.
Their

deployment
is
actually
on
the
edge
of
MM
DECALOGUE
principles:
they
generate

just
short-‐term
value
for
companies,
and—aside
from
lower
tacAcal
compeAAve

prices—they
rarely
create
real
added
value
for
customers.
Their
commercial
ideas

can
someAmes
be
very
creaAve,
but,
if
not
mixed
with
an
innovaAve
product,
it
is

not
the
kind
of
innovaAon
we
are
interested
in
and
yearn
to
manage.
23
02.04
PROMOTION | Pm
A
wider
understanding
considers
PROMOTION
as
one
of
the
four
tradiAonal

markeAng-‐mix
elements
(PRODUCT,
PRICE,
PROMOTION,
DISTRIBUTION).
In
this

interpretaAon,
all
kinds
of
communicaAon
acAviAes,
above-‐the-‐line
and
below-‐the-‐
line,
with
the
purpose
of
informing,
influencing,
or
persuading
a
potenAal
buyer’s

purchasing
decision
are
taken
into
account:
adverAsing,
sales
promoAons,
direct

selling,
and
public
relaAons,
as
well
as
their
evoluAonary
derivaAves
and

combinaAon.
A
narrow
understanding
of
PROMOTION
focuses
only
on
“sales
promoAon,”
in

other
words,
on
the
direct
and
indirect
short-‐term
(transacAonal)
markeAng

communicaAon
carried
out
through
different
media
and
communicaAon
channels.

This
type
of
communicaAon,
as
a
rule
concise
and
limited
in
Ame,
is
employed
with

the
goal
of
increasing
market
share
and
sAmulaAng
consumer
demand
for
the
same

or
different
products
(up-‐selling,
co-‐markeAng,
cross-‐selling).
Sales
promoAon
may

be
used
before
a
product
launch
and
during
its
commercial
development,
but
this
is

a
markeAng
element
applied
frequently
especially
in
a
phase
when
a
product
has

reached
maturity
or
is
experiencing
commercial
decline,
and
it
is
combined
with

pricing
policies
and
selling
techniques
(contest,
rebates,
gi[s,
free
products).
In
MM
ELEMENT
segmentaAon,
the
narrower
interpretaAon
of
PROMOTION
is

considered;
ADVERTISING
and
other
prevalent
relaAonal
promoAonal
elements
will

be
treated
separately.
Sales
PROMOTIONS,
along
with
a
longer
communicaAon
and
distribuAon
channel,

are
developed
both
toward
direct
business
clients
(discounts
for
wholesalers,

traders,
and
retailers)
and
final
customers
(gi[s,
consumer
product
discounts).
The

first
approach
is
known
as
the
“push”
strategy,
the
second
one
as
the
“pull”

strategy.
Their
appropriate
Aming
and
mix
could
become
a
powerful
MM
ELEMENT.
Sales
PROMOTIONS
are
characterisAc
of
mature,
compeAAve
markets.
Their

deployment
is
actually
on
the
edge
of
MM
DECALOGUE
principles:
they
generate

just
short-‐term
value
for
companies,
and—aside
from
lower
tacAcal
compeAAve

prices—they
rarely
create
real
added
value
for
customers.
Their
commercial
ideas

can
someAmes
be
very
creaAve,
but,
if
not
mixed
with
an
innovaAve
product,
it
is

not
the
kind
of
innovaAon
we
are
interested
in
and
yearn
to
manage.
23
02.04
PROMOTION | Pm
28

TradiAonal
ADVERTISING
is
a
symbol
of
transacAonal
markeAng:
pushy,
non-‐
interacAve,
one-‐to-‐many,
and
therefore
impersonal.
Its
basic
format
is
very
simple:

the
message,
following
a
precise
idea
(a
unique
selling
proposiAon),
is
transmiDed

by
the
company
toward
target
markets
through
a
specific
medium
able
to
codify,

send,
and
decode
the
original
communicaAon
into
a
comprehensive
and
aDracAve

form/format
for
customers.
The
message
has
to
be
developed
in
accordance
with
a

business/brand/commercial
strategy
and
sAmulate
(like
all
promoAonal
elements)

customers’
aDenAon,
desire,
and
acAon
toward
brands,
products,
or
other

elements
of
the
offering.
The
essenAal
part
of
a
successful
adverAsing
campaign
is
a

correct
choice
of
the
communicaAon
medium
and
their
creaAve
usage
for
even

more
creaAve
message
elaboraAon.
The
standard
adverAsing
communicaAon

channels
are
TV,
radio,
newspapers
and
other
periodical
publicaAons,
and
cinema.

