framework for marketing management-short version

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marketing_management-PPT

Target Marketing
Target market - a group of people that has similar wants and needs which a firm directs its marketing activities Undifferentiated approach – one marketing mix for a product to the total market Market Segmentation approach – the division of the total market into segment with marketing mix directed to different segment
PRODUCT
Product - a good, service or idea, including all attributes provided in an exchange between buyer and seller Product Classification: Consumer goods – products purchased by consumers for personal use Industrial goods – product purchased by companies to produce other products
Marketing Activities
Promotion: Determine types of promotion Design the advertising massage Selecting advertising media Schedule the advertisements Distribution: Select wholesalers and retailers Establish procedures for handling and moving products Find the best locations for plants, warehouses and retail outlets

美之源市场营销策略

Contents1. Executive Summary 02. Company Description (1)3. Strategic Focus and Plan (2)3。

1 Mission/vision (2)3.2 Goal (2)3.3 Core Competence and Sustainable Competitive Advantage (3)4。

Situation Analysis (4)4。

1 SWOT analysis (4)4.2 Indusry analysis (5)4。

3 Competitive analysis (6)4.4 Customer analysis (7)5。

Marketing Strategy (7)5。

1 Marketing and product objectives (7)5。

2 Market segmentation (9)5.3 Target marketing (9)5。

4 Positioning (11)6。

Marketing Mix (12)7. Conclusion (13)The Marketing Strategy of Minute Maid1.Executive SummaryWithin four months，two new Minute Maid repeating，”This is a stone’s throw three birds，" Minute Maid will not only promote sales, increase its brand influence, but also to prove to the outside world，without the Huiyuan，Minute Maid brand influence and marketing approaches could also support the Coca-Cola in China's fruit juice — at least in low concentrations juice business。

中山大学吴柏林教授 “广告学原理”绝密资料_kotler01exs

2003 Prentice Hall, Inc. To accompany A Framework for Marketing Management, 2nd Edition Slide 1 in Chapter 1
Objectives
Learn how companies and marketers are responding to new challenges.
2003 Prentice Hall, Inc.
To accompany A Framework for Marketing Management, 2nd Edition
Slide 2 in Chapter 1
The New Economy
Consumer benefits from the digital revolution include:
2003 Prentice Hall, Inc. To accompany A Framework for Marketing Management, 2nd Edition Slide 10 in Chapter 1
Core Marketing Concepts
Shopping can take place in a:
2003 Prentice Hall, Inc. To accompany A Framework for Marketing Management, 2nd Edition Slide 5 in Chapter 1
What Can Be Marketed?
Goods Services Experiences Events Persons
2003 Prentice Hall, Inc. To accompany A Framework for Marketing Management, 2nd Edition Slide 3 in Chapter 1

MarketingManagement营销管理和项目规划

想要在美国总统选举中获胜，一个十分关键的因素就是精心设计并执行良好的营销方案。
2020/7/6
市场营销为什么很重要？市场营销学的范畴是什么？基本的营销理念包括什么？成功的营销管理必须完成的任务有哪些？
6
市场营销的重要性
如何在残酷的经济环境中求得生存并实现较好的财务业绩，是企业必须面对的重要问题。如果没有足够的产品需求或服务需求来产生利润，那么财务、金融、运营、会计和其他业务功能都将变得虚无飘渺。
场所
财产权
组织
信息
观念/创意
2020/7/6
9
市场营销的范畴——谁是营销者？
营销者（Marketer）：是指从潜在顾客（prospect）那里寻求响应的人，如寻求注意力、购买行为等。市场（Market）：一般而言往往把卖方的集合看成行业，而把买方看作市场。主要的顾客市场：包括消费者市场、组织市场、全球市场和非盈利市场。大市场（meta market）：在消费者看来密码相关又属于不同行业的一系列互补产品和服务。
需要、欲望和需求 • 目标市场、市场定位和市场细分 • 供应物和品牌 • 价值与满意 • 营销渠道 • 供应链 • 竞争 • 营销环境
2020/7/6
11
新营销的现实
• 网络信息技术 • 全球化 • 放松管制 • 私有化 • 激烈竞争 • 产业交融 • 零售转型 • 取消中间商 • 消费者购买力 • 消费者信息 • 消费者参与 • 消费者抵制
2020/7/6
18
市场营销和顾客价值
2020/7/6
• 3.核心能力 • 一般指专门技术和生产方面的专长，而差
异化能力则是指那些在更广泛的业务流程中表现出来的优秀特质。 • 核心能力应具有三个特征：（1）它是一种具有竞争优势且能显著地创造消费者认知利益的资源；（2）市场应用上具有一定的宽广度；（3）竞争者要模仿的难度很高。

