nonproduct

It is difficult, if not impossible, to construct a complete list of mutually exclusive nonproduct customer needs.

Managing with Dual Strategies Derek F. Abell 1993

Because there has been a general increase in returns in nonproduct liability cases, the trend in product liability cases is disguised.

Markets and Majorities Steven M. Sheffrin 1993

These differences often have less to do with product features than they do with nonproduct benefits such as service or convenience.

Managing with Dual Strategies Derek F. Abell 1993

And while in most such cases nonproduct dimensions of customer satisfaction carry substantial weight, product innovation possibilities should never be ignored.

Managing with Dual Strategies Derek F. Abell 1993

It is to the nonproduct dimensions of customer satisfaction that we now turn.

Managing with Dual Strategies Derek F. Abell 1993

Quite often, as we have seen in Chapters 3 and 4, the “fine” segmentation on which positioning choices are based is related to nonproduct aspects of customer satisfaction—needs for service, information, reassurance, convenience, delivery, and the like.

Managing with Dual Strategies Derek F. Abell 1993

They range from improvements to the product or service itself, to nonproduct need satisfaction, to taking a broader perspective on who is actually to be satisfied, to thinking of possible improvements over the whole chronology of purchase and use.

Managing with Dual Strategies Derek F. Abell 1993

Chapter 3 broadens the meaning of customer analysis to include nonproduct as well as product needs, the time dimension of customer satisfaction, and multiparty influences in the buying process.

Managing with Dual Strategies Derek F. Abell 1993

Choice is important when there are a large number of product or nonproduct attributes, and/or when the possible variations of any of these attributes are many.

Managing with Dual Strategies Derek F. Abell 1993

We must also include nonproduct needs as described at length in Chapter 3, the needs of those other than the direct purchaser or user, and needs over the whole purchase/user cycle.

Managing with Dual Strategies Derek F. Abell 1993