大学教学课件：国际市场营销

InternationalMarketingChapter1IntroductiontoMarketing作业1、选择自己感兴趣的行业，按照章节搜集相关行业的国内外信息。行业发展情况行业规模及分布情况行业竞争对手消费者行为等等作业2小组选择一家准备国际化的深圳企业，为该公司制定一份国际营销计划，要包括：SWOT分析消费者行为分析确定目标市场选择国际进入方式5000字左右交作业时间：第十五周的周五搜集深圳行业信息和有关营销案例2餐饮行业3钟表4家具5服装6珠宝7物流8电子9机械10动漫11生物12高新技术WhatisMarketing?Processbywhichindividualsandgroupsobtainwhattheyneedandwantthroughcreatingandexchangingproductsandvaluewithothers.Moresimply:Marketingisthedeliveryofcustomersatisfactionataprofit.untappedWhat’smarketingMarketingistheprocessofplanningandexecutingtheconception,pricing,promotion,anddistributionofideas,goods,andservicestocreateexchangesthatsatisfyindividualandorganizationalgoals.

---------AmericanMarketingAssociationWhat’smarketingMarketingisasocialandmanagerialprocessbywhichindividualsandgroupsobtainwhattheyneedandwantthroughcreatingandexchangingproductsandvaluewithothers.-------------PhilipKotler

WhatisMarketing?MarketingisaboutmanagingprofitablecustomerrelationshipsAttractingnewcustomersRetainingandgrowingcurrentcustomersWhat’smarketingMarketingisthemanagementprocessresponsibleforidentifying,anticipatingandsatisfyingcustomerrequirementsprofitably.---TheCharteredInstituteofMarketing

CoreMarketingConceptsProductsandServicesValue,satisfaction,andqualityNeeds,wants,anddemandsExchange,transactions,andrelationshipsMarketsCoreMarketingConceptsWhatMotivatesaConsumer

toTakeAction?Needs-stateoffeltdeprivationforbasicitemssuchasfoodandclothingandcomplexneedssuchasforbelonging.i.e.IamthirstyWants-formthatahumanneedtakesasshapedbycultureandindividualpersonality.i.e.IwantaCoca-Cola.WhatMotivatesaConsumer

toTakeAction?Demands-humanwantsbackedbybuyingpower.i.e.IhavemoneytobuyaCoca-Cola.PDIPersonaldisposableincomeDEMAND负的需求(negativedemand)无需求(nodemand)潜在需求(latentdemand)下降的需求(decliningdemand)不规则的需求(irregulardemand)→規則化行銷/同步行销(synchromarketing)充分需求(fulldemand)过度需求(overfulldemand)→低行銷/减缓营销(demarketing)有害需求(unwholesomedemand)Demand需求状态需求例子营销手段负需求高脂肪食品、疫苗扭转需求无需求废旧物品、陌生产品刺激需求潜在需求节能汽车、无害香烟开发需求下降需求旧式电视机恢复需求不规则需求景区旅游、电影院服务调节需求饱和需求上班高峰期的公交服务维持需求过度需求购物用塑料袋限制需求有害需求毒品、垃圾食品抵制需求UnderstandingtheMarketplaceMarketingofferCombinationofproducts,services,informationorexperiencesthatsatisfyaneedorwantOffermayincludeservices,activities,people,places,informationorideasUnderstandingtheMarketplaceValueCustomersformexpectationsregardingvalueMarketersmustdelivervaluetoconsumersSatisfactionAsatisfiedcustomerwillbuyagainandtellothersabouttheirgoodexperienceUnderstandingtheMarketplaceExchangeTheactofobtainingadesiredobjectfromsomeonebyofferingsomethinginreturnOneexchangeisnotthegoal,relationshipswithseveralexchangesarethegoalRelationshipsarebuiltthroughdeliveringvalueandsatisfactionUnderstandingtheMarketplaceMarketSetofactualandpotentialbuyersofaproductMarketersseekbuyersthatareprofitableValueandSatisfactionPerceivedValueThecustomers’evaluationofthedifferencebetweenbenefitsandcosts.Customersoftendonotjudgevaluesandcostsaccuratelyorobjectively.CustomerSatisfactionProduct’sperceivedperformancerelativetocustomers’expectations.DiscussionQuestionsCustomerSatisfaction

