阿姆斯特朗《市场营销学（第13版）》 课件 第 2 章 公司和营销战略：合作建立顾客参与、价值和关系

Marketing:AnIntroductionThirteenthEditionChapter2CompanyandMarketingStrategy:PartneringtoBuildCustomerEngagement,Value,andRelationshipsCopyright©2017,2015,2013PearsonEducation,Inc.AllRightsReservedLearningObjectives(1of4)2-1.Explaincompany-widestrategicplanninganditsfoursteps.2-2.Discusshowtodesignbusinessportfoliosanddevelop

growthstrategies.2-3.Explainmarketing’sroleinstrategicplanningandhowmarketingworkswithitspartnerstocreateanddelivercustomervalue.LearningObjectives(2of4)2-4.Describetheelementsofacustomervalue-drivenmarketingstrategyandmixandtheforcesthatinfluenceit.2-5.Listthemarketingmanagementfunctions,includingtheelementsofamarketingplan,anddiscusstheimportanceofmeasuringandmanagingmarketingreturnoninvestment.FirstStop:Starbuck’sCustomer

Value-DrivenMarketingStrategyMorethanjustcoffee,StarbuckssellstheStarbucksExperience,onethat“enrichespeople’slivesonemoment,onehumanbeing,oneextraordinarycupofcoffeeatatime.”LearningObjective2-1Explaincompany-widestrategicplanninganditsfoursteps.StrategicPlanningGameplanforlong-runsurvivalandgrowthHelpstomaintainastrategicfitbetweenitsgoalsandcapabilitiesandchangingmarketingopportunities.Figure2.1-StepsinStrategicPlanningMissionStatementStatementoftheorganization’spurposeMarketoriented-definedintermsofsatisfyingbasiccustomerneedsEmphasizethecompany’sstrengthsFocusoncustomersandthecustomerexperienceSettingCompanyObjectivesandGoals(1of2)DetailedsupportingobjectivesforeachlevelofmanagementSettingahierarchyofobjectivesBusinessobjectivesMarketingobjectivesSettingCompanyObjectivesandGoals(2of2)LearningObjective2-1SummaryStrategicplanningDefiningthecompany’smissionSettingobjectivesandgoalsDesigningabusinessportfolioDevelopingfunctionalplansCompanymissionstatementMarketoriented,realistic,specificMotivating,consistentwithmarketenvironmentLearningObjective2-2Discusshowtodesignbusinessportfoliosanddevelop

growthstrategies.BusinessPortfolio(1of2)CollectionofbusinessesandproductsthatmakeupthecompanyStepsinbusinessportfolioplanning:Analyzethefirm’scurrent

businessportfolioDevelopstrategiestoshapethefutureportfolioBusinessPortfolio(2of2)Disneyhasbecomeasprawlingcollectionofmediaandentertainmentbusinesses.PortfolioAnalysisManagement’sevaluationoftheproductsandbusinessesthatmakeupthecompanyIdentifythestrategicbusinessunits(SBUs)AssessSBUs’attractivenessanddecideonthelevelofsupportSBUdeservesDirectresourcestowardmoreprofitablebusinessesandphasedownordropitsweakeronesFigure2.2-TheBCGGrowth-ShareMatrixGrowth-ShareMatrixEvaluatesacompany’sSBUsintermsofmarketgrowthrateandrelativemarketshareProblemswithGrowth-ShareMatrixDifficult,timeconsuming,andcostlyDifficulttodefineandmeasureProvideslittleadviceforfutureplanningFigure2.3-TheProduct/MarketExpansionGridDevelopingStrategiesforGrowthUnderArmourhasgrownatablisteringrateunderitsmultiprongedgrowthstrategy.DownsizingProductsorbusinessunitsthatareunprofitableornolongerfitthecompany’soverallstrategyReasonstoabandonproductsormarketsRapidgrowthofthecompanyLackofexperienceinamarketChangeinmarketenvironmentDeclineofaparticularproductLearningObjective2-2SummaryPortfolioanalysisBCGGrowth-ShareMatrixProductmarketexpansiongridStrategiesforgrowthanddownsizingLearningObjective2-3Explainmarketing’sroleinstrategicplanningandhowmarketingworkswithitspartnerstocreateanddelivercustomervalue.PlanningMarketing:Partneringto

