The authors carry out our strategies of governmental power market-ing as strategic taking action. Strategic taking action is an approach that seeks to perform benefit matrix governmental power market-ing activities to greatest effect. It will help to create power market-ing with strategic taking action to successful governmental brand's value proposition outcomes. At its core, these previous concepts identified governmental power market-ing is a strategic market-ing process driven by means-end theory for decisions involving targeting and positioning. In this chapter, the authors showcase this and other critical theme highlighted by the authors explore their works to original big trends concept in state sciences and public administration part of governmental market-ing. Finally, this strategic taking action governmental power market-ing in this chapter will use as a core concept to continue to the next chapter throughout this book.
TopIntroduction
From the perspective of means-end theory, personal values are the ends that every government seek to use their power market-ing by power market-ing communications to reach their power procurement for sustainable governmental power marketing as a-long-term stability. To facilitates, means refers to product benefits (include attribute benefits, and consequence most marketers refer to positive as benefits). Ends describes a personal values that people suck. (Adapted from Parry, 2002, p.2, 2005)
As same as marketers, applied to governments as public marketer refer to connected the authors created value as a means-end chain as shown in Table 1.
Table 1. A framework of this chapter
Power Market-ing Means-End Value Chain
- Power market-ing of the design thinking model from power market-ing led governmental brand’s value proposition outcome.
- Power market-ing may help illustrate the connection means-ends theory and utility marketing strategies model.
- Power market-ing business matrix summarized the benefits the authors identified each benefits applied to the chapter case study. |
Source. Adapted from Parry, 2001, p.4, pp.125-172, 1997; Aaker, 1991, 5; Wellington, 2022.
Therefore, in Table 1 can serve as a framework of this chapter section to generate ideas by organization of the chapter Readers will develop thinking skills according to the first research of Roger Armstrong at the University of Central Lancashire, and in 1989, including Simon Wootton & Terry Horne suggested that as follows:
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Think analytically about the likely impact of economies market, law, ethics, politics and social trends involve state management and public administration is useful to take power market-ing.
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Think numerically when carrying out an audit of strategic capability.
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Think reflectively about problems-solutions, decision opportunities.
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Think predictively when forecasting of possible trends in the future.
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Think reimaginatively when writing a mission reality statement.
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Thinking creatively about how to think strategically.
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Think critically when evaluating the factors of state governmental administration and management, efficiency, effectiveness, feasibility and the risk of the available strategic options.
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Think empathetically about the consequences for means-end theory benefit.
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Think pragmatically when writing an action plan to manage the change.
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Think politically about obtaining the support of key stakeholders, citizens, decision makers, when implementing the state or governmental plan.
TopOrganization Of The Chapter
Means-end theory not basic ideas and is simple, but the result to generate new or innovative ideas to create a satisfied customer and establishing benefit matrix related brand’s value proposition outcome. This should be implications for the strategic taking action of business matrix to build governmental power market-ing. It will be explored in depth in this chapter. Here, the authors will simply highlight the most important means-end theory to implementations as followings: