营销管理亚洲版第5版课件

8MarketingManagement:An

Asian

Perspective(5th

edition)Philip

Kotler,

Kevin

Lane

Keller,

Swee

Hoon

Ang,Siew

Meng

Leong,

&

Chin

Tiong

Tan8-1Identifying

MarketSegments

andTargetsSlides

adapted

byGeoffrey

da

SilvaCopyright

©

2009

Pearson

Education

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Asia

PteLtdCopyright

©

2009

Pearson

Education

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Asia

PteLtd8-2Copyright

©

2009

Pearson

Education

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Asia

PteLtd8-3Know

what

are

the

different

levels

ofmarket

segmentationKnow

how

a

company

can

divide

amarket

intosegmentsKnow

how

a

company

should

choose

themost

attractive

target

marketsKnow

what

are

the

requirements

foreffective

segmentationLearning

Objectives:Copyright

©

2009

Pearson

Education

South

Asia

PteLtd8-4China

–Attractivetarget

marketWHY?Its

huge

populationOr

is

size

notnecessarilythe

keyfactor?Market

Segments

&

TargetsThe

logicof

MarketSegmentation8-5Copyright

©

2009

Pearson

Education

South

Asia

PteLtdCompanies

cannot

connect

with

all

customers

in

large,broad,

or

diverse

markets.But

they

can

divide

such

markets

into

groups

ofconsumers

or

segments

with

distinct

needs

and

wants.

A

company

then

needs

to

identify

which

marketsegments

it

can

serve

effectively.

This

decisionrequires

a

keen

understanding

of

consumer

behaviorand

careful

strategic

thinking.To

develop

the

best

marketing

plans,

managers

needto

understand

what

makes

each

segment

unique

anddifferent.Target

Marketing:8-6Copyright

©

2009

Pearson

Education

South

Asia

PteLtdTo

compete

more

effectively,

many

companiesare

now

embracing

target

marketing.

Effectivetarget

marketing

requires

that

marketers:Identify

and

profile

distinct

groups

of

buyerswho

differ

in

their

needs

and

preferences.Select

one

or

more

market

segments

to

enter.For

each

target

market,

establishandcommunicate

the

distinctive

benefit(s)

of

thecompany’s

market

offering.Mass

Marketing8-7Copyright

©

2009

Pearson

Education

South

Asia

PteLtdThe

starting

point

for

discussing

segmentationis

mass

marketing.In

mass

marketing,

the

seller

engages

in

themass

production,

mass

distribution,

and

masspromotion

of

one

product

for

all

buyers.The

argument

for

mass

marketing

is

that

itcreates

the

largest

potential

market,

whichleads,

to

the

lowest

costs

that

in

turn

can

leadto

lower

prices

or

higher

margins.Segment

Marketing8-8Copyright

©

2009

Pearson

Education

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Asia

PteLtdA

market

segment

consists

of

a

group

ofcustomers

who

share

a

similar

set

ofneeds

and

wants.The

marketer

does

not

create

thesegments.The

marketer’s

task

is

to

identify

thesegments

and

decide

which

one(s)totarget.Segment

Marketing8-9Copyright

©

2009

Pearson

Education

South

Asia

PteLtdSegment

≠

industry

sectorSegment

marketing

–

better

satisfy

targetmarket

&

reflect

competitor’s

marketingOne

way

-

identify

preference

segmentsSegment

Marketing8-10Copyright

©

2009

Pearson

Education

South

Asia

PteLtdA

flexible

market

offering

consists

of

twoparts:A

naked

solutioncontaining

the

productand

service

elements

that

all

segmentmember’s

valueDiscretionary

options

that

some

segmentmember’s

valueMarket

Segments8-11Copyright

©

2009

Pearson

Education

South

Asia

PteLtdMarket

segments

can

be

defined

in

manydifferent

ways:One

way

to

carve

up

a

market

is

toidentify

preference

segmentsHomogeneous

preferencesDiffused

preferencesClustered

preferencesFigure

8.1

Basic

MarketPreference

Patterns8-12Copyright

©

2009

Pearson

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Marketing8-13Copyright

©

2009

Pearson

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PteLtdA

niche

is

a

more

narrowly

defined

customergroup

seeking

a

distinctive

mix

of

benefits.Marketers

usually

identify

niches

by

dividing

asegment

into

sub-segments.Niche

marketers

presumably

understand

theircustomers’