Whenhaveyou,personally,beenextremelysatisfiedordissatisfiedwithaproduct?Why?Whyisitsodifficultforcompaniestodelivervaluetoconsumers?MarketinginAction1-21SelectingCustomersandCreatingValueWhatcustomerswillweserve?KnownascustomermanagementMarketersselectcustomersthatcanbeservedprofitablyHowcanweservethesecustomersbest?BydefiningavaluepropositionIncludesthesetofbenefitsorvaluesacompanypromisestodelivertoconsumersinordertosatisfytheirneedsGroupDiscussionIsthecustomeralwaysright?-TheMcDonald’scase-QSCV--KFCSeckillGateMcDonald’sQSCVCreditfortheleadingpositionbelongstoathoroughgoingmarketingorientationandMcDonald’smissionofQSCV(Quality,Service,

Clean,Value),McDonald’sknowhowtoservepeoplewellandadapttochangingneedsandwants.Itsobjectiveis:toachieve100percenttotalcustomersatisfaction…….everyday…….ineveryrestaurant…….foreverycustomer.KFCISEMBROILEDINSECKILLGATEInteresting!NowKFCisintrouble!Yesterday,manypeoplereceivedKFC’sSpeicalTuesdayElectronicCoupon,whichwascalledSecKillCoupon,forwardedfromfriendsonline.(Seckillisatermoriginatedfromonlinegames,meaningtogiveamortalblowinafewseconds;ithasbecomeahotbuzzwordinChina.)Statedinthecoupon,theFamilyBigBoxmeal(全家桶)withoriginalpriceof64Yuanonlysellsat32yuanwiththiscoupon.ManyprintedthecouponandwenttothelocalKFCrestaurantsinthehopetoenjoythediscount,buttheywereeventuallyinformedthecouponisfake.SincesomenetizenshavesaidthecouponswereacceptedatsomeKFCrestuarants,itarousedangeramongthosewhowererefusedtousethecoupons.ManycustomersweregatheringattherestaurantstowaitfortheanswersfromKFC,anditissaidthatthepolicecametootomaintainorder.OntheInternet,thereareevenmorecriticismsanddenouncementamongmanyfamousBBSforumsandwebsites.Netizen“HalfPriceFamilyBigBox”said,“Ataround12:30a.m.onApril6th,IwasattheKFCrestaurantandthecouponwashonored,butatabout3p.m.myfriendwhowenttothesameKFCrestaurantwasrejected,asthemanagersaidthepromotionprogramwascancelled.Manyotherstherewereallrejectedtoo.Butthecouponclearlystatesitcanbeprinted,andcopied,andthepromotionalprogramdatesarefromApril6toApril9.”ModernMarketingSystemSuppliersEndUserMarketMarketingIntermediariesCompetitorsCompany(Marketer)EnvironmentEnvironmentMarketingManagement

PhilosophiesConsumersfavorproductsthatareavailableandhighlyaffordableImproveproductionanddistributionConsumersfavorproductsthatofferthemostquality,performance, andinnovativefeaturesConsumerswillbuyproductsonlyifthecompanypromotes/sellstheseproductFocusesonneeds/wantsoftargetmarkets&deliveringsatisfactionbetterthancompetitorsFocusesonneeds/wantsoftargetmarkets&deliveringsuperiorvalueSociety’swell-beingProductionConceptProductConceptSellingConceptMarketingConceptSocietalMarketingConceptChapter2MarketingEnvironmentObjectiveWhat’senvironmentalanalysisWhat’sthesignificanceofenvironmentalanalysisWhat’sPEST/SLEPTanalysisSWOTAnalysisSummarizesthekeyissuesfromananalysisofthebusinessenvironmentandthestrategiccapabilityofanorganizationStrengthsWeaknessesOpportunitiesThreatsStrengthsanyinternalasset(know-how,motivation,technology,finance)whichwillhelptomeetdemandsandtofightoffthreatswell-trainedman-power Well-establishedknowledgebase goodcontacttotargetgroup,technology,etc.KeyQuestions:Whatarewegoodat?Howarewedoingcompetitively?Whatareourresources?WeaknessesInternaldeficitshinderingtheorganizationinmeetingdemandslackofmotivationlackoftransportfacilitiesproblemsindistributionofservicesorproductslowreputationKeyQuestions:Whatarewedoingbadly?Whatannoysourcustomersmost?Opportunitiesanyexternalcircumstanceortrendthatfavorsthedemandforanorganization'sspecificcompetenceincreasingpurchasingpowerdevelopmentofnewmarketsforhighqualityproductsnewtechnologiesthatfavorourproductKeyQuestions:Whatchangesdoyouexpecttoseeindemandoverthenextyears?Threatsanyexternalcircumstanceortrendwhichwillunfavorablyinfluencedemandforanorganization'scompetence

