1、Core Concepts of MarketingT1 Products(goods,services,and ideas)Value,cost,and satisfactionNeeds,wants,and demands Exchange and transactions Relationships and networks Markets Marketers and prospectsFig.1.02Flow Structure in a Modern Exchange EconomyT2GovernmentmarketsManufacturermarketsConsumermarke
2、tsIntermediarymarketsResourcemarketsFig.1.05Actors and Forces in aModern Marketing SystemT3EnvironmentSuppliersCompany(marketer)Marketinginter-mediariesEnd-usermarketCompetitorsFig.1.06Selling and MarketingConcepts ContrastedT4FactoryExistingproductsSelling andpromotionProfits throughsales volumeTar
3、getmarketIntegratedmarketingProfits throughcustomersatisfactionCustomerneedsStartingpointFocusMeansEnds(b)The marketing concept(a)The selling conceptFig.1.07Evolving Views of Marketings RoleT5aa.Marketing as anequal functionb.Marketing as a moreimportant functionFinanceProductionMarketingHumanresour
4、cesFinanceHumanresourcesMarketingProductionFig.1.09Evolving Views of Marketings RoleT5bFig.1.09c.Marketing as themajor functiond.The customer as thecontrolling factorMarketingFinanceHumanresourcesProductionCustomerHumanresourcesFinanceProductionMarketingEvolving Views of Marketings RoleT5cFig.1.09e.
5、The customer as the controllingfunction and marketing as theintegrative functionCustomerMarketingProductionHumanresourcesFinanceDeterminants of Customer Delivered ValueProduct valueServices valuePersonnel valueImage valueMonetary costTime costEnergy costTotalcustomervalueT6Psychic costTotalcustomerc
6、ostCustomerdeliveredvalueT6Fig.2.01The Generic Value ChainFig.2.03T7Primary ActivitiesSupportActivitiesFirm infrastructureHuman resource managementTechnology developmentProcurementInboundlogisticsOutboundlogisticsMarketingandsalesServiceOpera-tionsMarginMarginLevi Strauss Value-Delivery NetworkT8Ord
7、erDu Pont(Fibers)Milliken(Fabric)Levis(Apparel)Sears(Retail)Fig.2.04CustomerOrderOrderOrderDeliveryDeliveryDeliveryDeliveryLevels of Relationship MarketingFig.2.06T9Manycustomers/distributorsMediumnumber ofcustomers/distributorsFewcustomers/distributorsAccountableProactivePartnershipProactiveAccount
8、ableReactiveAccountableReactiveBasic orreactiveHighmarginMediummarginLowmarginThe Profit TriangleFig.2.08T10Value creationCompetitive advantageInternal operationsStrategic Planning,Implementation,and Control ProcessT11CorporateplanningDivisionplanningBusinessplanningProductplanningOrganizingImplemen
9、tingMeasuringresultsDiagnosingresultsTakingcorrectiveactionFig.3.01The Boston Consulting Groups Growth-Share MatrixT123?Market growth rateRelative market shareStarsCash cowQuestion marksDogs?5421687Fig.3.03Market Attractiveness:Competitive-Position Portfolio ClassificationFig.3.04T13HydraulicpumpsJo
10、intsClutchesFlexiblediaphragmsAerospacefittingsFuelpumpsReliefvalveThe Strategic-Planning GapFig.3.05T14DesiredsalesDiversification growthIntegrative growthIntensive growthCurrentportfolio)Three Intensive Growth Strategies:Ansoffs Product/Market Expansion GridT151.Market-penetrationstrategy(Diversif
11、icationstrategy)3.Product-developmentstrategy2.Market-developmentstrategyFig.3.06Opportunity MatrixT16a1423Fig.3.081.Company develops a more powerful lighting system2.Company develops a device for measuring the energy efficiency of any lighting system3.Company develops a device for measuring illumin
12、ation level4.Company develops a software program to teach lighting fundamentals to TV studio personnelThreat MatrixT16b1423Fig.3.081.Competitor develops a superior lighting system2.Major prolonged economic depression3.Higher costs4.Legislation to reduce number of TV studio licensesThe McKinsey 7-S F
13、rameworkSkillsStrategyStructureSystemsT17SharedvaluesStaffStyleFig.3.09Marketing-Mix StrategySalespromotionAdvertisingSalesforcePublicrelationsDirect mailandtelemarketingTargetcustomersDistri-butionchannelsFig.3.13T19CompanyProductsServicesPrices Factors Influencing Company Marketing StrategyT20Targ