ADVERTISING
has
some
specific
strengths
and
weaknesses
related
to
each
kind
of

channel
(quality
of
transmission,
visual
impact,
duraAon,
potenAal
share
of
voice,

frequency
of
hits,
costs,
flexibility,
and
so
on),
but
generally
all
tradiAonal
media
are

relaAvely
slow
and
staAc
compared
with
new
social
media.
Their
commercial

importance
is
sAll
high
for
some
markeAng
situaAons
in
the
mass
consumer

markets
(launching
a
new
product
or
developing
a
new
market),
for
brand

management
(brand
awareness,
reputaAon
management,
reposiAoning),
and
for

parAcular
companies’
pull
communicaAon
strategies
(for

example
Intel
or
Bosch).
There
are
different
new
forms
of
ADVERTISING
in
the
market,
in
terms
of
hardware

supports,
the
level
of
interacAon
with
customers,
formats,
and
content.
An
online

adverAsing
campaign
keeps
the
main
basic
features
of
this
tradiAonal
element,
but

in
addiAon
it
may
become
interacAve
(banners
or
interacAve
TV);
instead
of
a

“pushy”
strategy,
it
is
proposed
as
on-‐demand
communicaAon;
fi[een-‐to-‐twenty-‐
second
spots
are
subsAtuted
with
three-‐to-‐five-‐minute
(even
more)
video-‐films

(YouTube),
or,
on
the
contrary,
with
five
to
six
words
(TwiDer);
simple
informaAon

has
evolved
into
brand/product
stories
(TV
serials
or
video
games
with
product

placement
and
storytelling).
Generally
speaking,
ADVERTISING
is
frequently
used
in

combinaAon
with
collaboraAve
and
relaAonal
media
and
MM
ELEMENTS,
with
the

aim
of
supporAng
and
communicaAng
them.
The
central
posiAon
of
ADVERTISING

within
the
communicaAon
mix
has
been
vanishing.
24
02.05
ADVERTISING | Ad
TradiAonal
ADVERTISING
is
a
symbol
of
transacAonal
markeAng:
pushy,
non-‐
interacAve,
one-‐to-‐many,
and
therefore
impersonal.
Its
basic
format
is
very
simple:

the
message,
following
a
precise
idea
(a
unique
selling
proposiAon),
is
transmiDed

by
the
company
toward
target
markets
through
a
specific
medium
able
to
codify,

send,
and
decode
the
original
communicaAon
into
a
comprehensive
and
aDracAve

form/format
for
customers.
The
message
has
to
be
developed
in
accordance
with
a

business/brand/commercial
strategy
and
sAmulate
(like
all
promoAonal
elements)

customers’
aDenAon,
desire,
and
acAon
toward
brands,
products,
or
other

elements
of
the
offering.
The
essenAal
part
of
a
successful
adverAsing
campaign
is
a

correct
choice
of
the
communicaAon
medium
and
their
creaAve
usage
for
even

more
creaAve
message
elaboraAon.
The
standard
adverAsing
communicaAon

channels
are
TV,
radio,
newspapers
and
other
periodical
publicaAons,
and
cinema.

ADVERTISING
has
some
specific
strengths
and
weaknesses
related
to
each
kind
of

channel
(quality
of
transmission,
visual
impact,
duraAon,
potenAal
share
of
voice,

frequency
of
hits,
costs,
flexibility,
and
so
on),
but
generally
all
tradiAonal
media
are

relaAvely
slow
and
staAc
compared
with
new
social
media.
Their
commercial

importance
is
sAll
high
for
some
markeAng
situaAons
in
the
mass
consumer

markets
(launching
a
new
product
or
developing
a
new
market),
for
brand

management
(brand
awareness,
reputaAon
management,
reposiAoning),
and
for

parAcular
companies’
pull
communicaAon
strategies
(for

example
Intel
or
Bosch).
There
are
different
new
forms
of
ADVERTISING
in
the
market,
in
terms
of
hardware

supports,
the
level
of
interacAon
with
customers,
formats,
and
content.
An
online

adverAsing
campaign
keeps
the
main
basic
features
of
this
tradiAonal
element,
but

in
addiAon
it
may
become
interacAve
(banners
or
interacAve
TV);
instead
of
a

“pushy”
strategy,
it
is
proposed
as
on-‐demand
communicaAon;
fi[een-‐to-‐twenty-‐
second
spots
are
subsAtuted
with
three-‐to-‐five-‐minute
(even
more)
video-‐films