establishmentofstrongcompetitorslackofcashathouseholdlevelgovernmentalregulationsthatlimitfreedistributionofourproduct

KeyQuestions:Whatdootherpeopledothatwedon't?Whatfuturechangeswillaffectourorganization?

SWOT-Analysisfocusesonthefollowingquestions:

Whatareourobjectives?Whatdoourcustomerswant?Howdowedistinguishourselvesfromcompetitors?Howcanweimproveourservices?Howcanwedistinguishinternalframeworkconditions(strengthsandweaknesses)fromexternalframeworkconditions(opportunitiesandthreats)

MarketingEnvironmentAlltheactorsandforcesinfluencingthecompany’sabilitytotransactbusinesseffectivelywithit’stargetmarket.MarketingEnvironmentMicroenvironment-forcesclosetothecompanythataffectitsabilitytoserveitscustomers.Macroenvironment-largersocietalforcesthataffectthewholemicroenvironment.TheMarketingEnvironmentCompanyDemographicEconomicNaturalTechnologicalPoliticalCultural

CompanyCustomersIntermediariesSuppliers

CompetitorsPublicsTheMicroenvironmentCompanyCustomersPublics

SuppliersCompetitorsIntermediariesForcesAffectingaCompany’sAbilitytoServeCustomersTheCompany’s

MicroenvironmentCompany’sInternalEnvironment-functionalareassuchastopmanagement,finance,andmanufacturing,etc.Suppliers-providetheresourcesneededtoproducegoodsandservices.MicroenvironmentMarketingIntermediaries-helpthecompanytopromote,sell,anddistributeitsgoodstofinalbuyers.Customers-fivetypesofmarketsthatpurchaseacompany’sgoodsandservices.MicroenvironmentCompetitors-thosewhoserveatargetmarketwithsimilarproductsandservices.Publics-anygroupthatperceivesitselfhavinganinterestinacompany’sabilitytoachieveitsobjectives.CustomerMarketsCompanyConsumerMarketsInternationalMarketsGovernmentMarketsBusinessMarketsResellerMarketsSource:AdaptedfromM.E.Porter,CompetitiveStrategy,FreePress,1980,p.4.ThreatofsubstitutesPotentialentrantsThreatofentrantsSuppliersBargainingpowerSubstitutesBuyersBargainingpowerCOMPETITIVERIVALRYPorter’sFiveforcesModelTheModelIncludesThreesourcesofhorizontalcompetition:★competitionfromthesuppliersofsubstitutes★thethreatofcompetitionfromentrants★competitionfromestablishedproducersTwosourcesofverticalcompetition★thebargainingpowerofsuppliers★thebargainingpowerofbuyersBarriersofEntryEconomiesofScaleAbsoluteCostAdvantagesCapitalRequirementsProductDifferentiationAccesstoDistributionChannelsGovernmentalandLegalBarriersRetaliationbyEstablishedProducersRelativeLevelsofProfitabilityDifferentiationThreatofNewEntrantsNewentrantsareattractedtoanindustrybecauseofpotentialprofitopportunitiesPotentialentrantswilltrytogaugethepotentialforretaliationIndustriesaresurroundedbybarriersofentrythatnewentrantsmustscaleSupplierPowerTherelativepowerofsuppliersandhowtheybehavecanaffectindustryprofitability.SupplierconcentrationSubstitutabilitybetweensuppliersThepotentialforanddegreeofverticalintegrationBuyerPower