14、etcustomersProductPromotionPlacePriceMarketinginformationsystemMarketingplanningsystemMarketingorganizationsystemMarketingorganization andimplementationCompetitorsMarketingintermediariesPublicsSuppliersFig.3.14The MarketingInformation SystemT21MarketingmanagersAnalysisPlanningImplemen-tationControlA
15、ssessinginformationneedsDistributinginformationInternalrecordsMarketingenvironmentTestmarketsMarketingchannelsCompetitorsPublicsMacro-environmentforcesMarketing Information SystemDeveloping informationMarketingintelligenceMarketingresearchMarketingdecision supportanalysisFig.4.01The Marketing Resear
16、ch ProcessT22Define theproblem andresearchobjectivesFig.4.02Develop theresearchplanCollecttheinforma-tionAnalyzetheinforma-tionPresentthefindingsNinety Types of Demand Measurement(6 x 5 x 3)T23Fig.4.04Short runMedium runLong runModel of Buyer BehaviorT24MarketingstimuliProductPricePlacePromotionOthe
17、rstimuliEconomicTechnologicalPoliticalCulturalBuyers decisionsProduct choiceBrand choiceDealer choicePurchase timingPurchase amountBuyerscharacteristicsCulturalSocialPersonalPsychologicalBuyers decisionprocessProblem recognitionInformation searchEvaluationDecisionPostpurchase behaviorFig.6.01See Fig
18、ure 6-5See Figure 6-2Maslows Hierarchyof NeedsFig.6.03T25Self-actualization(self-developmentand realization)1.5.4.3.2.Five-Stage Consumer Buyer Decision ProcessT26Fig.6.05Steps Between Evaluation of Alternatives and a Purchase DecisionT27Fig.6.07PurchaseintentionUnantici-patedsituationalfactorsAttit
19、udeof othersPurchasedecisioinHow Customers Use orDispose of ProductsT28ProductGet rid of ittemporarilyLoan itGive itawayDirect toconsumerFig.6.08Get rid of itpermanentlyKeep itRent itStore itConvertto newpurposeUse fororiginalpurposeTrade itSell itThrow itawayTointermediaryThroughmiddlemanTo beusedT
20、o be(re)soldMajor Influences on Industrial Buying BehaviorT29Level ofdemandEconomicoutlookInterest rateRate of techno-logical changePolitical andregulatorydevelopmentsCompetitivedevelopmentsSocial responsi-bility concernsObjectivesPoliciesProceduresOrganizationalstructuresSystemsInterestsAuthoritySt
21、atusEmpathyPersuasive-nessAgeIncomeEducationJob positionPersonalityRisk attitudesCultureEnvironmentalBusinessBuyerInterpersonalOrganizationalIndividualFig.7.02Five Forces Determining Segment Structural AttractivenessPotential Entrants(Threat ofMobility)Buyers(Buyer power)Suppliers(Supplier power)Ind
22、ustryCompetitors(Segment rivalry)Substitutes(Threats ofsubstitutes)Barriers and ProfitabilityT31Low,stablereturnsHigh,riskyreturnsLow,riskyreturnsHigh,stablereturnsFig.8.02Product/Market Battlefield for ToothpasteTopolTopolPlaintoothpasteToothpastewith fluorideGelSmokerstoothpasteStripedColgate-Palm
23、oliveProcter&GambleColgate-PalmoliveProcter&GambleColgate-PalmoliveProcter&GambleLever Bros.BeechamColgate-PalmoliveProcter&GambleLever Bros.Colgate-PalmoliveProcter&GambleColgate-PalmoliveProcter&GambleColgate-PalmoliveProcter&GambleColgate-PalmoliveProcter&GambleColgate-PalmoliveProcter&GambleLeve
24、r Bros.BeechamProduct segmentationCustomer segmentationChildren/TeensAge 19-35Age 36+Strategic Groups in the Major Appliance IndustryFig.8.04T33Group ANarrow lineLower mfg.costVery high serviceHigh priceLowHighGroup DBroad lineMedium mrg.costLow serviceLow priceGroup CModerate lineMedium mfg.costMed
25、ium serviceMedium priceGroup BFull lineLow mfg.costGood serviceMedium priceSteps in Market Segmentation,Targeting,and PositioningT341.Identifysegmentationvariables andsegment themarket2.Develop profiles ofresultingsegments3.Evaluateattractivenessof eachsegment4.Select thetargetsegment(s)5.Identifypo
26、ssiblepositioningconcepts foreach targetsegment6.Select,develop,andcommunicatethe chosenpositioningconceptFig.9.01Basic Market-Preference PatternsT35Fig.9.03Heavy and Light Users of Common Consumer ProductsFig.9.04T3675%71%25%29%79%75%13%21%25%83%83%17%5%17%87%81%19%95%Five Patterns of Target Market SelectionM1 M2 M3 P1P2P3M1 M2 M3 M1 M2 M3 P1P2P3P1P2P3M1 M2 M3 M1 M2 M3 P1P2P3P1P2P3Segment-by-SegmentInvasion PlanThe BCG CompetitiveAdvantage MatrixVolumeFragmentedStalematedSpecializedPerceptual MapJapaneseDeer ParkPerceptual MapGCFEBDA
