国际市场营销第一章讲稿

国际市场营销第一章讲稿参考书《营销管理》【美】菲利普.科特勒著上海人民出版社第11版《市场营销原理—亚洲版》【美】菲利普.科特勒著机械工业出版社第11版《国际市场营销》【美】达娜-尼科莱塔.拉斯库著机械工业出版社WhatisMarketing?MarketingDefined:“Marketingisasocialandmanagerialprocessbywhichindividualsandgroupsobtainwhattheyneedandwantthroughcreatingandexchangingvaluewithothers”市场营销是个人或群体通过创造和交换产品及价值，从而满足欲望和需要的社会过程和管理过程。Goal1:Definemarketingandthemarketingprocess.Chapter1

IntroductiontotheMarketingChapterObjectives

Whatistheneweconomylike?Whatarethetasksofmarketing?Whatarethemajorconceptsandtoolsofmarketing?Howarecompaniesandmarketersrespondingtothenewchallenges?Whatarecustomervalueandsatisfaction,andhowcancompaniesdeliverthem?Howcancompaniesbothattractandretaincustomers?Howcancompaniesimprovebothcustomerandcompanyprofitability?ⅠDefiningMarketingforthetwenty-firstcentury1.Theneweconomy2.MarketingTask3.TheScopeofMarketing

4.TheDecisionsMarketersMake5.MarketingConceptsandTools6.CompanyOrientationstowardstheMarketplace7.HowBusinessandMarketingarechanging1.TheneweconomyAsubstantialincreaseinbuyingpowerAgreatervarietyofavailablegoodsandservices.Agreatamountofinformationaboutpracticallyanything.Agreatercaseininteractingandplacingandreceivingorders.Anabilitytocomparenotesonproductsandservices.2.MarketingTaskEntrepreneurialmarketingFormulatedmarketing:Coordinatedmarketing3.TheScopeofMarketingMarketingistypicallyseenasthetaskofcreating,promoting,anddeliveringgoodsandservicestoconsumersandbusinessesMarketingpeopleareinvolvedinmarketing10typesofentities:goods,services,experiences,events,persons,places,properties,organizations,information,andidea4.TheDecisionsMarketersMakeThesequestionsvaryinimportanceindifferentmarketplaces.Considerthefollowingfourmarkets:consumer,business,global,andnonprofit.5.MarketingConceptsandToolsWecandistinguishbetweenasocialandamanagerialdefinitionofmarketing.：Hereisasocialdefinitionthatservesourpurpose:Marketingisasocietalprocessbywhichindividualsandgroupsobtainwhattheyneedandwantthroughcreating,offering,and,freelyexchangingproductsandservicesofvaluewithothers.Foramanagerialdefinition,marketinghasoftenbeendescribedas"tileartofsellingproducts"CoremarketingconceptsTARGETMARKETSANDSEGMENTATIONMARKETPLACE,MARKETSPACE,ANDMETAMARKETMARKETERSANDPROSPECTSNEEDS,WANTS,ANDDEMANDSPRODUCTOFFERINGANDBRANDVALUEANDSATISFACYIONRELATIONSHIPSANDNETWORKS

CoremarketingconceptsMARKETINGCHANNELSSUPPLYCHAINCOMPETITIONMARKETINGENVIRONMENTMARKEIINGPROGRAMExchangeandTransactions交换（Exchange)个人和集体通过提供某种东西作为回报，从他人那里取得所需东西的行为自给抢夺乞讨都不能成为满足需要和欲望的普遍方式转让～低效率满足需要～牺牲别人的利益满足需要～也是以一方利益的来牺牲满足另一方的需要和欲望的～甲将某物给乙，甲并不接受任何实物作为回报交易(Transactions)交换的最基本单位，指交换过程中付款交货的环节基本方式现金：如以现金或支票购买货物或服务非现金：如以物易物6.CompanyOrientationstowardstheMarketplaceProductionconceptProductconceptSellingconceptMarketingconceptSocietalmarketingconcept7.HowBusinessandMarketingarechangingThesemajorforceshavecreatednewbehaviorsandchallenges:Customersincreasinglyexpecthigherqualityandserviceandsomecustomization.Brandmanufacturersarefacingintensecompetitionfromdomesticandforeignbrads,whichisresultinginrisingpromotioncostsandshrinkingprofitmargins.Store-basedretailersaresuffering.Store-basedretailersarefacinggrowingcompetitionfromcataloghouses;direct-mailfirms;newspaper,magazine,andTVdirect-to-customerads;homeshoppingTV;ande-commerceontheinternet.