PricesensitivityCostofproductrelativetototalcostsProductdifferentiationCompetitionbetweenbuyers

BargainingpowerSizeandconcentrationofbuyersrelativetosuppliersBuyers’switchingcostsBuyers’informationBuyers’abilitytobackwardintegrateBuyers’switchingcostsThelowerthecostofswitchingbetweensuppliers,themoreeffectiveisbuyerpowerThreatofSubstitutesAvailabilityofsubstitutesDegreeofconcentrationandrelativesizeofthebuyerBuyerpropensitytosubstituteRelativepriceperformanceofsubstitutesAbilityoffirmstodifferentiateandre-definetheproductofferingIndustryRivalryThenumberoffirmsandindustryconcentrationDiversityofcompetitorsProductdifferentiationIndustrycapacity&LevelofexitbarriersCostconditionsProfitabilityoftheindustryTheMacroenvironmentDemographicTechnologicalCulturalEconomicPoliticalNaturalForcesthatShapeOpportunitiesandPoseThreatstoaCompanyMacroenvironmentDemographic-monitorspopulationintermsofage,sex,race,occupation,locationandotherstatistics.Economic-factorsthataffectconsumerbuyingpowerandpatterns.Natural-naturalresourcesneededasinputsbymarketersorthatareaffectedbymarketingactivities.MacroenvironmentTechnological-forcesthatcreatenewproductandmarketopportunities.Political-laws,agenciesandgroupsthatinfluenceorlimitmarketingactions.Cultural-forcesthataffectasociety’sbasicvalues,perceptions,preferences,andbehaviors.TechnologicalEnvironmentRapidPaceofChangeHighR&DBudgetsFocusonMinorImprovementsIncreasedRegulationIssuesintheTechnologicalEnvironmentPoliticalEnvironmentGreaterConcernforEthicsIncreasedLegislationChangingEnforcementKeyTrendsinthePoliticalEnvironmentCulturalEnvironmentOfOrganizationsOfNatureOfOneselfOfSocietyOftheUniverseOfOthersViewsThatExpressValuesPESTAnalysis

PoliticalMonopoliesLegislationEmploymentlawEnvironmentalprotectionlawsForeigntraderegulationsGovernmentstabilityIncreasedEmphasisonEthicsandSociallyResponsibleActionsPatentsTaxationPolicyEconomicEconomicgrowth(asmeasuredbyGrossDomesticProduct)PersonaldisposableincomeConsumerexpendituresInflationrates

InterestratesExchangeratesUnemploymentPESTSocialandDemographicPopulationgrowthordeclineAgestructureofthepopulationLifeexpectanciesFamilyformationLifestyleconsumerismLevelsofeducationSocialMobility Technological

HighR&DBudgetsGovernmentspendingonresearchGovernmentandindustryfocusontechnologicaleffortNewdiscoveries/developmentSpeedoftechnologytransferRatesofobsolescenceChapter3MarketingMixTheMarketingMix

2-62EnhancedProductRealProduct

CoreProductProductAnalysisThreeLevelsofaProduct

COREproductTheCOREproductisNOTthetangible,physicalproduct.Youcan'ttouchit.That'sbecausethecoreproductistheBENEFIToftheproductthatmakesitvaluabletoyou.Sowiththecarexample,thebenefitisconveniencei.e.theeaseatwhichyoucangowhereyoulike,whenyouwantto.Anothercorebenefitisspeedsinceyoucantravelaroundrelativelyquickly.ACTUALproductTheACTUALproductisthetangible,physicalproduct.Youcangetsomeuseoutofit.Againwiththecarexample,itisthevehiclethatyoutestdrive,buyandthencollect.AUGMENTEDproductTheAUGMENTEDproductisthenon-physicalpartoftheproduct.Itusuallyconsistsoflotsofaddedvalue,forwhichyoumayormaynotpayapremium.Sowhenyoubuyacar,partoftheaugmentedproductwouldbethewarranty,thecustomerservicesupportofferedbythecar'smanufacture,andanyafter-salesservice.ThreeLevelsofaProduct

