1、市场营销知识培训(英文版)(ppt 273页)ObjectivesCourse OrganizationTasks of MarketingMajor Concepts&Tools of MarketingMarketplace OrientationsMarketings Responses to New ChallengesCourse/Text OrganizationPart I-Understanding Marketing ManagementPart II-Analyzing Marketing OpportunitiesPart III-Developing Marketing
2、 StrategiesPart IV-Shaping the Market OfferingPart V-Managing&Delivering Marketing ProgramsDefining MarketingMarketing is a societal process by which Marketing is a societal process by which individuals and groups obtain what they need individuals and groups obtain what they need and want through cr
3、eating,offering,and freely and want through creating,offering,and freely exchanging products and services of value with exchanging products and services of value with others.others.-Philip Kotler(p.7)-Philip Kotler(p.7)Core Concepts of Marketing Product or Offering Value and SatisfactionNeeds,Wants,
4、and Demands Exchange and Transactions Relationships and Networks Target Markets&Segmentation Marketing Channels Supply Chain Competition Marketing EnvironmentSimple Marketing SystemIndustry(a collection of sellers)Market(a collection of Buyers)Goods/servicesMoneyCommunicationInformationManufacturerm
5、arketsGovernmentmarketsConsumermarketsIntermediarymarketsResourcemarketsStructure of FlowsMarketingMixProductPricePromotionPlaceThe Four CsCustomerSolutionCustomerCostCommunicationConven-ienceProduction ConceptProduct ConceptSelling ConceptMarketing ConceptConsumers prefer products that are widely a
6、vailable and inexpensive Consumers favor products that offer the most quality,performance,or innovative featuresConsumers will buy products only ifthe company aggressivelypromotes/sells these productsFocuses on needs/wants of target markets&delivering value better than competitorsCompany Orientation
7、s Towards the MarketplaceMarketIntegratedmarketingProfits throughcustomersatisfactionCustomerneeds(b)The marketing conceptFactoryExistingproductsSelling andpromotionProfits throughsales volumeStartingpointFocusMeansEnds(a)The selling conceptCustomer Delivered ValueCustomersFront-line peopleMiddle Ma
8、nagementTopManagementTraditional Organization ChartCustomer-Oriented Organization ChartCustomersFront-line peopleMiddle managementTopmanage-mentCustomersCustomersEvolving Views of Marketings Rolea.Marketing as anequal functionFinanceProductionMarketingHumanresourcesb.Marketing as a moreimportant fun
9、ctionFinanceHumanresourcesMarketingProductionEvolving Views of Marketings Rolec.Marketing as themajor functionMarketingFinanceHumanresourcesProductiond.The customer as thecontrolling factorCustomerHumanresourcesFinanceProductionMarketingEvolving Views of Marketings Rolee.The customer as the controll
10、ingfunction and marketing as theintegrative functionCustomerMarketingProductionHumanresourcesFinanceReviewCourse OrganizationTasks of MarketingMajor Concepts&Tools of MarketingMarketplace OrientationsMarketings Responses to New ChallengesObjectivesDefine value&satisfaction-understand how to deliver
11、themThe nature of high-performance businessesHow to attract&retain customersImproving customer profitabilityTotal quality managementDeterminants of Customer Delivered ValueImage valuePersonnel valueServices valueProduct valueTotalcustomervalueMonetary costTime costEnergy costPsychic costTotalcustome
12、rcostCustomerdeliveredvalueSatisfaction is a persons feelings of pleasure or disappointment resulting from comparing a products perceived performance(or outcome)in relation to his or her expectations.ResourcesOrganizationandaligning.High Performance BusinessProcessesBy improving critical business.St
13、ake-holdersSet strategies to satisfy key.MarginMarginThe Generic Value ChainPrimary ActivitiesSupportActivitiesProcurementServ-iceTechnology DevelopmentHuman resource managementFirm infrastructureInboundLogisticsOpera-tionsOut-boundLogisticsMarket-ingandsalesLevi Strauss Value-Delivery NetworkDelive