(YouTube),
or,
on
the
contrary,
with
five
to
six
words
(TwiDer);
simple
informaAon

has
evolved
into
brand/product
stories
(TV
serials
or
video
games
with
product

placement
and
storytelling).
Generally
speaking,
ADVERTISING
is
frequently
used
in

combinaAon
with
collaboraAve
and
relaAonal
media
and
MM
ELEMENTS,
with
the

aim
of
supporAng
and
communicaAng
them.
The
central
posiAon
of
ADVERTISING

within
the
communicaAon
mix
has
been
vanishing.
24
02.05
ADVERTISING | Ad
29

RELATIONAL MM ELEMENTS
38
CHAPTER
3
RELATIONAL MOLECULAR MARKETING ELEMENTS
The
objecAve
of
relaAonal
markeAng
is
to
acquire,
keep,
and
develop
relaAon-‐
ships
with
customers
and
other
stakeholders.
Consequently,
all
business
transac-‐
Aons
and
products’
life
cycles
have
to
be
managed
within
a
customer-‐
relaAonship
life
cycle,
as
a
parAcular
event
and
business
opportunity.
There
is

an
another
important
“technical”
difference
between
transacAonal
and
rela-‐
Aonal
markeAng:
transacAons,
relaAvely
short-‐term-‐oriented,
are
based
on
a

strong
iniAal
offering
and
product
quality;
relaAonships
and
their
exploitaAon

need
long-‐term
horizons
and,
if
correctly
managed,
are
stronger
and
deeper

a[er
some
Ame
and
not
immediately
at
the
beginning
of
the
interacAon
with
a

customer.
From
the
methodological
perspecAve,
the
product
life-‐cycle
manage-‐
ment
evolves
through
offerings’
differenAaAon
and
diversificaAon;
the
cus-‐
tomer
life-‐cycle
management
is
based
on
the
integraAon
and
synthesis
of
so-‐
cial,
moAvaAonal,
ethical,
and
other
relaAonal
aspects.
RELATIONSHIP
as
a
specific
MM
ELEMENT
will
be
presented
at
the
end
of
this

chapter,
through
its
so[
characterisAcs
and
as
a
result
of
the
complementary

integraAon
of
the
other
relaAonal
MM
ELEMENTS.
As
regards
their
choice,
the

selecAon
focuses
on
three
funcAonal
groups:
1. In
the
first
group
are
relaAonal
products
that
are
usually
a
core
part
of
the

business
offering.
Among
them,
the
most
important
are:
SERVICE,
EXPERI-‐
ENCE,
INFORMATION,
KNOWLEDGE,
and
BRAND.
2. To
the
second
group
belong
those
MM
ELEMENTS
that
proacAvely
enable

customer
interacAon
and
insight
(customer
learning
relaAonship),
creaAng

appropriate
condiAons
for
customer
saAsfacAon
and
loyalty
management.

They
are
based
on
the
direct
and
repeated,
personal
or
impersonal
interac-‐
Aon
with
customers:
SALES
processes
and
CUSTOMER
CARE.
3. In
the
third
group,
two
specific
and
transversal
MM
ELEMENTS
of
the
cus-‐
tomer
relaAonship
management
(CRM)
are
introduced:
PEOPLE
within
the

