市场营销学（英文版第15版）课件 第5、6章 -Understanding Consumer、Customer Value-Driven Marketing Strategy

Marketing:AnIntroductionFifteenthEditionChapter05UnderstandingConsumerandBusinessBuyerBehaviorCopyright©2023,2020,2017PearsonEducation,Inc.AllRightsReservedObjectivesOutline(1of2)5.1 Understandtheconsumermarketandthemajorfactorsthatinfluenceconsumerbuyerbehavior.5.2 Identifyanddiscussthestagesinthebuyerdecisionprocess.5.3 Describetheadoptionanddiffusionprocessfornewproducts.ObjectivesOutline(2of2)5.4 Definethebusinessmarketandidentifythemajorfactorsthatinfluencebusinessbuyerbehavior.5.5 Listanddefinethestepsinthebusinessbuyingdecisionprocess.5.6 Discusshowonline,mobile,andsocialmediahavechangedbusiness-to-businessmarketing.FirstStop:SPANX:ChangingtheWayWomen(andMen)ThinkaboutShapewearBychanginglong-heldattitudestowardwomen’sfoundationwear,SPANXbegantheshapewearrevolutionthathasmadefounderSaraBlakelytheworld’syoungestself-madefemalebillionaire.

ObjectivesOutline5.1Understandtheconsumermarketandthemajorfactorsthatinfluenceconsumerbuyerbehavior.ConsumerBuyerBehaviorandConsumerMarketsConsumerbuyerbehaviorBuyingbehavioroffinalconsumersConsumermarketAlltheindividualsandhouseholdsthatbuyoracquiregoodsandservicesforpersonalconsumptionFigure5.1TheModelofBuyerBehaviorFigure5.2FactorsInfluencingConsumerBehaviorCulturalFactors(1of2)CultureSetofbasicvalues,perceptions,wants,andbehaviorslearnedbyanindividualfromfamilyandotherimportantinstitutionsSubcultureGroupofpeoplewithsharedvaluesystemsbasedoncommonlifeexperiencesandsituationsTotalmarketstrategyintegratesethnicthemesandcross-culturalperspectiveswithinabrand’smainstreammarketing.SocialclassRelativelypermanentandordereddivisionsinasocietywhosememberssharesimilarvalues,interests,andbehaviorsCulturalFactors(2of2)TargetingHispanicconsumers:Nestlé’sDiGiornobrandworkedwithTwitter’sU.S.HispanicsteamandtheNFLtocreateafootballcampaignwithSpanishtweets.SocialFactorsGroupsWord-of-mouthinfluenceOpinionleadersOnlinesocialnetworksFamilyRolesandstatusPersonalFactors(1of2)OccupationAgeandfamilylifecycleEconomicsituationLifestylePersonalityandself-conceptPersonalFactors(2of2)Influencermarketing:CoverGirl’s“IAmWhatIMakeUp”campaignusesadiverseteamofinfluentialbrandambassadorswhoexplainauthenticallyintheirownwordswhatthesloganmeanstothem.PsychologicalFactorsMotivationPerceptionLearningBeliefsandAttitudesFigure5.3Maslow’sHierarchyofNeedsObjectivesOutline5.1SummaryConsumermarketandconsumerbuyerbehaviorModelofbuyerbehaviorTheenvironment,buyer’sblackbox,andbuyerresponsesFactorsinfluencingconsumerbehaviorCulturalSocialPersonalcharacteristicsPsychologicalfactorsObjectivesOutline5.2Identifyanddiscussthestagesinthebuyerdecisionprocess.Figure5.4BuyerDecisionProcessInformationSearchInformationsources:Yelp’sgoalis“toconnectpeoplewithgreatlocalbusinesses”bymaintainingahuge,searchablecollectionofcandidreviewsfrompeoplewho’veusedthosebusinesses.“Weknowjusttheplace,”saysYelp.PostpurchaseBehaviorPostpurchasecognitivedissonance:Postpurchasecustomersatisfactionisakeytobuildingprofitablecustomerrelationships.Mostmarketersgobeyondmerelymeetingthecustomerexpectations—theyaimtodelightcustomers.ObjectivesOutline5.2SummaryStagesinthebuyerdecisionprocessNeedrecognitionInformationsearchAlternativeevaluationPurchasedecisionPostpurchasebehaviorObjectivesOutline5.3Describetheadoptionanddiffusionprocessfornewproducts.StagesintheAdoptionProcessAwarenessInterestEvaluationTrialAdoptionFigure5.5AdopterCategoriesBasedonRelativeTimeofAdoptionofInnovationsCharacteristicsInfluencinganInnovation’sRateofAdoptionRelativeadvantageCompatibilityComplexityDivisibilityCommunicabilityObjectivesOutline5.3SummaryFivestagesoftheadoptionprocessAwarenessInterestEvaluationTrialAdoptionThediffusionprocessfornewproductsInnovators,earlyadopters,earlymainstream,latemainstream,orlaggingadoptersObjectivesOutline5.4Definethebusinessmarketandidentifythemajorfactorsthatinfluencebusinessbuyerbehavior.BusinessBuyerBehaviorBusinessbuyerbehaviorPurchasinggoodsandservicesareusedintheproductionofotherproductsandservicesBusiness-to-business(B-to-B)marketersmustunderstandbusinessmarketsandbusinessbuyerbehaviorBusinessbuyingprocess:DeterminingwhichproductsandservicestopurchaseFinding,evaluating,andchoosingamongalternativesuppliersandbrandsBusinessMarketsBusinessmarketsarehugeandinvolvemoremoneyanditemsthanconsumermarkets.DifferfromconsumermarketsintermsofMarketstructureanddemandNatureofthebuyingunitTypesofdecisionsandthedecisionprocessMarketStructureandDemandBusinessmarketstructureanddemandFewerbutlargerbuyersDeriveddemand:BusinessdemandthatcomesfromthedemandforconsumergoodsInelasticandfluctuatingdemandNatureoftheBuyingUnitNatureofthebusinessmarketbuyingunitMoredecisionparticipantsMoreprofessionalpurchasingeffortTypesofDecisionsBusinesspurchasesMorecomplexbuyingdecisionsLargesumsofmoneyComplextechnicalandeconomicconsiderationsInteractionsamongpeopleatmanylevelsofthebuyer’sorganizationDecisionProcessBuyingprocessesLongerandmoreformalizedproceduresBuyerandsellermoredependentoneachotherSupplierdevelopment:Systematicdevelopmentofnetworksofsupplier-partnerstoensureadependablesupplyofproductsandmaterialsFigure5.6AModelofBusinessBuyerBehaviorTypesofBuyingSituations(1of2)StraightrebuyBuyerroutinelyreorderssomethingwithoutanymodificationsModifiedrebuyBuyerwantstomodifyproductspecifications,prices,terms,orsuppliersNewtaskBuyerpurchasesaproductorserviceforthefirsttimeSystemsselling(orsolutionsselling)BuyingapackagedsolutiontoaproblemfromasinglesellerAvoidstheseparatedecisionsinvolvedinacomplexbuyingsituationTypesofBuyingSituations(2of2)Thebusinessbuyerdecisionprocess:Morethanjustsupplyingnetworkingequipmentandsystemstoitsbusinesscustomers,“Ciscoisfirmlyfocusedonbeingthemoststrategicpartnerforourcustomersandhelpingthemsucceedintoday’sworld.”ParticipantsintheBusinessBuyingProcessBuyingcenter:Alltheindividualsandunitsthatplayaroleinthepurchasedecision-makingprocessActualusersoftheproductorservicePeoplewhomakethebuyingdecisionPeopleandunitsinfluencingthebuyingdecisionPeoplewhodotheactualbuyingIndividualsandunitscontrollingthebuyinginformationFigure5.7MajorInfluencesonBusinessBuyingBehaviorObjectivesOutline5.4SummaryBuyingbehavioroforganizationsBusiness-to-business(B-to-B)marketersBusinessbuyingprocessMarketstructureanddemandTypesofbuyingsituationsBuyingcenter—decision-makingunitObjectivesOutline5.5Listanddefinethestepsinthebusinessbuyingdecisionprocess.Figure5.8StagesoftheBusinessBuyerDecisionProcessObjectivesOutline5.5SummaryStepsinthebusinessbuyingdecisionprocess:Problemrecognition,generalneeddescription,productspecifications,proposalsolicitation,supplierselection,order-routinespecification,andperformancereviewObjectivesOutline5.6Discusshowonline,mobile,andsocialmediahavechangedbusiness-to-businessmarketing.E-ProcurementandOnlinePurchasingPurchasingthroughelectronicconnectionsbetweenbuyersandsellers—usuallyonlineE-procurementoccursthroughReverseauctionsOnlinetradingexchangesCompanybuyingsitesExtranetlinkswithkeysuppliersBenefitsandProblemsofE-ProcurementBenefitsCutstransactioncostsResultsinefficientpurchasingforbothbuyersandsuppliersReducesthetimebetweenorderanddeliveryHelpsanorganizationkeepbettertrackofallpurchasesFreesbuyersfromalotofpaperworkProblemsCanaffectthecustomer-supplierrelationshipPitssuppliersagainstoneanotherBusiness-to-BusinessDigitalandSocialMediaMarketingB-to-Bmarketersarenowusingawiderangeofdigitalandsocialmediamarketingapproaches.Comparedwithtraditionalmediaandsalesapproaches,digitalandsocialmediacancreategreatercustomerengagementandinteraction.ObjectivesOutline5.6SummaryInformationanddigitaltechnologyhavegivenbirthto“e-procurement.”FinalThoughtsHowcanyouapplythismaterialtomorefullyappreciateyourownmotivationsforpurchases?Marketing:AnIntroductionFifteenthEditionChapter06CustomerValue-DrivenMarketingStrategy:CreatingValueforTargetCustomersCopyright©2023,2020,2017PearsonEducation,Inc.AllRightsReservedObjectivesOutline(1of2)6.1Definethemajorstepsindesigningacustomervalue-drivenmarketingstrategy:marketsegmentation,targeting,differentiation,andpositioning.6.2

