市场营销课件

CH7MarketSegmentation,Targeting,andPositioningAheadProcter&Gamble(P&G)sellseightbrandsoflaundrydetergentintheUnitedStates(Tide,Cheer,Bold,Gain,Era,Oxydol,Dreft,andIvorySnow).Italsosellssixbrandseachofhandsoapandshampoo;fourbrandseachofliquiddishwashingdetergent,toothpaste,andtissuesandtowels,…….P&Ghasmanyadditionalbrandsineachcategoryfordifferentinternationalmarkets.Forexample,itsells16differentlaundryproductbrandsinLatinAmericaand19inEurope,theMiddleEast,andAfrica.whywouldP&Gintroduceseveralbrandsinonecategoryinsteadofconcentratingitsresourcesonasingleleadingbrand?

Theanswerliesinthefactthatdifferentpeoplewantdifferentmixesofbenefitsfromtheproductstheybuy.ChapterObjectivesInthischapter,wefocusonthefollowingquestions:Howcanonefirmsegmentthemarket?Howcanthefirmselectthetargetmarkets?Howcanthefirmchooseaneffectivepositioninginthemarket?1.IntroductionCompaniestodayrecognizethattheycannotappealtoallbuyersinthemarketplace,oratleastnottoallbuyersinthesameway.Mostcompaniesarebeingmorechoosyaboutthecustomerswithwhomtheywishtoconnect.Mosthavemovedawayfrommassmarketingandtowardmarketsegmentationandtargeting.Buyersaretoonumerous,toowidelyscattered,andtoovariedintheirneedsandbuyingpractices.Theymaydifferintheirwants,resources,locations,buyingattitudes,andbuyingpractices.Moreover,thecompaniesthemselvesvarywidelyintheirabilitiestoservedifferentsegmentsofthemarket.sometimesagainstsuperiorcompetitors,eachcompanymustidentifythepartsofthemarketthatitcanservebestandmostprofitably.Massmarketing—massproducing,massdistributing,andmasspromotingaboutthesameproductinaboutthesamewaytoallconsumers.HenryFordepitomizedthismarketingstrategywhenheofferedtheModelTFordtoallbuyers;theycouldhavethecar"inanycoloraslongasitisblack."Similarly,Coca-Colaatonetimeproducedonlyonedrinkforthewholemarket,hopingitwouldappealtoeveryone.Marketsegmentationandtargeting—identifyingmarketsegments,selectingoneormoreofthem,anddevelopingproductsandmarketingprogramstailoredtoeach.Insteadofscatteringtheirmarketingefforts(the"shotgun"approach),firmsarefocusingonthebuyerswhohavegreaterinterestinthevaluestheycreatebest(the"rifle"approach).MarketSegmentation1.Identifybasesforsegmentingthemarket2.DevelopsegmentprofilesMarketTargeting3.Developmeasureofsegmentattractiveness4.SelecttargetsegmentsMarketpositioning5.Developpositioningfortargetsegments6.DevelopamarketingmixforeachsegmentMajorstepsintargetmarketing2.MarketSegmentationThroughmarketsegmentation,companiesdividelarge,heterogeneous(不同种类的,异质的)markets（异质市场）

intosmallersegmentsthatcanbereachedmoreefficientlyandeffectivelywithproductsandservicesthatmatchtheiruniqueneeds.wediscussfiveimportantsegmentationtopics:LevelsofmarketsegmentationBasesofsegmentingconsumermarketsBasesofsegmentingbusinessmarketsRequirementsforeffectivesegmentation.(1)LevelsofmarketsegmentationMarketsegmentationcanbecarriedoutatseveraldifferentlevels.MassmarketingSegmentMarketingNicheMarketingMicro-marketingNosegmentationcompletesegmentationMassMarketingSameproducttoallconsumers(nosegmentation,i.eCoca-Cola)Companieshavenotalwayspracticedtargetmarketing.Infact,formostofthe1900s,majorconsumerproductscompaniesheldfasttomassmarketing—massproducing,massdistributing,andmasspromotingaboutthesameproductinaboutthesamewaytoallconsumers.Examples:HenryFordepitomizedthismarketingstrategywhenheofferedtheModelTFordtoallbuyers;theycouldhavethecar"inanycoloraslongasitisblack.“Similarly,Coca-Colaatonetimeproducedonlyonedrinkforthewholemarket,hopingitwouldappealtoeveryone.GMhasdesignedspecificmodelsfordifferentincomeandagegroups.Infact,itsellsmodelsforsegmentswithvariedcombinationsofageandincome.Forinstance,GMdesigneditsBuickParkAvenueforolder,higher-incomeconsumers.SegmentMarketingDifferentproductstooneormoresegments(somesegmentation)Example2001年9月21日，卫生部分别以卫食健字（2001）第0271、0275、0276号，批准了珠海康奇有限公司、无锡健特药业有限公司申报的黄金搭档儿童及青少年组合维生素片、黄金搭档女士组合维生素片、黄金搭档中老年组合维生素片三种产品:儿童及青少年组合的保健功能是：补充多种维生素及矿物质；女士组合的保健功能是：补充维生素a、β-胡萝卜素、维生素b1、维生素b2、维生素b6、维生素c、维生素e、叶酸及钙、铁、锌、硒；中老年组合的保健功能是：补充维生素b1、维生素b2、维生素b6、维生素c、维生素d、维生素e、叶酸及钙、铁、锌、硒。NicheMarketingDifferentproductstosubgroupswithinsegmentsMarketsegmentsarenormallylarge,identifiablegroupswithinamarket—forexample,luxurycarbuyers,performancecarbuyers,utilitycarbuyers,andeconomycarbuyers.Nichemarketingfocusesonsubgroupswithinthesesegments.Anicheisamorenarrowlydefinedgroup,usuallyidentifiedbydividingasegmentintosubsegmentsorbydefiningagroupwithadistinctivesetoftraitswhomayseekaspecialcombinationofbenefits.MicromarketingProductstosuitthetastesofindividualsandlocations

