市场营销知识培训（英文版）课件.ppt

市场营销知识培训(英文版)(ppt 273页),Objectives,Course OrganizationTasks of MarketingMajor Concepts&Tools of MarketingMarketplace OrientationsMarketings Responses to New Challenges,Course/Text Organization,Part I-Understanding Marketing ManagementPart II-Analyzing Marketing OpportunitiesPart III-Developing Marketing StrategiesPart IV-Shaping the Market OfferingPart V-Managing&Delivering Marketing Programs,Defining Marketing,Marketing is a societal process by which individuals and groups obtain what they need and want through creating,offering,and freely exchanging products and services of value with others.-Philip Kotler(p.7),Core Concepts of Marketing,Product or Offering,Value and Satisfaction,Needs,Wants,and Demands,Exchange and Transactions,Relationships and Networks,Target Markets&Segmentation,Marketing Channels,Supply Chain,Competition,Marketing Environment,Simple Marketing System,Goods/services,Money,Manufacturermarkets,Structure of Flows,The Four Ps,MarketingMix,The Four Cs,CustomerSolution,CustomerCost,Communication,Conven-ience,Production Concept,Product Concept,Selling Concept,Marketing Concept,Consumers prefer products that are widely available and inexpensive,Consumers favor products thatoffer the most quality,performance,or innovative features,Consumers will buy products only ifthe company aggressivelypromotes/sells these products,Focuses on needs/wants of target markets&delivering value better than competitors,Company Orientations Towards the Marketplace,Customer Delivered Value,Customers,Front-line people,Middle Management,TopManagement,Traditional Organization Chart,Customer-Oriented Organization Chart,Evolving Views of Marketings Role,Evolving Views of Marketings Role,Evolving Views of Marketings Role,Review,Course OrganizationTasks of MarketingMajor Concepts&Tools of MarketingMarketplace OrientationsMarketings Responses to New Challenges,Chapter 2,Building CustomerSatisfactionthrough Quality,Service,and Value,Objectives,Define value&satisfaction-understand how to deliver themThe nature of high-performance businessesHow to attract&retain customersImproving customer profitabilityTotal quality management,Determinants of Customer Delivered Value,Satisfaction is a persons feelings of pleasure or disappointment resulting from comparing a products perceived performance(or outcome)in relation to his or her expectations.,High Performance Business,The Generic Value Chain,Levi Strauss Value-Delivery Network,Competition is between networks,not companies.The winner is the company with the better network.,Sears(Retail),Satisfied Customers:,Are loyal longerBuy more(new products&upgrades)Spread favorable word-of-mouthAre more brand loyal(less price sensitive)Offer feedbackReduce transaction costs,Levels of Relationship Marketing,Customer Development,Suspects,Customer/Product Profitability Analysis,The Profit Triangle,Value creation,Competitive advantage,Internal operations,Profit,Quality,Quality is the totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs.,#1,Review,Define value&satisfaction-understand how to deliver themThe nature of high-performance businessesHow to attract&retain customersImproving customer profitabilityTotal quality management,Chapter 3,Winning Markets:Market-Oriented Strategic Planning,Objectives,Corporate and division strategic planingBusiness unit planningThe marketing processProduct level planningThe marketing plan,Market-Oriented Strategic Planning,Market-Oriented Strategic Planning,Corporate Headquarters Planning,Define the corporate missionEstablish strategic business units(SBUs)Assign resources to SBUsPlan new business,downsize older businesses,Strategic-Planning,Implementation,and Control Process,Planning,Good Mission Statements:,Limited number of goals,Stress major policies&values,The Boston Consulting Groups Growth-Share Matrix,Market Attractiveness:Competitive-Position Portfolio Classification,The Strategic-Planning Gap,Three Intensive Growth Strategies:Ansoffs Product/Market Expansion Grid,4.Diversification,1,4,2,3,High,Low,High,Low,Attractiveness,Success Probability,Opportunities,Opportunity Matrix,1.Company develops a more powerful lighting system2.Company develops a device for measuring the energy efficiency of any lighting system3.Company develops a device for measuring illumination level4.Company develops a software program to teach lighting fundamentals to TV studio personnel,Threat Matrix,1.Competitor develops a superior lighting system2.Major prolonged economic depression3.Higher costs4.Legislation to reduce number of TV studio licenses,1,4,2,3,High,Low,High,Low,Seriousness,Probability of Occurrence,Threats,The McKinsey 7-S Framework,The Value-Delivery Process,(a)Traditional physical process sequence,(b)Value creation&delivery sequence,The Marketing Plan,Executive Summary&Table of Contents,Current Marketing Situation,Opportunity&Issue Analysis,Objectives,Marketing Strategy,Action Programs,Projected Profit-and-loss,Controls,Factors Influencing Company Marketing Strategy,Targetcustomers,Review,Corporate and division strategic planingBusiness unit planningThe marketing processProduct level planningThe marketing plan,Chapter 4,Gathering Information andMeasuring Market Demand,Objectives,Components of a marketing information systemCriteria of good marketing researchDecision support systems for marketing managementDemand measurement and forecast,A marketing information system(MIS)consists of people,equipment,and procedures to gather,sort,analyze,evaluate,and distribute needed,timely,and accurate information to marketing decision makers.,A marketing intelligence system is a set of procedures and sources used by managers to obtain everyday information about developments in the marketing environment.,Defining the Problem&Research Objectives,ExploratoryResearch,DescriptiveResearch,CausalResearch,Research Approaches,Behavioral,Focus-group,Experimental,Observational,Secondary-Data Sources,Internal SourcesGovernment PublicationsPeriodicals and BooksCommercial DataOn-LineAssociationsBusiness Information,The Marketing Research Process,Defining theproblem andresearchobjectives,Good Marketing Research:,Is scientificIs creativeUses multiple methodsRealizes the interdependence of models&dataAcknowledges the cost&value of informationMaintains“healthy”skepticismIs ethical,Ninety Types of Demand Measurement(6 x 5 x 3),Demand,Estimating Current Demand,Total Market PotentialArea Market PotentialIndustry SalesMarket Share,Estimating Future Demand,Survey of Buyers IntentionsComposite of Sales Force OpinionExpert OpinionPast Sales AnalysisMarket Test Method,Review,Components of a marketing information systemCriteria of good marketing researchDecision support systems for marketing managementDemand measurement and forecast,Chapter 5,Scanning theMarketing Environment,Objectives,Tracking&Identifying Opportunities in the MacroenvironmentDemographic,Economic,Natural,Technological,Political,&Cultural Developments,Macroenvironmental Forces,World trade enablersAsian economic powerRise of trade blocsInternational monetary crisesUse of barter&countertradeMove towards market economies“Global”lifestyles,Macroenvironmental Forces,Opening of“new”marketsEmerging transnational firmsCross-border strategic alliancesRegional ethnic&religious conflictGlobal branding,Demographic Environment,Worldwide Population Growth,Population Age Mix,Ethnic Markets,Household Patterns,Educational Groups,Geographical Shifts in Population,Shift from Mass Market to Micromarkets,Economic Environment,Income Distribution,Subsistence economies,Raw-material-exporting economies,Industrializing economies,Industrial economies,Savings,Debt,&Credit Availability,NaturalEnvironment,Issues in the TechnologicalEnvironment,IncreasedLegislation,Special-InterestGroups,Social/Cultural Environment,OfOrganizations,OfNature,OfOneself,OfSociety,Ofthe Universe,OfOthers,ViewsThat ExpressValues,Social/Cultural Environment,Review,Tracking&Identifying Opportunities in the MacroenvironmentDemographic,Economic,Natural,Technological,Political,&Cultural Developments,Chapter 6,Analyzing ConsumerMarkets andBuying Behavior,Objectives,Influences on Buying BehaviorBuyer Decision Making,Simple Response Model,Stimulus,Model of Buying Behavior,Cultural Factors,Buyer,Social Factors,ReferenceGroups,Roles&Statuses,Family,Influences on Consumer Behavior,Personal Influences,Psychological Factors,Perception,Learning,Beliefs&Attitudes,Motivation,Maslows Hierarchyof Needs,Four Types of Buying Behavior,ComplexBuyingBehavior,Dissonance-Reducing BuyingBehavior,Variety-SeekingBehavior,HabitualBuyingBehavior,HighInvolvement,LowInvolvement,Consumer BuyingProcess,Problemrecognition,Decision Making Sets,Steps Between Evaluation of Alternatives and a Purchase Decision,Evaluationofalternatives,How Customers Use orDispose of Products,Product,Review,Influences on Buying BehaviorBuyer Decision Making,Chapter 7,Analyzing BusinessMarkets&BusinessBuying Behavior,Objectives,How Business&Consumer Markets DifferOrganizational Buying SituationsParticipants in the Business Buying ProcessMajor Influences on Organizational BuyersBusiness Buyer Decision MakingInstitutional&Government Buying,Business vs.Consumer Markets,Fewer buyersLarger buyersClose supplier-customer relationshipGeographically concentratedDerived demandInelastic demandFluctuating demand,Business vs.Consumer Markets,Professional purchasing Several buying influencesMultiple sales callsDirect purchasingReciprocityLeasing,UtilitiesOffice SuppliesBulk chemicals,New vehiclesElec.EquipConsultantsComputer equip.,Custom furnitureInstalled componentsBuildingsWeapon systems,Participants in the Business Buying Process,Gatekeepers,Initiators,Buyers,Influencers,Deciders,Users,Approvers,Major Influences on Industrial Buying Behavior,BusinessBuyer,Organizational Factors,Purchasing-DepartmentUpgrading,Cross-FunctionalRoles,CentralizedPurchasing,Decentralized Purchasing of SmallTicket Items,InternetPurchasing,Long-TermContracts,Purchasing-PerformanceEvaluation&Pro.Buyers,LeanProduction,Problem Recognition,PostPurchase,Purchase,InfoSearch/Eval,NeedRecognition,Institutional Markets,Government Markets,Review,How Business&Consumer Markets DifferOrganizational Buying SituationsParticipants in the Business Buying ProcessMajor Influences on Organizational BuyersBusiness Buyer Decision MakingInstitutional&Government Buying,Chapter 8,Dealing withthe Competition,Objectives,Identifying CompetitorsEvaluating CompetitorsCompetitive Intelligence SystemsCompetitive StrategiesCustomer vs.Competitor Orientation,Induce your competitors not to invest in those products,markets and services where you expect to invest the most that is the fundamental rule of strategy.Bruce Henderson,Founder of BCG,There is nothing more exhilarating than to be shot at without result.Winston Churchill,Five Forces Determining Segment Structural Attractiveness,Barriers and Profitability,Low,riskyreturns,Industry Competition,Number of Sellers-Degree of DifferentiationEntry,Mobility,Exit barriersCost StructureDegree of Vertical IntegrationDegree of Globalization,Strategic Groups in the Major Appliance Industry,Group ANarrow lineLower mfg.costVery high serviceHigh price,Group DBroad lineMedium mfg.costLow serviceLow price,Group CModerate lineMedium mfg.costMedium serviceMedium price,Group BFull lineLow mfg.costGood serviceMedium price,Analyzing Competitors,Competitors Expansion Plans,Hypothetical Market Structure&Strategies,Expand Market,Defend Market Share,Expand Market Share,Attack leader,Status quo,Imitate,Special-ize,Defense Strategies,Attacker,Defender,(1)Positiondefense,(6)Contractiondefense,Optimal Market Share,Attack Strategies,Specific Attack Strategies,Price-discountCheaper goodsPrestige goodsProduct proliferationProduct innovationImproved servicesDistribution innovationManufacturing cost reductionIntensive advertising promotion,“Nichemanship”,End-user specialistVertical-level specialistCustomer-size specialistSpecific-customer specialistGeographic specialistProduct or product-line specialistProduct-feature specialistJob-shop specialistQuality-price specialistService specialistChannel specialist,Balance,Competition,Customer,+Fighter orientation,+Alert,+Exploit weaknesses,-Reactive,+ID opportunities,+Long-run profit,+Emerging needs&groups,Review,Identifying CompetitorsEvaluating CompetitorsCompetitive Intelligence SystemsCompetitive StrategiesCustomer vs.Competitor Orientation,Chapter 9,Identifying MarketSegments and SelectingTarget Markets,Objectives,Identifying Market SegmentsChoosing Target Markets,Steps in Market Segmentation,Targeting,and Positioning,Basic Market-Preference Patterns,Market-Segmentation Procedure,SurveyMotivationsAttitudesBehaviorAnalysisFactorsClustersProfiling,Bases for Segmenting Consumer Markets,Demographic,Age,Gender,Family size and Life cycle,Race,Occupation,or Income.,Bases for Segmenting Business Markets,DemographicOperating VariablesPurchasing ApproachesSituational FactorsPersonal Characteristics,Measurable,Accessible,Substantial,Differential,Actionable,Effective Segmentation,Heavy and Light Users of Common Consumer Products,Additional Segmentation Criteria,Ethical Choice of Market TargetsSegment Interrelationships&SupersegmentsSegment-by-Segment Invasion PlansIntersegment Cooperation,Five Patterns of Target Market Selection,Segment-by-SegmentInvasion Plan,Review,Identifying Market SegmentsChoosing Target Markets,Chapter 10,Positioning and Differentiating Market Offerings over the Life Cycle,Objectives,Identify Differentiating AttributesChoosing&Communicating Effective PositioningMarketing Strategies Along the Product Life CycleMarketing Strategy&Market Evolution,The BCG CompetitiveAdvantage Matrix,Volume,Fragmented,Stalemated,Specialized,Product Differentiation,Form,Fea-tures,Perfor-mance,Quality,Conform-anceQuality,Dura-bility,Relia-bility,Repair-ability,Style,Design,Delivery,Services Differentiation,OrderingEase,Maintenance&Repair,CustomerTraining,Installation,CustomerConsulting,Differentiation,PersonnelChannel,Media,Atmosphere,Symbols,Events,Image Differentiation,Differences WorthEstablishing,Affordable,Superior,Profitable,Preemptive,Distinctive,Important,Positioning is the act of designing the companys offering and image to occupy a distinctive place in the the target markets mind.P 298,Perceptual Map,Sales&Profit Life Cycles,Four IntroductoryMarketing Strategies,Rapid-skimmingstrategy,Rapid-penetrationstrategy,Slow-penetrationstrategy,Slow-skimmingstrategy,Maturity Stage,Market ModificationProduct ModificationMarketing-Mix Modification,Decline Stage,Decrease investmentResolve uncertainties-stable investmentSelective nichesHarvestingDivesting,Market Evolution,EmergenceGrowthMaturityDecline,Market-Fragmentation andMarket-Consolidation Strategies,Review,Identify Differentiating AttributesChoosing&Communicating Effective PositioningMarketing Strategies Along the Product Life CycleMarketing Strategy&Mark