14、rySears(Retail)Levis(Apparel)OrderDeliveryOrderCustomerDeliveryDu Pont(Fibers)OrderDeliveryOrderMilliken(Fabric)Satisfied Customers:Are loyal longerBuy more(new products&upgrades)Spread favorable word-of-mouthAre more brand loyal(less price sensitive)Offer feedbackReduce transaction costsLevels of R
15、elationship MarketingManycustomers/distributorsMediumnumber ofcustomers/distributorsFewcustomers/distributorsAccountableProactivePartnershipProactiveAccountableReactiveAccountableReactiveBasic orreactiveHighmarginMediummarginLowmarginInactive orex-customersCustomer DevelopmentPartnersAdvocatesClient
16、sRepeatcustomersFirst-timecustomersSuspectsProspectsDisqualifiedprospectsCustomer/Product Profitability AnalysisP1HighlyprofitableproductP2ProfitableproductP3LosingproductP4Mixed-bagproductProducts+Highprofitcustomer+-+-LosingcustomerC1C2C3CustomersThe Profit TriangleValue creationCompetitive advant
17、ageInternal operationsQualityQualityQuality is the totality o f f e a t u r e s a n d characteristics of a product or service that bear on its ability to s a t i s f y s t a t e d o r implied needs.#1ReviewDefine value&satisfaction-understand how to deliver themThe nature of high-performance busines
18、sesHow to attract&retain customersImproving customer profitabilityTotal quality managementObjectivesCorporate and division strategic planingBusiness unit planningThe marketing processProduct level planningThe marketing planMarket-Oriented Strategic PlanningObjectivesSkillsResourcesOpportunitiesMarke
19、t-Oriented Strategic PlanningObjectivesSkillsResourcesOpportunitiesProfitandGrowthCorporate Headquarters PlanningDefine the corporate missionEstablish strategic business units(SBUs)Assign resources to SBUsPlan new business,downsize older businessesStrategic-Planning,Implementation,and Control Proces
20、sMeasuringresultsDiagnosingresultsTakingcorrectiveactionCorporateplanningDivisionplanningBusinessplanningProductplanningOrganizingImplementingGood Mission Statements:Limited number of goalsStress major policies&valuesDefine competitive scopesThe Boston Consulting Groups Growth-Share MatrixMarket Gro
21、wth Rate3?Question marks?21Cash cow6Dogs87Relative Market ShareStars54Market Attractiveness:Competitive-Position Portfolio ClassificationReliefvalveFlexiblediaphragmsFuelpumpsAerospacefittingsClutchesHydraulicpumpsJoints)The Strategic-Planning GapDesiredsalesIntegrative growthIntensive growthCurrent
22、portfolio Three Intensive Growth Strategies:Ansoffs Product/Market Expansion Grid4.Diversification2.MarketdevelopmentNewmarkets1.MarketpenetrationExistingmarketsExistingproducts3.ProductdevelopmentNewproducts1423Opportunity Matrix1.Company develops a more powerful lighting system2.Company develops a
23、 device for measuring the energy efficiency of any lighting system3.Company develops a device for measuring illumination level4.Company develops a software program to t e a c h l i g h t i n g fundamentals to TV studio personnelThreat Matrix1.Competitor develops a superior lighting system2.Major pro
24、longed economic depression3.Higher costs4.Legislation to reduce number of TV studio licenses1423The McKinsey 7-S FrameworkSkillsSharedvaluesStaffStyleStrategyStructureSystemsSell the productThe Value-Delivery ProcessMake the productProcureDesignproductMakePrice SellAdvertise/promoteDistribute Servic
25、eChoose the ValueProvide the ValueCommunicate the Value(a)Traditional physical process sequence(b)Value creation&delivery sequenceStrategic marketingTactical marketingThe Marketing PlanExecutive Summary&Table of ContentsCurrent Marketing SituationOpportunity&Issue AnalysisObjectivesMarketing Strateg