第二章战规划

一项或多项相关业务集合
有自己的竞争者
专职经理和利润
- 16 -
2、战略业务单位
MARKETING MANAGEMENT
企业总体战略计划
确定企业任务使命
建立战略业务单位
资源分配
新业务发展计划
也称投资组合分配，即为所建立的不同战略业务单位分配需要的资源
BCG Boston Consulting Group
-7-
营销策略（4P策略）
第二节、营销战略计划的制定过程战略计划、执行和控制过程
MARKETING MANAGEMENT
公司计划部门计划业务计划产品计划
组织执行
评价结果分析原因采取措施
-8-
第二节营销战略计划的制定过程
MARKETING MANAGEMENT
（一）企业层面的战略计划
MARKETING MANAGEMENT
保持优势: 1、以最快的可行速度
发展
2、集中力量，保存力量
巩固投资：
1、向市场领先者挑战 2、有选择的加强实力 3、加强薄弱环节
有选择发展：
1、集中有限力量 2、努力克服缺点 3、如无明显增长就放
弃
选择发展
1、重点投资最有吸引
选择和维持：
有限发展和缩减
力的市场
BCG法用于企业的投资组合状态分析
投资组合是否健康？
静态分析
不能有太多的问题类和瘦狗类业务单位；
不能有太少的明星类和金牛类业务单位；
动态分析
业务单位从动态上遵循产品生命周期
问题类
明星类
金牛类
瘦狗类
瘦狗类
- 19 -
2、战略业务单位为不同业务单位选择策略

营销管理精要英文版最新版教学课件第8章

The Scope of Branding
• Branding – The process of endowing products and services with the power of a brand
Defining Brand Equity (1 of 3)
• Brand equity – Added value endowed to products with consumers
Branding Decisions (2 of 2)
• House of brands • A branded house
– Flagship product
Brand Portfolios
• The set of all brands and brand lines a particular firm offers for sale in a particular category or market segment – Flankers – Low-end entry level – Cash cows – High-end prestige
Brand Equity Models (1 of 6)
• BrandAsset® Valuator • Brandz & BrandDynamics • Brand Resonance Model
Brand Equity Models (2 of 6)
• BrandAsset® Valuator – Energized differentiation – Relevance – Esteem – Knowledge
Branding Decisions (1 of 2)
• Alternative branding strategies – Individual or Separate family brand names – Corporate umbrella or company brand name – Sub-brand name

Marketing Managing Profitable Customer Relationships

Marketing: Managing Profitable Customer
Relationships
Chapter 1
Learning Goals
1. Define marketing and the marketing process. 2. Explain the importance of understanding
▪ Offer may include services, activities, people, places, information or ideas
1 -6
Goal 2: Identify the five core marketplace concepts.
Understanding the
4. Build profitable relationships and create customer delight
5. Capture value from customers to create profits and customer quality
1 -4
Goal 1: Define marketing and the marketing process.
The Marketing Process A Five-Step Process
1. Understand the marketplace and customer needs and wants
2. Design a customer-driven marketing strategy
3. Construct a marketing program that delivers superior value
▪ This definition must include answers to two questions:

MTL有关功能安全管理证书及其产品的介绍说明书

MTL is well known for its work in the protection and prevention of explosions in hazardous areas of process plants by applying the concept of Intrinsic Safety (IS). This means MTL offers customers a wide product range for use in hazardous applications which are designed and certified to prevent ignition.Functional Safety applies to all industrial processes, whether the materials employed have an explosive hazard or not. MTL’s IS products are used for all instrumentation signals for a plant (control, safety, fire & gas systems) whereas Functional Safety applies only to the signal used for safety and fire & gas systems.Functional Safety is when electrical & electronical products are used in safety and protection systems to reduce the risk of failure affecting the operation of a protective system. Functional Safety is part of overall safety that depends on equipment or a system operating correctly in response to its inputs.For example, an over temperature protection device, using a thermal sensor in the windings of an electric motor to de-energise the motor before they can overheat, is an instance of Functional Safety.Functional Safety cannot be determined without considering systems as a whole and the environment with which they interact. It aims to reduce the risk of harm by being part of overall safety that depends on the correct functioning of the safety-related systems and other risk reduction measures.What iS Functional SaFety?When MTL products are used in safety systems they need to demonstrate an adequate level of Functional Safety. Customers demand that products used in safety systems meet the requirements of the second edition of the IEC 61508 Functional Safety standard. Therefore, when MTL design and manufacture products for use in functional safety-related systems, both the design processes and products comply with IEC 61508:2010. MTL demonstrates compliance by being certified as a Functional Safety Management (FSM) company.FSM and itS role Within Functional SaFetyFunctional Safety applies to all industrial processes, whether the materials employed have an explosive hazard or notProcess (Hazards)Control System(BPCS)Safety System(s) ESD Mitigation Measures (F&G, Controlled Release)Emergency Response FunCtional SaFEtyHow MTL is accredited for FSMInternational safety standards IEC 61511 and IEC 61508 identify an overall approach to determine and apply safety within the process plant. This approach directs the user to consider all required phases of the FSM poster.Everyone involved in the lifecycle needs to demonstrateMTL’s procedures, competence and safety management are assessed through the external certifying body SiRa . This certification assures that MTL’s FSM system is audited by a uKaS accredited body, ensuring customers of quality management.MTL follows the CaSS scheme (Conformity Assessment of safety-related systems), which is a framework underpinning IEC 61508 certification. This provides an internationally accepted structure under which certification of safety-related systems can take place.MTL, a supplier of process instrumentation, is now certified as a Functional Safety Management (FSM) companyMtl’S Functional SaFety activity FocuS• Specification, application, design and development of products for use in functional safety systems.• Competent staff to undertake Functional Safety activities when participating in projects in IEC 61508-1:2010 and MTL developed a programme forachieving and maintaining staff competence.Mtl’S coMpetence aSSeSSMentCERTIFICATION SERVICE011011Certificate No. CASS 00015/01Functional SafetyApproved Company011Support MaterialMtl’S nEW FunCtional SaFEty ManaGEMEnt PoStERCliCK HERECliCK HERE CliCK HEREFunCtional SaFEty ManaGEMEnt - ovERviEW SaFEty ManualS IEC 61508 Overview •Safety Lifecycle •Safety Integrity Levels •APPLICATION NOTES...Zener BarriersThere is an increasing interest in the use of a statistical approach to all types of reliability analysis...to read more visit our website:CliCK HERELATEST NEWS...Z L -B -F S M -E N -0613 ********************auStRaliaMTL Instruments Pty Ltd, 205-209 Woodpark Road Smithfield, New South Wales 2164AustraliaTel: + 61 1300 308 374 Fax: + 61 1300 308 463E-mail:*****************************CHinaCooper Electric (Shanghai) Co. Ltd. Room 2001, China Life Tower,16 Chao Yang Men Wai Street,Chao Yang District, Beijing, China 100020Tel: + 86 10 5980 0231 Fax: + 86 10 8562 5725E-mail:***************************FRanCEMTL Instruments sarl,7 rue des Rosiéristes, 69410 Champagne au Mont d’Or FranceTel: + 33 (0)4 37 46 16 70 Fax: +33 (0)4 37 46 17 20E-mail:****************GERManyMTL Instruments GmbH, An der Gümpgesbrücke 17D-41564 Kaarst, GermanyTel: + 49 (0)2131 718930 Fax: + 49 (0)2131 7189333E-mail:***********inDiaMTL India, No.36, Nehru Street Off Old Mahabalipuram RoadSholinganallur, Chennai - 600 119, IndiaTel: + 91 (0) 44 24501660 /24501857 Fax: + 91 (0) 44 24501463E-mail:******************italyMTL Italia srl, Via A. Meucci, 10I-20094 Corsico (MI), ItalyTel: + 39 (0)2 61802011 Fax: + 39 (0)2 61294560E-mail:****************JaPanCooper Crouse-Hinds Japan KK, MT Building 3F2-7-5 Shiba Daimon, Minato-ku,Tokyo, Japan 105-0012Tel: + 81 (0)3 6430 3128 Fax: + 81 (0)3 6430 3129E-mail:************************SoutH KoREaCooper Crouse-Hinds Korea 12F, Vision Tower707-2 Yeoksam-Dong Gangnam-Gu,Seoul 135-080, South Korea.Tel: +82 2 538 3481 Fax: +82 2 538 3505E-mail:******************************nEtHERlanDS MTL Instruments BVTerheijdenseweg 465, 4825 BK Breda The NetherlandsTel: +31 (0) 76 7505360 Fax: +31 (0) 76 7505370E-mail:********************************SinGaPoRECooper Crouse-Hinds Pte LtdNo 2 Serangoon North Avenue 5, #06-01 Fu Yu Building Singapore 554911Tel: + 65 6 645 9888 Fax: + 65 6 487 7997E-mail:**********************************unitED aRaB EMiRatESMTL Instruments, Office Nos 316, 317, 318Al Arjan Building, Defence Road, P .O Box 106298Abu Dhabi, UAETel: + 971-2 -815 2860 Fax: + 971-2 -815 2906E-mail:********************unitED KinGDoMMeasurement Technology Limited, Great Marlings, Butterfield, Luton Beds LU2 8DLTel: + 44 (0)1582 723633 Fax: + 44 (0)1582 422283E-mail:********************aMERiCaSCooper Crouse-Hinds MTL Inc. 3413 N. Sam Houston Parkway W.Suite 210, Houston TX 77086, USATel: + 1 281-571-8065 Fax: + 1 281-571-8069E-mail:*******************。

中山大学吴柏林教授 “广告策划与策略”绝密资料_CHAP01

(click for Slide 12)
2001 Prentice Hall
1.7
More Core Concepts of Marketing
Relationships and networks (click for Slide 13) Marketing channels (click for Slide 14) Supply Chain (click for Slide 15) Competition (click for Slide 16) Marketing Environment (click for Slide 17)
1.9
Needs, Wants, and Demands
Needs describe basic human requirements such as food, air, water, clothing, and shelter, recreation, education, and entertainment. Needs become wants when they are directed to specific objects that might satisfy the need. Demands are wants for specific products backed by an ability to pay.
(click here to hop back to Slide 7)
To accompany A Framework for Marketing Management by Kotler 2001 Prentice Hall
Let’s Discuss
1.13
Relationships and ቤተ መጻሕፍቲ ባይዱetworks

营销管理精要英文版最新版教学课件第2章

Diversification Growth
• Diversification growth makes sense when good opportunities exist outside the present businesses – The industry is highly attractive and the company has the right mix of business strengths to succeed
Marketing Plan
• The central instrument for directing and coordinating the marketing effort – Strategic – Tactical
Figure 2-1 Strategic Planning, Implementation, and Control
• Does our company possess or have access to the critical capabilities and resources we need to deliver the customer benefits?
Market Opportunity Analysis (MOA) (2 of 2)
Core Competencies
• A source of competitive advantage and makes a significant contribution to perceived customer benefits
• Applications in a wide variety of markets • Difficult for competitors to imitate

营销管理精要英文版最新版教学课件第14章

Press kits
Speeches Seminars
Online and Social Media Marketing
Web sites
Mobile Marketing
Text messages
Direct and Database Marketing
Catalogs
Personal Selling
Figure 14-1 Elements in Communications Process
Figure 14-2 Response Hierarchy Models
Developing Effective Communications (1 of 3)
Developing Effective Communications (2 of 3)
• Transformational appeals – Negative/fear versus positive appeals
Message Source
• Messages delivered by attractive or popular sources can achieve higher attention and recall
Developing Effective Communications (3 of 3)
• Design the Communications – Message strategy – Creative strategy – Message source
Creative Strategy
• Informational appeals – One-sided versus two-sided arguments

test-bank-for-framework-for-marketing-management-5-bdd6aea786b848a774d9a0ce77faac15

A Framework for Marketing Management, 5e (Kotler)Chapter 1 Defining Marketing for the 21st Century1) Which of the following statements about marketing is true?A) It is of little importance when products are standardized.B) It can help create jobs in the economy by increasing demand for goods and services.C) It helps to build a loyal customer base but has no impact on a firm's intangible assets.D) It is more important for bigger organizations than smaller ones.E) It is seldom used by nonprofit organizations.Answer: BPage Ref: 2Objective: 1Difficulty: Easy2) ________ goods constitute the bulk of most countries' production and marketing efforts.A) DurableB) ImpulseC) PhysicalD) LuxuryE) IntangibleAnswer: CPage Ref: 3Objective: 2Difficulty: Easy3) Car rental firms, hair dressers, and management consultants provide ________.A) goodsB) experiencesC) eventsD) servicesE) informationAnswer: DPage Ref: 3Objective: 2AACSB: Analytic SkillsDifficulty: Easy4) The Soccer World Cup is promoted aggressively to both companies and fans. This is an example of marketing a(n) ________.A) ideaB) placeC) luxury itemD) eventE) serviceAnswer: DPage Ref: 3Objective: 2Difficulty: Moderate5) The "Malaysia, Truly Asia" ad campaign that showcased Malaysia's beautiful landscape and its multicultural society in order to attract tourists is an example of ________ marketing.A) eventB) propertyC) serviceD) placeE) ideaAnswer: DPage Ref: 3Objective: 2AACSB: Analytic SkillsDifficulty: Moderate6) In Walt Disney's Magic Kingdom, customers can visit a fairy kingdom, a pirate ship, or even a haunted house. Disney is marketing a(n) ________.A) experienceB) serviceC) eventD) organizationE) goodAnswer: APage Ref: 3Objective: 2AACSB: Analytic SkillsDifficulty: Easy7) ________ are basic human requirements, while ________ are the ways in which those requirements are satisfied.A) Wants; needsB) Demands; wantsC) Needs; wantsD) Needs; demandsE) Demands; needsAnswer: CPage Ref: 5Objective: 3Difficulty: Easy8) When Frank buys his own house, he would like to have a home theater system and a jacuzzi. He plans to save enough money in the next three years so that he can fulfill his wish. Frank's desire for the home theater and the jacuzzi is an example of a(n) ________.A) needB) wantC) demandD) unstated needE) latent demandAnswer: BPage Ref: 5Objective: 3AACSB: Analytic SkillsDifficulty: Moderate9) When companies measure the number of people who are willing and able to buy their products, they are measuring ________.A) demandB) price elasticityC) real needsD) standard of livingE) disposable incomeAnswer: APage Ref: 5Objective: 3Difficulty: Moderate10) A(n) ________ need is one that the consumer is reluctant or unwilling to explicitly verbalize.A) secondaryB) unstatedC) delightD) secretE) statedAnswer: DPage Ref: 6Objective: 3Difficulty: Moderate11) A(n) ________ need is a need that the consumer explicitly verbalizes.A) statedB) affirmativeC) unsoughtD) delightE) secretAnswer: APage Ref: 5Objective: 3Difficulty: Moderate12) Companies address needs by putting forth a ________, a set of benefits that they offer to customers to satisfy their needs.A) brandB) value propositionC) dealD) marketing planE) demandAnswer: BPage Ref: 6Objective: 3Difficulty: Moderate13) During market segmentation analysis, the marketer identifies which segments present the greatest opportunity. These segments are called ________.A) target marketsB) capital marketsC) tertiary marketsD) demographic marketsE) developing marketsAnswer: APage Ref: 6Objective: 3Difficulty: Moderate14) ________ reflects a customer's judgment of a product's performance in relation to his or her expectations.A) Brand equityB) SatisfactionC) ValueD) PerceptionE) Brand imageAnswer: BPage Ref: 6Objective: 3Difficulty: Easy15) The value of an offering is described as ________.A) the price consumers are charged for a productB) the cost of manufacturing a productC) the degree to which consumer demand for a product is positiveD) the sum of the tangible and intangible benefits and costs to customersE) the intangible benefits gained from a productAnswer: DPage Ref: 6Objective: 3Difficulty: Moderate16) When Volvo runs ads suggesting that its cars are the safest that money can buy, it is trying to ________.A) segment the marketB) provide a serviceC) enter into a new marketD) develop brand loyaltyE) position its productAnswer: EPage Ref: 6Objective: 3AACSB: Analytic SkillsDifficulty: Moderate17) If a marketer uses warehouses, transportation companies, banks, and insurance companies to facilitate transactions with potential buyers, the marketer is using a ________.A) service channelB) distribution channelC) communication channelD) relationship channelE) standardized channelAnswer: APage Ref: 6Objective: 3Difficulty: Moderate18) The ________ is the channel stretching from raw materials to components to final products that are carried to final buyers.A) communication channelB) distribution channelC) supply chainD) service chainE) marketing chainAnswer: CPage Ref: 7Objective: 3Difficulty: Easy19) The actual and potential rival offerings and substitutes that a buyer might consider are referred to as the ________.A) supply chainB) global marketC) value propositionD) competitionE) marketing environmentAnswer: DPage Ref: 7Objective: 3Difficulty: Easy20) The ________ includes the actors involved in producing, distributing, and promoting an offering. The main actors are the company, suppliers, distributors, dealers, and the target customers.A) economic environmentB) management environmentC) strategic environmentD) task environmentE) tactical environmentAnswer: DPage Ref: 7Objective: 3AACSB: Analytic SkillsDifficulty: Moderate21) In an attempt to create greater competition and growth opportunities, countries often ________.A) increase trade barriersB) protect industriesC) deregulate industriesD) encourage intermediationE) reduce privatizationAnswer: CPage Ref: 7-8Objective: 4AACSB: Multicultural and diversity understandingDifficulty: Moderate22) Rising promotion costs and shrinking profit margins are the result of ________.A) new and improved technologyB) disintermediationC) industry convergenceD) privatizationE) heightened competitionAnswer: EPage Ref: 8Objective: 4Difficulty: Moderate23) Industry boundaries are blurring rapidly as companies identify new opportunities at the intersection of two or more industries. This is called ________.A) globalizationB) customizationC) industry convergenceD) disintermediationE) privatizationAnswer: CPage Ref: 8Objective: 4Difficulty: Easy24) The success of online purchasing resulted in ________ in the delivery of products and services by intervening in the traditional flow of goods through distribution channels.A) disintermediationB) diversificationC) reduced competitionD) deregulationE) privatizationAnswer: APage Ref: 8Objective: 4Difficulty: Moderate25) In response to threats from such companies as AOL, , Yahoo!, eBay,E*TRADE, and dozens of others, established manufacturers and retailers became"brick-and-click" oriented by adding online services to their existing offerings. This process is known as ________.A) reintermediationB) disintermediationC) retail transformationD) e-collaborationE) new-market synchronizationAnswer: APage Ref: 8Objective: 4Difficulty: Moderate26) When eBay and cut out the majority of middlemen that normally would participate in the exchange process, it is an example of ________.A) deregulationB) reverse auctioningC) reintermediationD) disintermediationE) diversificationAnswer: DPage Ref: 8Objective: 4AACSB: Use of information technologyDifficulty: Moderate27) Disintermediation via the Internet has resulted in ________.A) higher pricesB) stronger brand loyaltyC) greater emphasis on personal sellingD) well-established brand namesE) greater consumer buying powerAnswer: EPage Ref: 8Objective: 4AACSB: Use of information technologyDifficulty: Moderate28) Each of the following is true about the Internet's impact on the way business is conducted today, EXCEPT one. Identify the exception.A) It has facilitated high-speed communication among employees.B) It has empowered consumers with easy access to information.C) It can be used as a powerful sales channel.D) It has facilitated mass marketing but not the sale of customized products.E) It enables marketers to use social media to advertise their products.Answer: DPage Ref: 8Objective: 4AACSB: Use of information technologyDifficulty: Easy29) Kotler and Casoline suggested eight factors that marketers must keep in mind in order to deal with risk and uncertainty. Which of the following statements are they most likely to agree with when the environment is uncertain?A) Companies should be prepared to implement ad hoc strategies whenever required.B) Companies should push aggressively for the market share of their competitors.C) Companies should focus less on their core segments, and more on new target markets.D) Companies should not increase marketing budgets in times of uncertainty.E) Companies should focus and improve their marginal brands.Answer: BPage Ref: 9Objective: 4Difficulty: Moderate30) What are customer touch points?A) all aspects of the offering that directly affect consumer preferencesB) all needs and wants of customersC) all direct or indirect interactions between the customer and the companyD) all interactions between customers and competitorsE) all factors that affect buying behaviorAnswer: CPage Ref: 4Objective: 4Difficulty: Moderate31) Which of the following holds that consumers prefer products that are widely available and inexpensive?A) the product conceptB) the production conceptC) the selling conceptD) the performance conceptE) the marketing conceptAnswer: BPage Ref: 9Objective: 4Difficulty: Moderate32) The ________ concept holds that consumers will favor offerings with the best quality, performance, or innovative features.A) productB) marketingC) productionD) sellingE) holistic marketingAnswer: APage Ref: 9Objective: 4Difficulty: Easy33) Which of the following categories of goods and services is most likely to require an aggressive use of the selling concept?A) shopping goodsB) unsought goodsC) necessary goodsD) luxury goodsE) complementary goodsAnswer: BPage Ref: 9Objective: 4AACSB: Analytic SkillsDifficulty: Moderate34) As a major steel manufacturer, SteelMakers Inc. focuses on having the most efficient manufacturing processes in place. The company believes that its competitive edge lies in its ability to offer the best prices. They also maintain an excellent distribution network that ensures wide availability of their products. SteelMakers has a ________.A) selling orientationB) production orientationC) product orientationD) marketing orientationE) social orientationAnswer: BPage Ref: 9Objective: 4AACSB: Analytic SkillsDifficulty: Moderate35) Webmax Inc. produced and marketed cameras. After considerable research and development, they developed a new digital camera that had an array of new features. Webmax was so sure about the new offering that they even reduced their marketing budget. What sort of orientation does Webmax have toward the marketplace?A) production orientationB) product orientationC) selling orientationD) marketing orientationE) holistic marketing orientationAnswer: BPage Ref: 9Objective: 4AACSB: Analytic SkillsDifficulty: Moderate36) Rick Johnson trains his company's sales force to go after the consumer. He repeatedly asks his team to bear in mind the essential fact that it is the sales team's responsibility to rouse the consumer's interest and make him feel that he needs the product. A true salesman is one who can convert an indifferent consumer walking into the store into a new customer. Johnson believes in the ________ concept.A) productB) productionC) sellingD) marketingE) social responsibilityAnswer: CPage Ref: 9Objective: 4AACSB: Analytic SkillsDifficulty: Moderate37) Marketers at Johnny Inc. believe in putting their customers ahead of everything else. Their products are carefully designed to meet customer requirements and the entire focus is on achieving customer satisfaction. Johnny Inc. follows the ________ concept in doing business.A) productionB) productC) sellingD) marketingE) social responsibilityAnswer: DPage Ref: 10Objective: 4AACSB: Analytic SkillsDifficulty: Moderate38) The ________ concept holds that consumers and businesses, if left alone, will ordinarily not buy enough of the organization's products.A) productionB) sellingC) marketingD) productE) holistic marketingAnswer: BPage Ref: 9Objective: 4Difficulty: Easy39) The marketing concept holds that ________.A) a firm should find the right products for its customers, and not the right customers for its productsB) customers who are coaxed into buying a product will most likely buy it againC) a new product will not be successful unless it is priced, distributed, and sold properlyD) consumers and businesses, if left alone, won't buy enough of the organization's productsE) a better product will by itself lead people to buy it without much effort from the sellers Answer: APage Ref: 10Objective: 4Difficulty: Moderate40) ________ is based on the development, design, and implementation of marketing programs, processes, and activities that recognize their breadth and interdependencies.A) Niche marketingB) Holistic marketingC) Relationship marketingD) Supply chain marketingE) Demand-centered marketingAnswer: BPage Ref: 10Objective: 4AACSB: Reflective ThinkingDifficulty: Moderate41) What are the four broad components of holistic marketing?A) relationship, internal, position, and performance marketingB) integrated, internal, position, and performance marketingC) relationship, integrated, internal, and performance marketingD) integrated, relationship, social responsibility, and position marketingE) relationship, social responsibility, internal, and performance marketingAnswer: CPage Ref: 10Objective: 4Difficulty: Moderate42) ________ marketing aims to build mutually satisfying long-term collaboration with key constituents, such as customers, employees, suppliers, distributors, and other marketing partners, in order to earn and retain their business.A) IntegratedB) Demand-basedC) DirectD) RelationshipE) InternalAnswer: DPage Ref: 11Objective: 4Difficulty: Easy43) The ultimate outcome of relationship marketing is a unique company asset called the________, consisting of the company and its supporting stakeholders.A) brandB) supply chainC) marketing networkD) value propositionE) service channelAnswer: CPage Ref: 11Objective: 4Difficulty: Moderate44) Which of the following is most consistent with the integrated marketing approach?A) A good product will sell itself.B) If left alone, consumers are inclined to purchase only inexpensive products.C) All communication to consumers must deliver a consistent message irrespective of the medium.D) In order to succeed, the main focus should be on having an efficient production process in place.E) Online marketing is less important than traditional marketing efforts.Answer: CPage Ref: 11Objective: 4Difficulty: Moderate45) Which aspect of holistic marketing motivates employees and ensures that everyone in the organization embraces appropriate marketing principles, especially senior management?A) relationship marketingB) integrated marketingC) internal marketingD) network marketingE) performance marketingAnswer: CPage Ref: 11Objective: 4AACSB: Analytic SkillsDifficulty: Moderate46) Financial accountability and social responsibility marketing are elements of ________.A) performance marketingB) relationship marketingC) internal marketingD) social marketingE) mass marketingAnswer: APage Ref: 12Objective: 4Difficulty: Moderate47) Companies are recognizing that much of their market value comes from ________, particularly their brands, customer base, employees, distributor and supplier relations, and intellectual capital.A) variable assetsB) value propositionsC) intangible assetsD) market offeringsE) industry convergenceAnswer: CPage Ref: 12Objective: 4AACSB: Reflective ThinkingDifficulty: Easy48) The ________ holds that the organization's task is to determine the needs, wants, and interests of target markets and to deliver the desired satisfactions more effectively and efficiently than competitors in a way that preserves or enhances the consumer's and the society's well-being.A) selling conceptB) integrated marketing conceptC) social responsibility marketing conceptD) production conceptE) relationship marketing conceptAnswer: CPage Ref: 12Objective: 4AACSB: Analytic SkillsDifficulty: Easy49) Joanna owns a chain of fast-food joints. As the chain became more and more successful, she decided to contribute a share of her profits each year to support cancer research. This is an example of ________.A) corporate