Productorserviceorbrand

CoreProduct

ActualProduct

AugmentedProduct

FordFocusFreedomtotravelAmotorcarFordfinanceBudget/NoFrillsAirlinee.g.EasyJet

GetsyoufromAtoBcheaplyAnairlinejourneyFoodboughtduringyourflightChelseaFootballClubExcitementandleisureSportingeventPersonalisedshirtsandothermerchandiseNikeAssociationwiththebestinsportsShoesandotherclothingNikeonlineallowsyoutopersonaliseyourtrainersHilliers'GardenCentres

LeisureandrelaxationGoodsforgardensHilliers'gardeningclubSpanishHolidayRelaxationTwoweeksinaresortHolidayinsuranceKonka668Basicspec

100phonenumbermemorizedimension:84.7mm*43.5mm*23.8mmweight:76.6gstandbytime:100-300hourstalktime:3-5hoursstandardaccessories:travelchargerbattery

ProductLifeCycleTimeProductDevelop-mentIntroductionProfitsSalesGrowthMaturityDeclineLosses/Investments($)SalesandProfits($)SalesandProfitsOvertheProduct’sLifeFromIntroductiontoDeclineIntroductionStageofthePLCSummaryofCharacteristics,Objectives,&StrategiesSalesCostsProfitsMarketingObjectivesProductPriceLowsalesHighcostpercustomerNegativeCreateproductawarenessandtrialOfferabasicproductUsecost-plusDistributionBuildselectivedistributionAdvertisingBuildproductawarenessamongearlyadoptersanddealersGrowthStageofthePLCSummaryofCharacteristics,Objectives,&StrategiesSalesCostsProfitsMarketingObjectivesProductPriceRapidlyrisingsalesAveragecostpercustomerRisingprofitsMaximizemarketshareOfferproductextensions,service,warrantyPricetopenetratemarketDistributionBuildintensivedistributionAdvertisingBuildawarenessandinterestinthemassmarketMaturityStageofthePLCSummaryofCharacteristics,Objectives,&StrategiesSalesCostsProfitsMarketingObjectivesProductPricePeaksalesLowcostpercustomerHighprofitsMaximizeprofitwhiledefendingmarketshareDiversifybrandandmodelsPricetomatchorbestcompetitorsDistributionBuildmoreintensivedistributionAdvertisingStressbranddifferencesandbenefitsDeclineStageofthePLCSummaryofCharacteristics,Objectives,&StrategiesSalesCostsProfitsMarketingObjectivesProductPriceDecliningsalesLowcostpercustomerDecliningprofitsReduceexpenditureandmilkthebrandPhaseoutweakitemsCutpriceDistributionGoselective:phaseoutunprofitableoutletsAdvertisingReducetolevelneededtoretainhard-coreloyalcustomers

Life-cycleMarketingPre-introductionphase:involvesresearchanddevelopmentactivityandgeneralplanningpriortothelaunchofanewproduct.Introductionphase:involveslimiteddistributionandanemphasisonawarenessinpromotionalactivity.Pricecanbepitchedeitheratarelativelylowleveltogainmaximumadoptionofthenewproductintheshortestpossibletime,oratarelativelyhigh,premiumlevel,tocreamoffthebenefitsofhavingasuperiornewproduct.GrowthPhase:maximizingsalesandmarket;emergenceofnewcompetitors;pricemorecompetitive;productdifferentiation—newbrandsandproduct;advertisingemphasizesmasscommunicationwhiledistributionemphasizesreachingoutextensivelyasfaraspossible.MaturityPhase:minimalgrowth/stagnationmarket.Shakeoutoccurs.Maintainmarketshare.Overcapacityleadstogreatercompetition.Increaseadvertisingandsalepromotions.marketdevelopmentandproductdevelopment.DeclinePhase:salesandprofitsdecline,technologicaladvances,shiftsinconsumertastesandincreasedcompetition.OperationsperformanceobjectivesTheimpactoftheproductlifecycleIntroductionGrowthMaturityDeclineStageLowRapidgrowthHighandlevelDecliningVolumeInnovatorsEarlyadoptersBulkofmarketLaggardsCustomersFew/noneIncreasingnumberStablenumberDecliningnumberCompetitorsHighcustomizationIncreasinglystandardizedEmergingdominanttypesCommoditystandardizationVarietyofproductorservicePerformanceornoveltyLowprice,dependablesupplyLowpriceLikelyorderwinnersQuality,productrangePrice,productrangeProductrange,qualityDependablesupplyLikelyorderqualifiersFlexibilityQualitySpeedDependabilityQualityCostDependabilityCostAvailabilityofqualityproductsandservicesProblemswithProductLifeCycle.