BuildCustomerRelationshipsProvidesaguidingphilosophyMarketingconcept—companystrategyshouldcreatecustomervalueandbuildprofitablerelationshipsProvidesinputstostrategicplannersIdentifymarketopportunitiesandpotentialtotakeadvantageofthemDesignsstrategiesforreachingthebusinessunit’sobjectivesPartneringwithOtherCompanyDepartments(1of2)Companydepartmentsarelinksinthecompany’sinternalvaluechain.Firm’ssuccessdependsonhowwellthevariousdepartmentscoordinatetheiractivities.Marketersshouldensureallthedepartmentsarecustomer-focusedanddevelopasmoothfunctioningvaluechain.PartneringwithOtherCompanyDepartments(2of2)TrueValue’sInternalValueChain.PartneringwithOthersintheMarketingSystemCompaniesshouldassessvaluechainsInternaldepartmentsExternal:suppliers,distributorsandcustomersValuedeliverynetworkiscomposedofthecompany,itssuppliers,itsdistributors,anditscustomersLearningObjective2-3SummaryPlanningMarketingPartneringtobuildcustomerrelationshipsPartneringwithothercompanydepartmentsPartneringwithsuppliers,distributorsandcustomersValuedeliverynetworkLearningObjective2-4Describetheelementsofacustomervalue-drivenmarketingstrategyandmixandtheforcesthatinfluenceit.Figure2.5ManagingMarketingStrategyandtheMarketingMixCustomerValue-DrivenMarketingStrategyMarketinglogicbywhichthecompanycreatescustomervalueandachievesprofitablecustomerrelationshipsIntegratedmarketingmix:product,price,place,andpromotionActivitiesforbestmarketingstrategyandmixMarketinganalysisPlanning,implementation,andcontrolMarketSegmentationandMarketTargetingMarketsegmentationDividingamarketintodistinctgroupsofbuyerswhohavedifferentneeds,characteristics,orbehaviors,andwhomightrequireseparateproductsormarketingprogramsMarketsegmentGroupofconsumerswhorespondinasimilarwaytoagivensetofmarketingeffortsMarkettargetingEvaluatingeachmarketsegment’sattractivenessandselectingoneormoresegmentstoenterPositioning

(1of2)Positioningtheproducttooccupyaclear,distinctive,anddesirableplacerelativetocompetingproductsDifferentiatingthemarketofferingtocreatesuperiorcustomervalueTheentiremarketingprogramshouldsupportthechosenpositioningstrategy.Positioning

(2of2)Southwest’spositioningas“TheLUVAirline”isreinforcedbythecolorfulheartinitsnewlogoandplanegraphicsdesign.

Figure2.5-TheFourPsoftheMarketingMixCriticismsoftheFourPsOmitsorunderemphasizesserviceproductsNeedstoincludepackagingasaproductdecisionBuyer’sperspectivewouldemphasizethefourAs:AcceptabilityAffordabilityAccessibilityAwarenessFigure2.6-ManagingMarketing:Analysis,Planning,Implementation,andControlFigure2.7-SWOTAnalysis:Strengths(S),Weaknesses(W),Opportunities(O),andThreats(T)LearningObjective2-4SummaryCustomervalue-drivenmarketingstrategyMarketsegmentationandmarketsegmentMarkettargetingPositioninganddifferentiatingFourPsofthemarketingmixAnalysis,planningimplementationandcontrolSWOTanalysisLearningObjective2-5(1of2)Listthemarketingmanagementfunctions,includingtheelementsofamarketingplan,anddiscusstheimportanceofmeasuringandmanagingmarketingreturnoninvestment.ContentsofaMarketingPlan(1of2)SectionPurposeExecutivesummaryBriefsummaryofthemaingoalsandrecommendationsCurrentmarketingsituationGivesthemarketdescription

andtheproduct,competition,anddistribution

reviewThreatsandopportunitiesanalysisHelpsmanagementtoanticipateimportantpositiveornegativedevelopmentsObjectivesandissuesStatesanddiscussesmarketingobjectivesandkeyissuesContentsofaMarketingPlan(2of2)SectionPurposeMarketingstrategyOutlinesthebroadmarketinglogicandthespecificsoftargetmarkets,positioning,marketingexpenditurelevels,andstrategiesforeachmarketingmixelementActionprogramsSpellsouthowmarketingstrategieswillbeturnedintospecificactionprogramsBudgetsDetailsasupportingmarketingbudgetthatisaprojectedprofit-and-lossstatementControlsOutlinesthecontrolsthatwillbeusedtomonitorprogress,allowmanagementtoreviewimplementationresults,andspotproductsthatarenotmeetingtheirgoalsMarketImplementationTurningmarketingstrategiesandplansintomarketingactionstoaccomplishstrategicmarketingobjectivesAddressesthewho,where,when,andhowofthemarketingactivitiesMarketingDepartmentOrganizationFunctionalorganizationGeographicorganizationProductmanagementorganizationMarketorcustomermanagementorganizationCombinationorganizationMarketingControlMeasuringandevaluatingtheresultsofmarketingstrategiesandplansOperatingcontrolensuresthatthecompanyachievesitssales,profits,andothergoals.Strategiccontrolinvolveslookingatwhetherthecompany’sbasicstrategiesarewellmatchedtoitsopportunities.MarketingReturnonInvestment(ROI)Netreturnfromamarketinginvestmentdividedbythecostsofthemarket