needs

so

well

that

the

customerswillingly

pay

a

premium.Globalization

has

facilitated

niche

marketing.The

low

cost

of

setting

up

shop

on

theInternethas

led

to

many

small

businessstart-ups

aimed

atnichesNiche

MarketingAn

attractive

niche:Distinct

set

of

needsPay

premium

for

itDo

not

attract

competitorsEconomies

through

specializationSize,

profit

&

growth

potential8-14Copyright

©

2009

Pearson

Education

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Asia

PteLtdLocal

MarketingTarget

marketing

is

leading

tomarketing

programs

tailored

tothe

needs

and

wants

of

localcustomer

groups.Local

marketing

reflects

agrowing

trend

called

grassrootsmarketing.Getting

as

close

to

customerspossible

-

experientialmarketing

–

connect

to

uniqueexperiencesNokia

in

India8-15Copyright

©

2009

Pearson

Education

South

Asia

PteLtdBreakthrough

Marketing:HSBCHighlights

how

HSBC

wants

to

be

knownas

the

“world’s

local

bank”,

and

how

itpulls

its

worldwide

businesses

togetherunder

a

single

global

brand.8-16Copyright

©

2009

Pearson

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PteLtdIndividual

Marketing8-17Copyright

©

2009

Pearson

Education

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Asia

PteLtdThe

ultimate

level

of

segmentation

leadsto

“segments

of

one”,

“customizedmarketing”,

or“one-to-onemarketing”Today

customers

are

taking

moreindividual

initiative

in

determining

whatand

how

to

buy.Customization

vs.Customerization8-18Copyright

©

2009

Pearson

Education

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Asia

PteLtdCustomization

=

one-to-one

marketingCustomerization

–

operationally

drivenmass

customization

&

marketingEmpowers

consumers

design

product

ofchoiceEg:

Online

firms

provide

Choiceboard:customer

design

own

productsExamples

of

Customization8-19Copyright

©

2009

Pearson

Education

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Asia

PteLtdBases

for

SegmentingConsumer

Markets8-20Copyright

©

2009

Pearson

Education

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Asia

PteLtdTwo

broad

groups

of

variables

are

usedto

segment

consumer

markets.Descriptive

characteristics:

geographic,demographics,

and

psycho-graphic.Behavioral

considerations:

such

asconsumer

responses

to

benefits,

useoccasions,

or

brands(cont’d)8-21Copyright

©

2009

Pearson

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PteLtd8-22Copyright

©

2009

Pearson

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PteLtdGeographic

Segmentation8-23Copyright

©

2009

Pearson

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Asia

PteLtdDivide

market

into

geographical

unitsandmove

from

macro

to

micro

levelsnations,

cities

or

neighborhoodsMapping

software

-

densest

areas

–customercloningGeoclustering

=

geographic

+

demographicdata

dataCaptures

increasing

diversity

of

populationIn

China,

P&G’s

customer

research

managersdiscovered

that

while

low

prices

help

sales

in

villages,it

is

also

important

to

develop

products

that

hew

tocultural

traditions.Thus

urban

Chinese

pay

more

than

$1

for

Cresttoothpaste

with

exotic

flavors

such

as

Icy

MountainSpring

and

Morning

Lotus

Fragrance;

while

those

inthe

villages

prefer

50-cent

Crest

Salt

White

since

manyrural

Chinese

believe

that

salt

whitens

teeth.8-24Copyright

©

2009

Pearson

Education

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Asia

PteLtdGeographic

segmentation:Procter

&

GambleDemographic

Segmentation8-25Copyright

©

2009

Pearson

Education

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Asia

PteLtdIn

demographic

segmentation,

the

market

isdivided

into

groups

on

the

basis

of

variablessuch

as

age,

family

size,

family

life

cycle,gender,

income,

occupation,

education,religion,

race,

generation,

nationality,

andsocial

class.Consumer

needs,

wants,

usage

rates,andproduct

and

brand

preferences

are

oftenassociated

with

demographic

variables.Demographic

variables

are

easy

to

measureAge:Consumer

wants

and

abilities

change

withage.Life

Stage:Persons

in

the

same

part

of

the

life

cyclemay

differ

in

their

life

stage.