26、yAction ProgramsProjected Profit-and-lossControlsCompetitorsMarketingintermediariesPublicsSuppliers Factors Influencing Company Marketing StrategyMarketinginformationsystemMarketingplanningsystemMarketingorganizationsystemMarketingorganization andimplementationProductPromotionPlacePriceTargetcustome
27、rsReviewCorporate and division strategic planingBusiness unit planningThe marketing processProduct level planningThe marketing planObjectivesComponents of a marketing information systemCriteria of good marketing researchDecision support systems for marketing managementDemand measurement and forecast
28、A consists of people,equipment,and procedures to gather,sort,analyze,evaluate,and distribute needed,timely,and accurate information to marketing decision makers.A is a set of procedures and sources used by managers to obtain everyday information about developments in the marketing environment.Defini
29、ng the Problem&Research ObjectivesExploratoryResearchDescriptiveResearchCausalResearchTest cause-and-effect relationships.Tests hypotheses about cause-and-effect relationships.Sheds light on problem-suggest solutions ornew ideas.Ascertain magnitudes.Research ApproachesBehavioralFocus-groupSurveyExpe
30、rimentalObservationalSecondary-Data SourcesInternal SourcesGovernment PublicationsPeriodicals and BooksCommercial DataOn-Line Associations Business InformationThe Marketing Research ProcessGood Marketing Research:Is scientific Is creative Uses multiple methods Realizes the interdependence of models&
31、data Acknowledges the cost&value of information Maintains“healthy”skepticism Is ethicalNinety Types of Demand Measurement(6 x 5 x 3)Short runMedium runLong runDemandMarketDemandCompanyDemandEstimating Current DemandTotal Market PotentialArea Market PotentialIndustry SalesMarket ShareEstimating Futur
32、e DemandSurvey of Buyers IntentionsComposite of Sales Force OpinionExpert OpinionPast Sales AnalysisMarket Test MethodReviewComponents of a marketing information systemCriteria of good marketing researchDecision support systems for marketing managementDemand measurement and forecastObjectivesTrackin
33、g&Identifying Opportunities in the MacroenvironmentDemographic,Economic,Natural,Technological,Political,&Cultural DevelopmentsMacroenvironmental ForcesWorld trade enablersAsian economic powerRise of trade blocsInternational monetary crisesUse of barter&countertradeMove towards market economies“Globa
34、l”lifestylesMacroenvironmental ForcesOpening of“new”marketsEmerging transnational firmsCross-border strategic alliancesRegional ethnic&religious conflictGlobal brandingDemographic EnvironmentWorldwide Population GrowthPopulation Age MixEthnic MarketsHousehold PatternsEducational GroupsGeographical S
35、hifts in PopulationShift from Mass Market to MicromarketsEconomic EnvironmentIncome DistributionSubsistence economiesRaw-material-exporting economiesIndustrializing economiesIndustrial economiesSavings,Debt,&Credit AvailabilityNaturalEnvironment Higher PollutionLevelsIncreased Costsof EnergyShortage
36、 of Raw MaterialsChanging Roleof GovernmentAccelerating Paceof ChangeUnlimited Opportunitiesfor InnovationIncreasedRegulationIssues in the TechnologicalEnvironmentVaryingR&D BudgetsPolitical-LegalEnvironmentIncreasedLegislationSpecial-InterestGroupsSocial/Cultural EnvironmentViewsThat ExpressValuesS
37、ocial/Cultural EnvironmentReviewTracking&Identifying Opportunities in the MacroenvironmentDemographic,Economic,Natural,Technological,Political,&Cultural DevelopmentsObjectivesInfluences on Buying BehaviorBuyer Decision MakingSimple Response ModelModel of Buying BehaviorBuyers decisionprocessProblem
38、recognitionInformation searchEvaluationDecisionPostpurchase behaviorOtherstimuliEconomicTechnologicalPoliticalCulturalBuyerscharacteristicsCulturalSocialPersonalPsychologicalBuyers decisionsProduct choiceBrand choiceDealer choicePurchase timingPurchase amountMarketingstimuliProductPricePlacePromotio
