How Marketing Operations Specialists Enhance Team Efficiency

 According to Harvard Business Review classical multiple P´s model is outdated and over. The classic marketing mix consisting of 4 P's  product, place, price and promotion has been around for more than fifty years. But in today's business-to-business (B2B) world, this concept is too much oriented towards the product and not oriented enough to deliver solutions, which are more important in this context. (Ettenson, Conrado & Knowles 2013.) It has been found 

that his model has three significant disadvantages when used in B2B industries - it makes the marketing and sales team to put emphasis on product technology and quality despite the fact that these are not the ways of differentiating themselves anymore, because they've become the cost of entry. Secondly, the model doesn't put enough emphasis on building awareness 

the superior value of the solutions they offer. Lastly, the model doesn't make them realize that they should build on their advantage, which in B2B world is diagnostics, advice and problem solving. (Ettenson, Conrado & Knowles 2013.) The 4 P's model is a good and well established model for a reason. However, for the B2B world, the model needs to be adjusted. model swaps aspects from classical 4P´s model to more suitable aspects for 

Products are swapped with solutions

place with access, price with value, and promotion with education (Ettenson, Conrado & Knowles 2013). This new scheme is displayed below and shows which aspects from normal marketing mix substitute which aspects from SAVE model.In fact, the SAVE model has been pioneered by Motorola Solutions. It used the model to restructure their marketing organization and to develop a new approach to their go-to-market strategies - both in the public and the 

private sector. Three requirements regarding successful transition from 4P's thinking to  have been identified. (Ettenson, Conrado & Knowles 2013.) Firstly, a mindset focusing on solutions should be encouraged throughout the organization - mainly by management. The main problem with most companies is that they focus on improving technological aspects of 

heir products instead of focusing on the perspective of their customers. Secondly, the organization's management should ensure that the way the marketing organization is set up promotes customer-oriented thinking. Lastly, the marketing and the sales department should cooperate as well as the delivery and the development teams should be promoted. The way Motorola Solutions used this was that they had their specialist teams focus on creating 

Solutions and coordinating their 

approaches to the specific needs of customers. This allowed the company's solutions to not be limited by functional limitations. (Ettenson, Conrado & Knowles 2013.)In marketing, differentiation means creating or offering unique products or services that within a particular segment of the market possess certain competitive advantage. In order to differentiate a product from competitors, company needs to make or offer different or more attractive 

product  or service (Porter 1985). To be sure that differentiation is successful companies need to build a compelling value proposition. Even though value proposition is a well-known and often used concept, there is no concrete definition to it. It is a statement that summarizes why customer should buy certain product or use certain service. It describes the added value that 

customer gets by buying it. Value can be created many different ways  quality price brand location, etc. Companies should settle their value proposition according to its strengths strategies and shareholder´s values. (Hasan 2012, 68.) The value proposition is a written statement focusing all the organization’s market activities onto customer critical elements that 

Create a significant differential 

within the customer’s decision process, to prefer and/or purchase the organization’s offering over a competitor’s. (Fifield 2007, 443.) When the value proposition is articulated, companies have to think about key processes and resources that are necessary to deliver that value. Key processes and resources differ according to the industry company operates in. In service sector key resources are people providing the service and key processes are also human 

related, for example training and development. On the other hand for a company selling packaged goods the key resources are a strong brand and well-selected retailers. Accordingly the critical processes are developing or building the brand and distribution channels management processes. Very often the success stands behind a cohesion of all the key 

resources and processes not behind individual ones. In order to get a job done perfectly for different sets of customers companies usually have combine key resources and key processes in a unique way. This is how long-lasting competitive advantage is created. (Harvard Business Review, 2011.) followed the Good Practice recommendations for 

Conclusion

mindfulness teachers ( Supplementary Material S4). The pool of 47 possible trainers received day training course comprising project and school information presentation as well as M-FP teacher handbook reading under experienced supervisors and program developers. Given a broad overview of the research project and the course, the trainers were able to familiarize themselves with all the tools and techniques to be applied. Following a process of matching the location and dates for each school with the closest mindfulness instructor (once the 

schools had been randomised then the trainers were matched, first by geographic location  nearest to the school, and then on availability on the days the school had specified  Fifteen mindfulness instructors that agreed with the responsibilities of the study Supplementary Material  were selected. Experienced supervisors in tmindfulness invited to get in touch should they require any type of assistance. Biweekly supervisions, constant telephone 

support and emails during the course were performed with them.To guarantee the quality of the course and standardizing control and to bring one session of their classes to their expert supervisor for discussion mindfulness teachers were asked to document one session.Research team members visited mindfulness teachers in schools and presented a box containing almost all they would need practically for the lesson. Should a mindfulness