Life

stagedefines

a

person’s

major

concern.

These

lifestages

present

opportunities

for

marketerswho

can

help

people

cope

with

their

majorconcerns.8-26Copyright

©

2009

Pearson

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Asia

PteLtdAge

and

Life

Cycle

StagesCopyright

©

2009

Pearson

Education

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Asia

PteLtd8-27The

target

may

be

“psychologically

young”Example,

Honda

at

targeted

21-year-oldswith

Element

-

“dorm

room

on

wheels”But

the

average

age

of

buyers

turned

out

to

be

42!Is

age

an

accurate

means

ofsegmentation?Men

and

women

tend

to

have

differentattitudinal

and

behavioral

orientations,based

partly

on

genetic

makeup

andpartly

on

socialization.Some

traditionally

more

male-orientatedmarkets,

are

beginning

to

recognizegender

segmentation,

changing

howtheydesign

and

sell

their

products.8-28Copyright

©

2009

Pearson

Education

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Asia

PteLtdGenderUnilever

and

Dove

Campaignfor

Real

Beauty8-29Copyright

©

2009

Pearson

Education

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Asia

PteLtdIncome

segmentation

is

along-standingpractice

in

product

and

servicecategories.However,

income

does

not

alwayspredict

the

best

customers

for

a

givenproduct.8-30Copyright

©

2009

Pearson

Education

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Asia

PteLtdIncome

SegmentationIncome

segmentation:

Banyan

Tree8-31Copyright

©

2009

Pearson

Education

South

Asia

PteLtdIncreasingly,

companies

are

finding

that

their

marketsare

“hourglass-shaped”

as

some

middle-marketconsumers

migrate

toward

both

discountand

premiumproducts.Companies

that

miss

out

on

this

new

market

risk

being“trapped

in

the

middle”

and

seeing

their

marketsharesteadily

decline.

Example:

General

Motors

found

themselves

caughtin

middle

of

German

imports

in

luxury

market

andhigh-value

Japanese

a

and

Korean

models

ineconomy

classCopyright

©

2009

Pearson

Education

South

Asia

PteLtd8-32Income

SegmentationEach

generation

is

profoundlyinfluenced

by

the

times

in

which

itgrowsup.Demographers

call

these

groupscohorts.They

share

similar

outlooks

and

values.Marketers

often

advertise

to

a

cohortgroup

by

using

icons

and

imagesprominent

in

their

experiences.Copyright

©

2009

Pearson

Education

South

Asia

PteLtd8-33Generation

Segmentation:Generational

cohorts

also

influence

eachother.Marketers

often

advertise

to

a

cohort

byusing

the

icons

and

images

prominent

inits

experiences.Copyright

©

2009

Pearson

Education

South

Asia

PteLtd8-34Generation

Segmentation:Ogilvy

&

Mather

conducted

a

survey

of

7,000educatedyoung

consumers

in

seven

Asian

countries

(HongKong,

Indonesia,

Malaysia,

the

Philippines,

Singapore,Taiwan,

and

Thailand).

The

agency

identified

an

Asianversion

of

Generation

X

and

labeled

it

GENIE

or

theGENeration

who

Independently

Engage.GENIEs

have

little

respect

for

social

structures.However,

they

are

neither

rebels

against

society

norconsumed

by

materialism.While

they

enjoy

the

good

life,

they

still

value

familyties

and

hard

work.

GENIEs

also

want

to

be

part

ofsociety

with

some

freedom

ofexpressionCopyright

©

2009

Pearson

Education

South

Asia

PteLtd8-35Generation

segmentation

inAsia

(GENIE

study)Marketing

Insight:

The

NewConsumerA

new

pattern

in

consumer

behavior

has

emerged

in

recent

years:“New

Luxury”

and

in

order

to

trade

up

on

to

these

brands

that

offer

emotional

benefits,

consumers

often

“trade

down”

byshopping

at

discountersCopyright

©

2009

Pearson

Education

South

Asia

PteLtd8-36The

influences

that

shaped

Gen

Y

areimportant

to

marketers

because

this

cohortwillshape

consumer

and

business

markets

foryears

to

come.