Inrealityveryfewproductsfollowsuchaprescriptivecycle.Thelengthofeachstagevariesenormously.Thedecisionsofmarketerscanchangethestage,forexamplefrommaturitytodeclinebyprice-cutting.Notallproductsgothrougheachstage.Somegofromintroductiontodecline.Itisnoteasytotellwhichstagetheproductisin.RememberthatPLCislikeallothertools.Useittoinformyourgutfeeling.

TheBusinessPortfolio

BCGMatrix

2-79AnalyzingCurrentSBU’s:

BostonConsultingGroupApproach

QuestionMarksHighgrowth,lowshareBuildintoStars/phaseoutRequirescashtoholdmarketshare

StarsHighgrowth&shareProfitpotentialMayneedheavyinvestmenttogrow

CashCowsLowgrowth,highshareEstablished,successfulSBU’sProducescash

DogsLowgrowth&shareLowprofitpotential

RelativeMarketShare High

LowMarketGrowthRateLowHighBCGStarisabusinessunitwhichhasahighmarketshareinagrowingmarket.Questionmark/problemchildisabusinessunitinagrowingmarket,butwithoutahighmarketshareCashcowisabusinessunitwithahighmarketshareinamaturemarketDogsarebusinessunitwithalowshareinstaticordecliningmarkets.BuildIncreasemarketshareWorkswellforquestionmarksHoldPreservemarketshareGoodforcashcowHarvestIncreasesshort-termcashflowGoodforweakcashcows,questionmarksanddogsDivestSellorliquidateGoodfordogsandquestionmarksTheBusinessPortfolio

BCGMatrixPricesettingmethodsBeforesettingpricesamarketermustdeterminewhattheyaretryingtoachieve.Whatgoalsarebeingset?Considervalue,brand,communication,strategicdirectionofthecompanyandthetargetmarket.Pricesettingapproachescouldtheninclude:CostbasedDemandbasedCompetitionbasedNewProductPricingStrategiesMarketSkimmingMarketPenetrationSettingaHighPriceforaNewProducttoMaximizeRevenuesfromtheTargetMarket.ResultsinFewer,MoreProfitableSales.

SettingaLowPriceforaNewProductinOrdertoAttractaLargeNumberofBuyers.ResultsinaLargerMarketShare.PricingstrategiesPremiumpricingUsesahighprice,butgivesagoodproduct/serviceexchangee.g.Concorde,TheRitzHotelPenetrationpricingofferslowpricetogainmarketshare-thenincreasespricee.g.FranceTelecom-toattractnewcorporateclientsEconomypricingplacedat‘nofrills’,lowpricee.g.Soups,spaghetti,beans-‘economy’brandsPriceskimmingwherepricesarehigh-usuallyduringintroductione.gnewalbumsorfilmsonreleaseultimatelypriceswillreducetothe‘parity’Psychologicalpricingtogetacustomertorespondonanemotional,ratherthanrationalbasis.e.g99pnot£1.01‘pricepointperspectiveProductlinepricingrationaleofaproductrangee.g.MARS32p,Four-pack99p,Bite-size£1.29Pricingvariations‘off-peak’pricing,earlybookingdiscounts,etce.gGrundigoffersa‘cashback’incentiveforexpensivegoodsOptionalproduct-pricinge.g.optionalextras-BMWfamouslyunder-equippedCaptiveproductpricingproductsthatcomplementotherse.gGilletterazors(lowprice)andblades(highprice)Product-bundlepricingsellerscombineseveralproductsatthesamepricee.gsoftware,books,CDs.PromotionalpricingBOGOFe.g.toothpaste,soups,etcGeographicalpricingdifferentpricesforcustomersindifferentpartsoftheworlde.g.Includeshippingcosts,orplaceonPLCValuepricingusuallyduringdifficulteconomicconditionse.g.ValuemenusatMcDonaldsTenderingofferingaspecificpriceforeachpossiblejob,ratherthansettingapricethatappliesforallcustomersPricingMethods1.总成本加成定价法:单位产品价格=单位产品总成本X(1+目标利润率)例如:某电视机厂生产2000台彩色电视机,总固定成本600万元,每台彩电的变动成本为1000元,确定目标利润率为25%.定价多少?PRICING2.目标收益定价法确定目标收益率:=1/投资回收期X100%确定单位产品目标利润额=总投资额X目标收益率/预期销售量计算单价:=企业固定成本/预期销售量+单位变动成本+单位目标利润额电视机厂总投资800万元,投资回收期5年.定价多少?PRICING3.边际成本定价法如:某制鞋厂在一定时期内发生固定成本80000元,单位变动成本0.7元,预计卖100000双.市场价格1元/双.企业是否应该继续生产呢?固定成本=80000变动成本=0.7*100000=70000销售收入=1*100000=100000企业盈亏=-50000DistributionandLogisticsWhatisaDistributionChannel?Asetofinterdependentorganizations(intermediaries)involvedintheprocessofmakingaproductorserviceavailableforuseorconsumptionbytheconsumerorbusinessuser.Channeldecisionsareamongthemostimportantdecisionsthatmanagementfacesandwilldirectlyaffecteveryothermarketingdecision.WhyareMarketingIntermediaries