(completesegmentation)LocalMarketingTailoringbrands/promotionstolocalcustomergroupsIndividualMarketingTailoringproductsandprogramstotheneedsofindividualcustomers,i.e.DellIndividualmarketinghasalsobeenlabeledone-to-onemarketing,

customizedmarketing,ormarkets-of-onemarketing.Drawbacksoflocalmarketing.Itcandriveupmanufacturingandmarketingcostsbyreducingeconomiesofscale.Itcanalsocreatelogisticsproblemsascompaniestrytomeetthevariedrequirementsofdifferentregionalandlocalmarkets.Further,abrand'soverallimagemightbediluted(冲淡的)iftheproductandmessagevarytoomuchindifferentlocalities.Solutions:basedonnewsupportingtechnologies.(2)BasesforsegmentingconsumermarketsFordetailsGO(3)Basesforsegmentingbusinessmarkets

Size,purchasingpower,profilesofsegmentscanbemeasured.

Segmentscanbeeffectivelyreachedandserved.

Segmentsarelargeorprofitableenoughtoserve.

MeasurableAccessibleSubstantialDifferentialActionable

Segmentsmustresponddifferentlytodifferentmarketingmixelements&programs.

Effectiveprogramscanbedesignedtoattractandservethesegments.(4)RequirementsforEffectiveSegmentation3.MarketTargeting

SegmentSizeandGrowthAnalyzecurrentsales,growthratesandexpectedprofitabilityforvarioussegments.SegmentStructuralAttractivenessConsidereffectsof:competitors,availabilityofsubstituteproductsand,thepowerofbuyers&suppliers.CompanyObjectivesandResourcesCompanyskills&resourcesneededtosucceedinthatsegment(s).LookforCompetitiveAdvantages.(1)EvaluatingMarketSegments(2)SelectingthemarketsegmentsHavingevaluateddifferentsegments,thecompanycanconsiderfivepatternsoftargetmarketselection.FivePatternsofTargetMarketSelectionSingle-segmentconcentrationProductspecializationM1M2M3P1P2P3SelectivespecializationM1M2M3P1P2P3M1M2M3FullmarketcoverageP1P2P3MarketspecializationM1M2M3P1P2P3P1P2P3M1M2M3P=ProductM=Market4.ChoosingaPositioningStrategyExamplesofValuePropositions

DemandStatesandMarketingTasksCompanyandProductTargetCustomersBenefitsPriceValuePropositionPerdue(chicken)Quality-consciousconsumersofchickenTenderness10%premiumMoretendergoldenchickenatamoderatepremiumpriceVolvo(stationwagon)Safety-conscious“upscale”familiesDurabilityandsafety20%premiumThesafest,mostdurablewagoninwhichyourfamilycanrideDomino’s(pizza)Convenience-mindedpizzaloversDeliveryspeedandgoodquality15%premiumAgoodhotpizza,deliveredtoyourdoordoorwithin30minutesofordering,atamoderateprice(2)Baseforpositioning-thecompanytrytodifferentiateitsofferingtoachievecompetitiveadvantages.Differentiationistheactofdesigningasetofmeaningfuldifferencestodistinguishthecompany’sofferingfromcompetitors’offerings.Adifferenceisworthestablishingtotheextentthatitsatisfiesthefollowingcriteria:Adifferenceisworthestablishingtotheextentthatitsatisfiesthefollowingcriteria:Important:Thedifferencedeliversahighlyvaluedbenefittotargetbuyers.Distinctive:Competitorsdonotofferthedifference,orthecompanycanofferitinamoredistinctiveway.Superior:Thedifferenceissuperiortootherwaysthatcustomersmightobtainthesamebenefit.Communicable:Thedifferenceiscommunicableandvisibletobuyers.Preemptive(优先的,先买（占）):Competitorscannoteasilycopythedifference.Affordable:Buyerscanaffordtopayfor