Members

of

this

cohort

are

often

turned

off

byovert

branding

practices

and

a

“hard”

sell”marketers

must

use

different

and

oftenunconventional

approaches

to

reach

them.Copyright

©

2009

Pearson

Education

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Asia

PteLtd8-37Marketing

Insight:

MarketingtoGeneration

YDifferent

approaches

to

reach

Generation

YCopyright

©

2009

Pearson

Education

South

Asia

PteLtd8-38

Online

buzzStudent

ambassadorsUnconventional

sportsCool

events

Computer

gamesVideosStreet

teamsMarketing

to

Generation

YUses

data

on

cohorts,

life

stages,physiographics,

emotional

effects

&

socio-economicsObjective

is

to

analyzethesegment/individualSame

cohort

may

differ

in

lifestagesMore

efficient

for

targeting

&

messagesCopyright

©

2009

Pearson

Education

South

Asia

PteLtd8-39Lifestage

Analytic

MatrixStrong

influence

on

preference

by

consumersin

products

such

as

cars,

clothing,

luxurybrands,

leisure

activities

&

choice

of

preferredretailersMarketers

design

products

for

specific

socialclassesTastes

of

social

class

change

withyearsCopyright

©

2009

Pearson

Education

South

Asia

PteLtd8-40Social

ClassPsychographics

is

the

science

ofusingpsychology

and

demographics

to

betterunderstand

consumers.In

psychographic

segmentation,

buyers

aredivided

into

different

groups

on

the

basisoflifestyle

or

personality

or

values.One

of

the

most

popular

commerciallyavailable

classification

systems

isSRIConsulting

Business

Intelligence’s

VALSframework.Copyright

©

2009

Pearson

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PteLtd8-41Psychographic

SegmentationPsychographic

Segmentation:

VALS

(Figure

8.2)Copyright

©

2009

Pearson

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PteLtd8-42Psychographic

Segmentation:VALSInnovatorsSuccessful,

“take

charge”Upscale,niche-orientedThinkersMature,

reflectiveDurability,

functionalityAchieversSuccessful

careerEstablished

&

prestigeExperiencersEnthusiastic,

varietyFashion,

entertainmentBelieversConservativeFamiliar

&

establishedStriversTrendyStylish

productsMakersPractical,

traditionalBasic,

practicalStrugglers

Resigned,

passiveLoyal

to

favorite

brandsCopyright

©

2009

Pearson

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PteLtd8-43VALS

segmentation

study

inJapanCopyright

©

2009

Pearson

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PteLtd8-44Psychographic

segmentation

oftencustomized

by

cultureJapanese

VALS

2

keydimensions:Life

orientationAttitudes

to

social

changeVALS

Japan

Study:Tradition

InnovatorsTradition

AdaptersHigh

PragmaticsLow

PragmaticsSustainersIntegratorsSelf

InnovatorsSelf

AdoptersRyoshiki

InnovatorsRyoshiki

AdaptersJapanese

society

-

10

segments:Copyright

©

2009

Pearson

Education

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Asia

PteLtd8-45Many

marketers

believe

behavioral

variablesare

the

best

starting

points

for

constructingmarket

segments.

Variables

include:OccasionsBenefitsUser

StatusUsage

RateBuyer-ReadinessLoyalty

StatusAttitudeBehavioral

SegmentationCopyright

©

2009

Pearson

Education

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Asia

PteLtd8-46Divide

buyers

into

groups

–

based

onknowledge,

attitude,

use,

response

to

productDECISION

ROLESEasy

to

identify

buyer

for

many

productsBut

buying

roles

change5

roles:

Initiator,

Influencer,

Decider,

Buyer&UserCopyright

©

2009

Pearson

Education

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Asia

PteLtd47Behavioral

SegmentationOccasions:

time

of

day,

week,

month,

year

orany

defined

aspects

oflifeBuyers

-occasions

–

creates

theneed/buyproductExtend

activities

linked

to

holidays

to

othertimes

of

yearBehavioral

SegmentationCopyright

©

2009

Pearson

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PteLtd48Benefits:Buyers

grouped

–

benefits

they

seekBehavioral

SegmentationCopyright

©

2009

Pearson

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PteLtd49Different

insurance

plans

offer

different

coverage

benefits.