element’s
three
dimensions,
frontline
people,
back-‐line
personnel,
and

customers;
and
TECHNOLOGY,
especially
informaAon
and
communicaAon

technology
(ICT),
as
well
as
innovaAve
consumer
and
business
products

that
permit
the
tracking
and
understanding
of
customer
behavior
and
az-‐
tudes.
CHAPTER
3
The
objecAve
of
relaAonal
markeAng
is
to
acquire,
keep,
and
develop
relaAon-‐
ships
with
customers
and
other
stakeholders.
Consequently,
all
business
transac-‐
Aons
and
products’
life
cycles
have
to
be
managed
within
a
customer-‐
relaAonship
life
cycle,
as
a
parAcular
event
and
business
opportunity.
There
is

an
another
important
“technical”
difference
between
transacAonal
and
rela-‐
Aonal
markeAng:
transacAons,
relaAvely
are
based
on
a

strong
iniAal
offering
and
product
quality;
relaAonships
and
their
exploitaAon

need
long-‐term
horizons
and,
if
correctly
managed,
are
stronger
and
deeper

a[er
some
Ame
and
not
immediately
at
the
beginning
of
the
interacAon
with
a

customer.
From
the
methodological
perspecAve,
the
product
life-‐cycle
manage-‐
ment
evolves
through
offerings’
differenAaAon
and
diversificaAon;
the
cus-‐
tomer
life-‐cycle
management
is
based
on
the
integraAon
and
synthesis
of
so-‐
cial,
moAvaAonal,
ethical,
and
other
relaAonal
aspects.
RELATIONSHIP
as
a
specific
MM
ELEMENT
will
be
presented
at
the
end
of
this

chapter,
through
its
so[
characterisAcs
and
as
a
result
of
the
complementary

integraAon
of
the
other
relaAonal
MM
ELEMENTS.
As
regards
their
choice,
the

selecAon
focuses
on
three
funcAonal
groups:
1. In
the
first
group
are
relaAonal
products
that
are
usually
a
core
part
of
the

business
offering.
Among
them,
the
most
important
are:
SERVICE,
EXPERI-‐
ENCE,
INFORMATION,
KNOWLEDGE,
and
BRAND.
2. To
the
second
group
belong
those
MM
ELEMENTS
that
proacAvely
enable

customer
interacAon
and
insight
(customer
learning
relaAonship),
creaAng

appropriate
condiAons
for
customer
saAsfacAon
and
loyalty
management.

They
are
based
on
the
direct
and
repeated,
personal
or
impersonal
interac-‐
Aon
with
customers:
SALES
processes
and
CUSTOMER
CARE.
3. In
the
third
group,
two
specific
and
transversal
MM
ELEMENTS
of
the
cus-‐
tomer
relaAonship
management
(CRM)
are
introduced:
PEOPLE
within
the

element’s
three
dimensions,
frontline
people,
back-‐line
personnel,
and

customers;
and
TECHNOLOGY,
especially
informaAon
and
communicaAon

technology
(ICT),
as
well
as
innovaAve
consumer
and
business
products

that
permit
the
tracking
and
understanding
of
customer
behavior
and
az-‐
tudes.
CHAPTER
3
The
objecAve
of
relaAonal
markeAng
is
to
acquire,
keep,
and
develop
relaAon-‐
ships
with
customers
and
other
stakeholders.
Consequently,
all
business
transac-‐
Aons
and
products’
life
cycles
have
to
be
managed
within
a
customer-‐
relaAonship
life
cycle,
as
a
parAcular
event
and
business
opportunity.
There
is

an
another
important
“technical”
difference
between
transacAonal
and
rela-‐
Aonal
markeAng:
transacAons,
relaAvely
are
based
on
a

strong
iniAal
offering
and
product
quality;
relaAonships
and
their
exploitaAon

need
long-‐term
horizons
and,
if
correctly
managed,
are
stronger
and
deeper

a[er
some
Ame
and
not
immediately
at
the
beginning
of
the
interacAon
with
a

customer.
From
the
methodological
perspecAve,
the
product
life-‐cycle
manage-‐
ment
evolves
through
offerings’
differenAaAon
and
diversificaAon;
the
cus-‐
tomer
life-‐cycle
management
is
based
on
the
integraAon
and
synthesis
of
so-‐
cial,
moAvaAonal,
ethical,
and
other
relaAonal
aspects.
RELATIONSHIP
as
a
specific
MM
ELEMENT
will
be
presented
at
the
end
of
this