Listanddiscussthemajorbasesforsegmentingconsumerandbusinessmarkets.ObjectivesOutline(2of2)6.3

Explainhowcompaniesidentifyattractivemarketsegmentsandchooseamarket-targetingstrategy.6.4

Discusshowcompaniesdifferentiateandpositiontheirproductsformaximumcompetitiveadvantage.FirstStop:P&G:CompetingwithItself—andWinningByofferingbrandsandsub-brandsthattargetspecificsegmentsofdetergentpreferences,hereTideFree&Gentle,Tideoffersauniquevaluepropositiontoeachdistinctcustomersegment.ObjectiveOutline6.1Definethemajorstepsindesigningacustomervalue-drivenmarketingstrategy:marketsegmentation,targeting,differentiation,andpositioning.Figure6.1DesigningaCustomerValue-DrivenMarketStrategyObjectiveOutline6.1SummaryCustomervalue-drivenmarketingstrategyIdentifyingwhichcustomerstoserveDeterminingavaluepropositionMarketsegmentationandmarkettargetingDifferentiatingthemarketofferingPositioninginthemindsoftargetcustomersRightrelationshipswiththerightcustomersObjectiveOutline6.2Listanddiscussthemajorbasesforsegmentingconsumerandbusinessmarkets.Table6.1MajorSegmentationVariablesforConsumerMarketsSegmentationVariableExamplesGeographicNations,regions,states,counties,cities,neighborhoods,populationdensity(urban,suburban,rural),climateDemographicAge,life-cyclestage,gender,income,occupation,education,religion,ethnicity,generationPsychographic

Socialclass,lifestyle,personalityBehavioralOccasions,benefits,userstatus,usagerate,loyaltystatus