39、nCultureCultural FactorsSubcultureSocial ClassBuyerSocial FactorsReferenceGroupsRoles&StatusesFamilyInfluences on Consumer BehaviorPersonal InfluencesAge and Family Life Cycle StageLifestyleOccupation&Economic CircumstancesPersonality&Self-ConceptPsychological FactorsPerceptionLearningBeliefs&Attitu
40、desMotivationMaslows Hierarchyof NeedsPsychological needs(food,water,shelter)1Safety needs(security,protection)2Social needs(sense of belonging,love)3Esteem needs(self-esteem,recognition)4Self-actualization(self-developmentand realization)5Four Types of Buying BehaviorComplexBuyingBehaviorDissonance
41、-Reducing BuyingBehaviorVariety-SeekingBehaviorHabitualBuyingBehaviorSignificantdifferencesbetweenbrandsFewdifferencesbetweenbrandsHighInvolvementLowInvolvementConsumer BuyingProcessInformationsearchEvaluation ofalternativesPurchasedecisionPostpurchasebehaviorTotalSetDecision Making SetsAware-nessSe
42、tConsid-erationSetChoiceSetDecisionSteps Between Evaluation of Alternatives and a Purchase DecisionPurchasedecisionUnanticipatedsituationalfactorsAttitudeof othersPurchaseintentionHow Customers Use orDispose of ProductsProductGet rid of ittemporarilyGet rid of itpermanentlyKeep itLoan itRent itStore
43、 itConvertto newpurposeUse fororiginalpurposeGive itawayTrade itSell itThrow itawayDirect toconsumerTointermediaryThroughmiddlemanTo beusedTo be(re)soldReviewInfluences on Buying BehaviorBuyer Decision MakingObjectivesHow Business&Consumer Markets DifferOrganizational Buying SituationsParticipants i
44、n the Business Buying ProcessMajor Influences on Organizational BuyersBusiness Buyer Decision MakingInstitutional&Government BuyingBusiness vs.Consumer MarketsFewer buyersLarger buyersClose supplier-customer relationshipGeographically concentratedDerived demandInelastic demandFluctuating demandBusin
45、ess vs.Consumer MarketsProfessional purchasing Several buying influencesMultiple sales callsDirect purchasingReciprocityLeasingUtilitiesOffice SuppliesBulk chemicalsNew vehiclesElec.EquipConsultantsComputer equip.Custom furnitureInstalled componentsBuildingsWeapon systemsParticipants in the Business
46、 Buying ProcessGatekeepersInitiatorsBuyersInfluencersDecidersUsersApproversMajor Influences on Industrial Buying BehaviorLevel ofdemandEconomicoutlookInterest rateRate of techno-logical changePolitical andregulatorydevelopmentsCompetitivedevelopmentsSocial responsi-bility concernsEnvironmentalObject
47、ivesPoliciesProceduresOrganizationalstructuresSystemsOrganizationalInterestsAuthorityStatusEmpathyPersuasive-nessInterpersonalAgeIncomeEducationJob positionPersonalityRisk attitudesCultureIndividualBusinessBuyerOrganizational FactorsPurchasing-DepartmentUpgradingCross-FunctionalRolesCentralizedPurch
48、asingDecentralized Purchasing of SmallTicket ItemsInternetPurchasingLong-TermContractsPurchasing-PerformanceEvaluation&Pro.BuyersLeanProductionProblem RecognitionGeneral Need DescriptionProduct SpecificationSupplier SearchProposal SolicitationSupplier SelectionOrder Routine SpecificationPerformance
49、ReviewGovernment MarketsDomestic SuppliersOpen BidsCost MinimizationPublic ReviewPaperworkReviewHow Business&Consumer Markets DifferOrganizational Buying SituationsParticipants in the Business Buying ProcessMajor Influences on Organizational BuyersBusiness Buyer Decision MakingInstitutional&Governme
50、nt BuyingObjectivesIdentifying CompetitorsEvaluating CompetitorsCompetitive Intelligence SystemsCompetitive StrategiesCustomer vs.Competitor OrientationFive Forces Determining Segment Structural AttractivenessPotential Entrants(Threat ofMobility)Buyers(Buyer power)Substitutes(Threats ofsubstitutes)S