chapter,
through
its
so[
characterisAcs
and
as
a
result
of
the
complementary

integraAon
of
the
other
relaAonal
MM
ELEMENTS.
As
regards
their
choice,
the

selecAon
focuses
on
three
funcAonal
groups:
1. In
the
first
group
are
relaAonal
products
that
are
usually
a
core
part
of
the

business
offering.
Among
them,
the
most
important
are:
SERVICE,
EXPERI-‐
ENCE,
INFORMATION,
KNOWLEDGE,
and
BRAND.
2. To
the
second
group
belong
those
MM
ELEMENTS
that
proacAvely
enable

customer
interacAon
and
insight
(customer
learning
relaAonship),
creaAng

appropriate
condiAons
for
customer
saAsfacAon
and
loyalty
management.

They
are
based
on
the
direct
and
repeated,
personal
or
impersonal
interac-‐
Aon
with
customers:
SALES
processes
and
CUSTOMER
CARE.
3. In
the
third
group,
two
specific
and
transversal
MM
ELEMENTS
of
the
cus-‐
tomer
relaAonship
management
(CRM)
are
introduced:
PEOPLE
within
the

element’s
three
dimensions,
frontline
people,
back-‐line
personnel,
and

customers;
and
TECHNOLOGY,
especially
informaAon
and
communicaAon

technology
(ICT),
as
well
as
innovaAve
consumer
and
business
products

that
permit
the
tracking
and
understanding
of
customer
behavior
and
az-‐
tudes.
CHAPTER
3
The
objecAve
of
relaAonal
markeAng
is
to
acquire,
keep,
and
develop
relaAon-‐
ships
with
customers
and
other
stakeholders.
Consequently,
all
business
transac-‐
Aons
and
products’
life
cycles
have
to
be
managed
within
a
customer-‐
relaAonship
life
cycle,
as
a
parAcular
event
and
business
opportunity.
There
is

an
another
important
“technical”
difference
between
transacAonal
and
rela-‐
Aonal
markeAng:
transacAons,
relaAvely
are
based
on
a

strong
iniAal
offering
and
product
quality;
relaAonships
and
their
exploitaAon

need
long-‐term
horizons
and,
if
correctly
managed,
are
stronger
and
deeper

a[er
some
Ame
and
not
immediately
at
the
beginning
of
the
interacAon
with
a

customer.
From
the
methodological
perspecAve,
the
product
life-‐cycle
manage-‐
ment
evolves
through
offerings’
differenAaAon
and
diversificaAon;
the
cus-‐
tomer
life-‐cycle
management
is
based
on
the
integraAon
and
synthesis
of
so-‐
cial,
moAvaAonal,
ethical,
and
other
relaAonal
aspects.
RELATIONSHIP
as
a
specific
MM
ELEMENT
will
be
presented
at
the
end
of
this

chapter,
through
its
so[
characterisAcs
and
as
a
result
of
the
complementary

integraAon
of
the
other
relaAonal
MM
ELEMENTS.
As
regards
their
choice,
the

selecAon
focuses
on
three
funcAonal
groups:
1. In
the
first
group
are
relaAonal
products
that
are
usually
a
core
part
of
the

business
offering.
Among
them,
the
most
important
are:
SERVICE,
EXPERI-‐
ENCE,
INFORMATION,
KNOWLEDGE,
and
BRAND.
2. To
the
second
group
belong
those
MM
ELEMENTS
that
proacAvely
enable

customer
interacAon
and
insight
(customer
learning
relaAonship),
creaAng

appropriate
condiAons
for
customer
saAsfacAon
and
loyalty
management.

They
are
based
on
the
direct
and
repeated,
personal
or
impersonal
interac-‐
Aon
with
customers:
SALES
processes
and
CUSTOMER
CARE.
3. In
the
third
group,
two
specific
and
transversal
MM
ELEMENTS
of
the
cus-‐
tomer
relaAonship
management
(CRM)
are
introduced:
PEOPLE
within
the

element’s
three
dimensions,
frontline
people,
back-‐line
personnel,
and

customers;
and
TECHNOLOGY,
especially
informaAon
and
communicaAon

technology
(ICT),
as
well
as
innovaAve
consumer
and
business
products

that
permit
the
tracking
and
understanding
of
customer
behavior
and
az-‐
tudes.

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