Used?Greaterefficiencyinmakinggoodsavailabletotargetmarkets.Offerthefirmmorethanitcanachieveonit’s ownthroughtheintermediaries:ContactsExperienceSpecializationScaleofoperationMatchsupplyanddemand.DistributionChannelFunctionsContactFinancingInformationRiskTakingPromotionMatchingNegotiationPhysicalDistribution

AllUseUpScarceResourcesAllMayOftenBePerformedBetterThroughSpecializationAllCanOftenBeShiftedAmongChannelMembers

ConsumerMarketingChannels&LevelsDirectIndirectMWJRC®®®®MWRC®®MRC®MCChannel1Channel2Channel3Channel4ChannelLevel-ALayerofIntermediariesthatPerformSomeWorkinBringingtheProductandit’sOwnershipClosertotheBuyer.ChannelBehavior&ConflictThechannelwillbemosteffectivewhen:eachmemberisassignedtasksitcandobest.allmemberscooperatetoattainoverallchannelgoalsandsatisfythetargetmarket.Whenthisdoesn’thappen,conflictoccurs:HorizontalConflictoccursamongfirmsatthesamelevelofthechannel.VerticalConflictoccursbetweendifferentlevelsofthesamechannel.Forthechanneltoperformwell,conflictmustbemanaged.TypesofVerticalMarketingSystemsCorporateCommonOwnershipatDifferentLevelsoftheChannelContractualContractualAgreementAmongChannelMembersAdministeredLeadershipisAssumedbyOneoraFewDominantMembersGreaterLesserDegreeofDirectControlVerticalMarketingSystemsVerticalMarketingSystems(VMS)CorporateVMSContractualVMSAdministeredVMSRetailerCooperativesFranchiseOrganizationsWholesalerSponsoredVoluntaryChainService-Firm-SponsoredFranchiseSystemManufacturer-SponsoredWholesalerFranchiseSystemManufacturer-SponsoredRetailerFranchiseSystemInnovationsinMarketingSystemsHorizontalMarketingSystemHybridMarketingSystemTwoorMoreCompaniesatOneChannelLevelJoinTogethertoFollowaNewMarketingOpportunity.Example:BanksinGroceryStoresASingleFirmSetsUpTwoorMoreMarketingChannelstoReachOneorMoreCustomer Segments.Example:Retailers,Catalogs,andSalesForceChannelDesignDecisionsAnalyzingConsumerServiceNeedsSettingChannelObjectives&Constraints

ExclusiveDistributionSelectiveDistributionIntensiveDistributionIdentifyingMajorAlternativesEvaluatingtheMajorAlternativesChannelManagementDecisionsSelectingMotivatingEvaluatingFEEDBACKNatureandImportanceofMarketing

LogisticsInvolvesgettingtherightproducttotherightcustomersintherightplaceattherighttim