Thisad

by

ICICIPrudentialprovides

insurance

benefits

for

the

family.Copyright

©

2009

Pearson

Education

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Asia

PteLtd50User

Status:non-,

ex-,

potential,

1st

time,

regular

&will-be

(life

stage/event)

usersMarket

leaders

-

attract

potential

usersSmall

firms

-

attract

users

from

leaderCopyright

©

2009

Pearson

Education

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PteLtd51Behavioral

SegmentationUsage

Rate:light,

medium

&

heavy

usersHeavy

usersSmall

%

of

market

but

high

%

totalconsumptionLoyal

to

only

one

brand

or

lowest

priceCopyright

©

2009

Pearson

Education

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Asia

PteLtd52Behavioral

SegmentationBuyer-Readiness

stage:

unaware,

aware,informed,

interested,

desire,

and

intend

to

buy.Behavioral

SegmentationCopyright

©

2009

Pearson

Education

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PteLtd53Brand

loyalty

status:Hard-core

loyals1

brand

all

the

timeSplit

loyalsloyal

to

2/3

brandsShifting

loyals1

brand

toanotherSwitchersNo

loyalty

to

any

brandCopyright

©

2009

Pearson

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PteLtd54What

firms

learn:ProductstrengthsCompetitivebrandMarketingweaknessBehavioral

SegmentationCautionary

note

about

‘brand

loyalty’Brand-loyal

purchase

patterns

mayreflect:HabitIndifferenceHigh

switching

costNon-availability

of

other

brandsCopyright

©

2009

Pearson

Education

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Asia

PteLtd55Attitudes:The

five

attitudes

about

products

are:enthusiastic,

positive,

indifferent,

negative,and

hostileCopyright

©

2009

Pearson

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PteLtd56Behavioral

SegmentationCopyright

©

2009

Pearson

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PteLtd57The

Conversion

ModelCopyright

©

2009

Pearson

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PteLtd58The

Conversion

Model

has

been

developedto

measure

the

strength

of

thepsychologicalcommitment

between

brands,

consumers,

andtheir

openness

to

change.The

model

segments

users

of

a

brand

into

fourgroups

based

on

strength

of

commitment

fromhigh

to

low:ConvertibleShallowAverageEntrenchedThe

Conversion

ModelCopyright

©

2009

Pearson

Education

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Asia

PteLtd59The

model

also

classifiesnon-users

of

abrand

into

four

groups

based

on

their“balance

of

disposition”

and

opennesstotrying

the

brand,

from

low

to

high:Strongly

unavailableWeakly

unavailableAmbivalentAvailableSegmenting

Business

MarketsCopyright

©

2009

Pearson

Education

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Asia

PteLtd60Business

markets

can

be

segmented

withsome

of

the

variables

used

in

consumermarketsegmentation

but

business

marketers

alsouseother

variables.Within

a

given

target

market

industry

andcustomer

size,

a

company

can

segment

furtherby

purchase

criteria.Business

marketers

generally

identifysegments

through

a

sequential

process.Copyright

©

2009

Pearson

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PteLtd61Copyright

©

2009

Pearson

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PteLtd62Business

Market

SegmentationA

rubber-tire

company

should

first

decide

whichindustries

it

wants

to

serve.It

can

sell

tires

to

manufacturers

of

automobiles,

trucks,farm

tractors,

forklift

trucks,

or

aircraft.Within

a

chosen

target

industry,

a

company

can

furthersegment

by

company

size.The

company

might

set

up

separate

operations

forselling

to

large

and

smallcustomers.Copyright

©

2009

Pearson

Education

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Asia

PteLtd63Within

a

given

target

industry

and

customersize,

a

company

can

segment

further

bypurchase

criteria.For

example,government

laboratories

need

low

prices

andservice

contracts

for

scientific

equipment;university

laboratories

need

equipment

that

requireslittle

service;

