营销核心概念讲义英文版

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 EconomyT2GovernmentmarketsManufacturermarketsCons

2、umermarketsIntermediarymarketsResourcemarketsFig. 1.05Actors and Forces in aModern Marketing SystemT3EnvironmentSuppliersCompany(marketer)Marketinginter-mediariesEnd-usermarketCompetitorsFig. 1.06Selling and MarketingConcepts ContrastedT4FactoryExistingproductsSelling andpromotionProfits throughsale

3、s volumeTargetmarketIntegratedmarketingProfits throughcustomersatisfactionCustomerneedsStartingpointFocusMeansEnds(b) The marketing concept(a) The selling conceptFig. 1.07Evolving Views of Marketings RoleT5aa. Marketing as anequal functionb. Marketing as a moreimportant functionFinanceProductionMark

4、etingHumanresourcesFinanceHumanresourcesMarketingProductionFig. 1.09Evolving Views of Marketings RoleT5bFig. 1.09c. Marketing as themajor functiond. The customer as thecontrolling factorMarketingFinanceHumanresourcesProductionCustomerHumanresourcesFinanceProductionMarketingEvolving Views of Marketin

5、gs RoleT5cFig. 1.09e. The customer as the controllingfunction and marketing as theintegrative functionCustomerMarketingProductionHumanresourcesFinanceDeterminants of Customer Delivered ValueProduct valueServices valuePersonnel valueImage valueMonetary costTime costEnergy costTotalcustomervalueT6Psyc

6、hic costTotalcustomercostCustomerdeliveredvalueT6Fig. 2.01The Generic Value ChainFig. 2.03T7Primary ActivitiesSupportActivitiesFirm infrastructureHuman resource managementTechnology developmentProcurementInboundlogisticsOutboundlogisticsMarketingandsalesServiceOpera-tionsMarginMarginLevi Strauss Val

7、ue-Delivery NetworkT8OrderDu Pont(Fibers)Milliken(Fabric)Levis(Apparel)Sears(Retail)Fig. 2.04CustomerOrderOrderOrderDeliveryDeliveryDeliveryDeliveryLevels of Relationship MarketingFig. 2.06T9Manycustomers/distributorsMediumnumber ofcustomers/distributorsFewcustomers/distributorsAccountableProactiveP

8、artnershipProactiveAccountableReactiveAccountableReactiveBasic orreactiveHighmarginMediummarginLowmarginThe Profit TriangleFig. 2.08T10Value creationCompetitive advantageInternal operationsStrategic Planning, Implementation, and Control ProcessT11CorporateplanningDivisionplanningBusinessplanningProd

9、uctplanningOrganizingImplementingMeasuringresultsDiagnosingresultsTakingcorrectiveactionFig. 3.01The Boston Consulting Groups Growth-Share MatrixT123?Market growth rateRelative market shareStarsCash cowQuestion marksDogs?5421687Fig. 3.03Market Attractiveness: Competitive- Position Portfolio Classifi

10、cationFig. 3.04T13HydraulicpumpsJointsClutchesFlexiblediaphragmsAerospacefittingsFuelpumpsReliefvalveThe Strategic-Planning GapFig. 3.05T14DesiredsalesDiversification growthIntegrative growthIntensive growthCurrentportfolio)Three Intensive Growth Strategies: Ansoffs Product/Market Expansion GridT151

11、. Market-penetrationstrategy(Diversificationstrategy)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. Com

12、pany develops a device for measuring illumination 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 red

13、uce number of TV studio licensesThe McKinsey 7-S FrameworkSkillsStrategyStructureSystemsT17SharedvaluesStaffStyleFig. 3.09Marketing-Mix StrategySalespromotionAdvertisingSalesforcePublicrelationsDirect mailandtelemarketingTargetcustomersDistri-butionchannelsFig. 3.13T19CompanyProductsServicesPrices F

14、actors Influencing Company Marketing StrategyT20TargetcustomersProductPromotionPlacePriceMarketinginformationsystemMarketingplanningsystemMarketingorganizationsystemMarketingorganization andimplementationCompetitorsMarketingintermediariesPublicsSuppliersFig. 3.14The MarketingInformation SystemT21Mar

15、ketingmanagersAnalysisPlanningImplemen-tationControlAssessinginformationneedsDistributinginformationInternalrecordsMarketingenvironmentTestmarketsMarketingchannelsCompetitorsPublicsMacro-environmentforcesMarketing Information SystemDeveloping informationMarketingintelligenceMarketingresearchMarketin

16、gdecision supportanalysisFig. 4.01The Marketing Research 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

17、BehaviorT24MarketingstimuliProductPricePlacePromotionOtherstimuliEconomicTechnologicalPoliticalCulturalBuyers decisionsProduct choiceBrand choiceDealer choicePurchase timingPurchase amountBuyerscharacteristicsCulturalSocialPersonalPsychologicalBuyers decisionprocessProblem recognitionInformation sea

18、rchEvaluationDecisionPostpurchase behaviorFig. 6.01See Figure 6-5See Figure 6-2Maslows Hierarchyof NeedsFig. 6.03T25Psychological needs(food, water, shelter)Safety needs(security, protection)Social needs(sense of belonging, love)Esteem needs(self-esteem, recognition)Self-actualization(self-developme

19、ntand realization)1.5.4.3.2.Five-Stage Consumer Buyer Decision ProcessT26Fig. 6.05Steps Between Evaluation of Alternatives and a Purchase DecisionT27Fig. 6.07PurchaseintentionUnantici-patedsituationalfactorsAttitudeof othersPurchasedecisioinHow Customers Use orDispose of ProductsT28ProductGet rid of

20、 ittemporarilyLoan itGive itawayDirect toconsumerFig. 6.08Get rid of itpermanentlyKeep itRent itStore itConvertto newpurposeUse fororiginalpurposeTrade itSell itThrow itawayTointermediaryThroughmiddlemanTo beusedTo be(re)soldMajor Influences on Industrial Buying BehaviorT29Level ofdemandEconomicoutl

21、ookInterest rateRate of techno-logical changePolitical andregulatorydevelopmentsCompetitivedevelopmentsSocial responsi-bility concernsObjectivesPoliciesProceduresOrganizationalstructuresSystemsInterestsAuthorityStatusEmpathyPersuasive-nessAgeIncomeEducationJob positionPersonalityRisk attitudesCultur

22、eEnvironmentalBusinessBuyerInterpersonalOrganizationalIndividualFig. 7.02Five Forces Determining Segment Structural AttractivenessPotential Entrants(Threat ofMobility)Buyers(Buyer power)Suppliers(Supplier power)IndustryCompetitors(Segment rivalry)Substitutes(Threats ofsubstitutes)Barriers and Profit

23、abilityT31Low, stablereturnsHigh, riskyreturnsLow, riskyreturnsHigh, stablereturnsFig. 8.02Product / Market Battlefield for ToothpasteTopolTopolPlaintoothpasteToothpastewith fluorideGelSmokerstoothpasteStripedColgate-PalmoliveProcter & GambleColgate-PalmoliveProcter & GambleColgate-PalmoliveProcter

24、& GambleLever Bros.BeechamColgate-PalmoliveProcter & GambleLever Bros.Colgate-PalmoliveProcter & GambleColgate-PalmoliveProcter & GambleColgate-PalmoliveProcter & GambleColgate-PalmoliveProcter & GambleColgate-PalmoliveProcter & GambleLever Bros.BeechamProduct segmentationCustomer segmentationChildr

25、en / 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. costMedium serviceMedium priceGroup BFull lineLow mfg. costGood serviceMedium priceSteps in Market Segmentation, Targeting,and