GeographicandDemographicSegmentationGeographicsegmentation:DividingamarketintodifferentgeographicalunitsSuchasnations,states,regions,counties,cities,orneighborhoodsDemographicsegmentation:DividingamarketintosegmentsbasedonvariablesSuchasage,life-cyclestage,gender,income,occupation,education,religion,ethnicity,andgenerationDemographicSegmentationAgeandlife-cyclesegmentationDividingamarketintodifferentageandlife-cyclegroupsGendersegmentationDividingamarketintodifferentsegmentsbasedongenderIncomesegmentationDividingamarketintodifferentincomesegmentsPsychographicSegmentation(1of2)MarketerssegmenttheirmarketsusingvariablessuchasSocialclassLifestylePersonalitycharacteristicsTheproductspeoplebuyreflecttheirlifestyles.PsychographicSegmentation(2of2)Lifestylesegmentation:Paneracaterstoahealthy-eatinglifestylesegmentofpeoplewhowantmorethanjustgood-tastingfood—theywantfoodthat’sgoodforthem,too.BehavioralSegmentation(1of3)Occasionsegmentation:Segmentsdividedaccordingtooccasions,whenthebuyersGettheideatobuyMaketheirpurchaseUsethepurchaseditemBenefitsegmentation:Segmentsdividedaccordingtothedifferentbenefitsthatconsumersseekfromtheproduct.BehavioralSegmentation(2of3)Benefitsegmentation:Schwinnmakesbikesforeverybenefitsegment.Forexample,itse-bikes“helpmakethemorningcommuteorridearoundtownalittlebiteasier.”BehavioralSegmentation(3of3)Userstatus:Marketscanbesegmentedintononusers,ex-users,potentialusers,first-timeusers,andregularusers.Usagerate:Marketscanbesegmentedintolight,medium,andheavyproductusers.Loyaltystatus:Consumerscanbeloyaltobrands,stores,andcompanies.MultipleSegmentationBasesSegmentationbaseshelpcompaniestoIdentifysmaller,better-definedtargetgroupsIdentifyandunderstandkeycustomersegmentsReachcustomersmoreefficientlybytailoringmarketofferingsandmessagestocustomers’specificneedsSegmentationsystemshelpmarketerssegmentpeopleandlocationsintomarketablegroupsoflike-mindedconsumers.SegmentingBusinessMarketsConsumerandbusinessmarketsusemanyofthesamevariablesforsegmentation.VariablesusedbybusinessmarketersforsegmentationincludeOperatingcharacteristicsPurchasingapproachesSituationalfactorsPersonalcharacteristicsSegmentingInternationalMarketsVariablesincludeGeographiclocationEconomicfactorsPoliticalandlegalfactorsCulturalfactorsIntermarket(cross-market)segmentation:Groupingconsumerswithsimilarneedsandbuyingbehaviorsirrespectiveoftheirlocation.RequirementsforEffectiveSegmentationMeasurableAccessibleSubstantialDifferentiableActionableObjectiveOutline6.2SummaryConsumermarketsegmentationGeographic,demographic,psychographic,andbehavioralBusinessmarketsegmentationDemographics,operatingcharacteristics,purchasingapproaches,situationalfactors,andpersonalcharacteristicsRequirementsforeffectivesegmentationMeasurable,accessible,substantial,differentiable,andactionableObjectiveOutline6.3Explainhowcompaniesidentifyattractivemarketsegmentsandchooseamarket-targetingstrategy.MarketTargeting(1of2)EvaluatingthevarioussegmentsbasedonSegmentsizeandgrowthSegmentstructuralattractivenessCompanyobjectivesandresourcesSelectingtargetmarketsegmentsTargetmarket:SetofbuyerssharingcommonneedsorcharacteristicsthatthecompanydecidestoserveFigure6.2Market-TargetingStrategiesMarketTargeting(2of2)Differentiatedmarketing:Withmorethan30differentiatedhotelbrands,MarriottInternationaldominatesthehotelindustry,capturingamuchlargershareofthetravelandhospitalitymarketthanitcouldwithanysinglebrandalone.ChoosingaTargetingStrategyFactorstoconsiderCompanyresourcesProductvariabilityProduct’slife-cyclestageMarketvariabilityCompetitors’marketingstrategiesSociallyResponsibleTargetMarketingControversyandconcernoftargetmarketingVulnerableordisadvantagedconsumersaretargetedwithcontroversialorpotentiallyharmfulproducts.Sociallyresponsibletargetmarketingshouldbedonetoserveboththeinterestsofthecompanyandtheinterestsofthosetargeted.ObjectiveOutline6.3SummaryFourmarket-targetingstrategiesUndifferentiated(ormass),differentiated,concentrated(orniche),andmicromarketingMicromarketingincludeslocalandindividualmarketing.ObjectiveOutline6.4Discusshowcompaniesdifferentiateandpositiontheirproductsformaximumcompetitiveadvantage.DifferentiationandPositioningFirmsmustdecidewhichsegmentstotargetandonthevalueproposition.Productpositionisthewayaproductisdefinedbyconsumersonimportantattributes.ConcentratedMarketingConcentratedmarketing:ApparelcompanyAmericanGianthasgrownexplosivelyinitsback-to-basics,made-in-Americaniche.Figure6.3PositioningMap:LargeLuxurySUVsChoosingaDifferentiationandPositioningStrategyIdentifyingPossibleValueDifferencesandCompetitiveAdvantagesCompetitiveadvantage:AnadvantageovercompetitorsgainedbyofferinggreatercustomervalueeitherbyHavinglowerprices,orProvidingmorebenefitsthatjustifyhigherpricesFirmscandifferentiateintermsofproduct,services,channels,people,orimage.ChoosingtheRightCompetitiveAdvantages