andindustrial

laboratories

need

equipment

that

is

highlyreliable

andaccurateCopyright

©

2009

Pearson

Education

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Asia

PteLtd64Business

Market

SegmentationMarket

TargetingCopyright

©

2009

Pearson

Education

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Asia

PteLtd65Once

a

firm

has

identified

its

market-segment

opportunities,

it

must

decidehow

many

and

which

ones

to

target.This

has

lead

some

researchers

toadvocate

a

needs-basedmarketsegmentation

approach.Copyright

©

2009

Pearson

Education

South

Asia

PteLtd66Effective

Segmentation

CriteriaTo

be

useful,

market

segments

must

ratefavorable

on

five

key

criteria:MeasurableSubstantialAccessibleDifferentiableActionableCopyright

©

2009

Pearson

Education

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Asia

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Segmentation

Criteria:Copyright

©

2009

Pearson

Education

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PteLtd68Measurable

—

The

size,

purchasing

power,and

characteristics

of

the

segments

can

bemeasured.Substantial

—

The

segments

are

large

andprofitable

enough

to

serve.

A

segment

shouldbe

the

largest

possible

homogeneous

groupworth

going

after

with

a

tailored

marketingprogram.Accessible

—

The

segments

can

beeffectively

reached

and

served.Effective

Segmentation

Criteria:Copyright

©

2009

Pearson

Education

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Asia

PteLtd69Differentiable

—

The

segments

areconceptually

distinguishable

and

responddifferently

to

different

marketing-mixelementsand

programs.Actionable

—

Effective

programs

can

beformulated

for

attracting

and

serving

thesegments.Evaluating

and

Selecting

theMarketSegmentsIn

evaluating

different

market

segments,the

firm

must

look

at

twofactors:The

segment’s

overallattractiveness

andthe

company’s

objectives

andresources.Copyright

©

2009

Pearson

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Asia

PteLtd70Figure

8.5:

Five

Patterns

ofTarget

Market

SelectionCopyright

©

2009

Pearson

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PteLtd71Single

SegmentConcentrationThrough

concentrated

marketing,

thefirmgains

a

strong

knowledge

of

thesegment’sneeds

and

achieves

a

strong

marketpresence.However,

there

are

risks,

a

market

segmentcan

turn

sour,

or

a

competitor

mayinvadethe

segment.For

these

reasons,

many

companiespreferto

operate

in

more

than

one

segment.Companies

can

try

to

operate

in

super-segments

rather

than

in

isolated

segments.Copyright

©

2009

Pearson

Education

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Asia

PteLtd72Selective

SpecializationThe

firm

selects

a

number

ofsegments,

each

objectivelyattractive

and

appropriate.This

multi-segment

strategyhas

the

advantageofdiversifying

the

firm’s

riskCopyright

©

2009

Pearson

Education

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Asia

PteLtd73Product

SpecializationMakes

&

sells

-

different

marketsegmentsRisk:

Product

replaced

by

newtechnologyMarket

SpecializationServe

many

needs

of

agroupStrong

reputation

-

channel

for

other

productsDownside

risksGroup

suffer

budget

cuts

orShrink

insizeProduct

and

Market

SpecializationCopyright

©

2009

Pearson

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Market

CoverageCopyright

©

2009

Pearson

Education

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firm

attempts

to

serve

all

customergroups

with

all

the

products

they

might

need.In

undifferentiated

marketing,

thefirmignores

segment

differences

and

goes

afterthe

whole

market

with

one

offer.In

differentiated

marketing,

the

firm

operatesin

several

market

segments

and

designsdifferent

products

for

each

segmentCopyright

©

2009

Pearson

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Considerations:Copyright

©

2009

Pearson

Education

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PteLtd77Two

other

considerations

must

be

takeninto

account

in

evaluating

and

selectingsegments:segment-by-segment

invasionplans,ethical

choice