Companyresponsesandadjustments

ReengineeringOutsourcingE-commerceBenchmarkingAlliancesPartner-suppliersMarket-centeredGlobalandlocalDecentralizedMarketerresponsesandadjustments

Customerrelationshipmarketing:CustomerlifetimevalueCustomershareTargetmarketingCustomizationCustomerdatabaseIntegratedmarketingcommunicationsChannelsaspartnersⅡBuildingCustomerSatisfaction,Value,andRetention1.Thenatureofhigh-performancebusinesses2.Deliveringcustomervalueandsatisfaction3.Attractingandretainingcustomers4.Customerprofitability,companyprofitability,andtotalqualitymanagement1.Thenatureofhigh-performancebusinessesResourcesOrganizationandaligning...HighPerformanceBusinessProcessesByimprovingcriticalbusiness...Stake-holdersSetstrategiestosatisfykey...(1)Stake-holdersTraditionally,mostbusinessesfocusedontheirstockholders.Today'sbusinessesareincreasinglyrecognizingthatunlesstheynurtureotherstakeholders-customers,employees,suppliers,distributors,thebusinessmayneverearnsufficientprofitsforthestockholders.(2)Processes

Acompanycanaccomplishitsstakeholdergoalsonlybymanagingandlinkingworkprocesses.High-performancecompaniesareincreasinglyfocusingontheneedtomanagecorebusinessprocessessuchasnew-productdevelopment,customerattractionandretention,andorderfulfillment.(3)Resources

Manycompaniestodayoutsourcelesscriticalresourcesiftheycanbeobtainedatbetterqualityorlowercost.

(4)OrganizationandOrganizationalculture

Whatexactlyisacorporateculture?"thesharedexperiences,stories,beliefs,andnormsthatcharacterizeanorganization'.2.Deliveringcustomervalueandsatisfaction

Inahypercompetitiveeconomywithincreasinglyrationalbuyers,acompanycanonlywinbycreatinganddeliveringsuperiorvalue.Thisinvolvesthefollowingfivecapabilities:understandingcustomervalue;creatingcustomervalue;deliveringcustomervalue;capturingcustomervalue;andsustainingcustomervalue.MarginMarginTheGenericValueChainPrimaryActivitiesSupportActivitiesProcurementServ-iceTechnologyDevelopmentHumanresourcemanagementFirminfrastructureInboundLogisticsOpera-tionsOut-boundLogisticsMarket-ingandsalesThesecorebusinessprocessesinclude:Themarketsensingprocess;Thenewofferingrealizationprocess:ThecustomeracquisitionprocessThecustomerrelationshipmanagementprocessThefulfillmentmanagementprocess:

Thevalue-deliverynetworkTobesuccessfulafirmalsoneedstolookforcompetitiveadvantagesbeyonditsownoperations,intothevaluechainsofitssuppliers,distributors,andcustomers.Manycompaniestodayhavepartneredwithspecificsuppliersanddistributorstocreateasuperiorvalue-deliverynetwork(alsocalledasupplychain).3.Attractingandretainingcustomers

workingwithpartners--calledpartnerrelationshipmanagement(PRM)developingstrongerbondswiththeircustomers-calledcustomerrelationshipmanagement(CRM).(1)Attractingcustomers

Companiesseekingtoexpandtheirprofitsandsaleshavetospendconsiderabletimeandresourcessearchingfornewcustomers.(2)Computingthecostoflostcustomers

First,thecompanymustdefineandmeasureitsretentionrate.Second,thecompanymustdistinguishthecausesofcustomerattritionandidentifythosethatcanbemanagedbetter.Third,thecompanyneedstoestimatehowmuchprofititloseswhenitlosescustomers.Fourth,thecompanyneedstofigureouthowmuchitwouldcosttoreducethedefectionrate.Finally,nothingbeatslisteningtocustomers.(3)Theneedforcustomerretention

l).Acquiringnewcustomerscancostfivelimesmorethanthecostinvolvedinsatisfyingandretainingcurrentcustomers.2).Theaveragecomplyloses10percentofitscustomerseachyear.3).A5percentreductioninthecustomerdefectionratecanIncreaseprofitsby25percentto85percent,dependingontheindustry.4).ThecustomerprofitratetendstoIncreaseovertilelifeoftheretainedcustomer.(4)Measuringcustomer

lifetimevalueCustomerlifetimevalue(CLV)describesthepresentvalueofthestreamoffutureprofitsexpectedoverthecustomer'slifetimepurchases.twowaystostrengthencustomerretention:Oneistoerecthighswitchingbarriers.Thebetterapproachistodeliverhighcustomersatisfaction.(5)Customerrelationshipmanagement(CRM):thekeyTheaimofcustomerrelationshipmanagement(CRM)istoproducehighcustomerequity.Customerequityisthetotalofthediscountedlifetimevaluesofallofthefirm'scustomers.threedriversofcustomerequity:valueequitybrandequityrelationshipequity(6)Formingstrongcustomerbonds:thebasics

1)Getcross-departmentalparticipationinplanningandmanagingthecustomersatisfactionandretentionprocess.2)IntegratetheVoiceoftheCustomerinallbusinessdecisions.3)Createsuperiorproducts,services,andexperiencesforthetargetmarket.4)Organizeandmakeaccessibleadatabaseofinformationonindividualcustomerneeds