community involvementB) environmental marketingC) cause-related marketingD) benefit marketingE) responsible marketingAnswer: CPage Ref: 13Objective: 4AACSB: Analytic SkillsDifficulty: Moderate50) McCarthy classified marketing activities into the four Ps of the marketing mix. These four Ps stand for ________.A) product, positioning, place, and priceB) product, production, price, and placeC) promotion, place, positioning, and priceD) place, promotion, production, and positioningE) product, price, promotion, and placeAnswer: EPage Ref: 13Objective: 4Difficulty: Easy51) Incorporating the holistic view of marketing, the four Ps of the marketing mix can be updated to ________.A) product, positioning, people, and priceB) people, processes, place, and promotionC) product, processes, price, and peopleD) people, processes, programs, and performanceE) product, price, promotion, and peopleAnswer: DPage Ref: 13Objective: 4AACSB: Multicultural and diversity understandingDifficulty: Moderate52) Which of the following reflects the "people" component of the marketing mix?A) the creativity, discipline, and structure brought to marketing managementB) the development of new products by the marketersC) the firm's consumer-directed activitiesD) the right set of processes to guide activities and programs within the firmE) the internal marketing of the firmAnswer: EPage Ref: 14Objective: 4AACSB: Reflective ThinkingDifficulty: Moderate53) Which of the four new Ps encompasses the old four Ps as well as a range of other marketing activities that might not fit well into the old view of marketing?A) programsB) processesC) promotionD) peopleE) performanceAnswer: APage Ref: 14Objective: 4Difficulty: Moderate54) At the heart of any marketing program is the firm's ________, its tangible offering to the market.A) strategyB) productC) brandD) valueE) peopleAnswer: BPage Ref: 14Objective: 5Difficulty: Easy55) ________ activities include those the company undertakes to make the product accessible and available to target customers.A) Line extensionB) SegmentationC) Marketing researchD) ChannelE) New-product developmentAnswer: DPage Ref: 15Objective: 5Difficulty: Moderate56) A short definition of marketing is "meeting needs profitably."Answer: TRUEPage Ref: 2Objective: 2AACSB: Analytic SkillsDifficulty: Easy57) The U.S. economy today consists of a 70-30 services-to-goods mix.Answer: TRUEPage Ref: 3Objective: 2Difficulty: Moderate58) Properties are tangible rights of ownership to either real property (real estate) or financial property (stocks and bonds).Answer: FALSEPage Ref: 3Objective: 2Difficulty: Easy59) "Friends Don't Let Friends Drive Drunk," is an example of marketing information to an interested audience.Answer: FALSEPage Ref: 4Objective: 2AACSB: Reflective ThinkingDifficulty: Moderate60) Shops and stores have a physical existence and as such are examples of marketspace. Answer: FALSEPage Ref: 4Objective: 2AACSB: Use of information technologyDifficulty: Easy61) Wants are basic human requirements, such as food and shelter.Answer: FALSEPage Ref: 5Objective: 3Difficulty: Easy62) Demands are wants for specific products backed by an ability to pay.Answer: TRUEPage Ref: 5Objective: 3AACSB: Analytic SkillsDifficulty: Easy63) The customer value triad consists of a combination of quality, durability, and price. Answer: FALSEPage Ref: 6Objective: 3AACSB: Analytic SkillsDifficulty: Moderate64) A distribution channel includes distributors, wholesalers, retailers, and agents that display, sell, or deliver the physical product or service(s) to the buyer or user.Answer: TRUEPage Ref: 6Objective: 3Difficulty: Easy65) The task environment of a firm consists of demographic, economic, natural, and technological environments, as well as the political-legal system and the social-cultural arena. Answer: FALSEPage Ref: 7Objective: 3AACSB: Analytic SkillsDifficulty: Moderate66) Regulation of industries has created greater competition and growth opportunities because the playing field has been leveled.Answer: FALSEPage Ref: 7-8Objective: 4AACSB: Reflective ThinkingDifficulty: Easy67) Companies can facilitate and speed external communication among customers by creating online and offline "buzz" through brand advocates and user communities.Answer: TRUEPage Ref: 8Objective: 4Difficulty: Moderate68) The selling concept holds that consumers will favor those products that offer the most quality, performance, or innovative features.Answer: FALSEPage Ref: 9Objective: 4AACSB: Analytic SkillsDifficulty: Moderate69) Relationship marketing aims to build mutually satisfying long-term relationships with key parties.Answer: TRUEPage Ref: 11Objective: 4Difficulty: Easy70) One of the key themes of integrated marketing is that there are very few marketing activities that can effectively communicate and deliver value.Answer: FALSEPage Ref: 11Objective: 4AACSB: Reflective ThinkingDifficulty: Moderate71) Proponents of holistic marketing consider internal marketing to be as important as marketing to consumers.Answer: TRUEPage Ref: 11Objective: 4AACSB: Reflective ThinkingDifficulty: Moderate72) Integrated marketing is the task of hiring, training, and motivating able employees who want to serve customers well.Answer: FALSEPage Ref: 11Objective: 4Difficulty: Easy73) Performance marketing involves reviewing metrics assessing market share, customer loss rate, customer satisfaction, and product quality in the evaluation of the effectiveness of marketing activities.Answer: TRUEPage Ref: 12Objective: 4Difficulty: Moderate74) Cause-related marketing involves donating a percentage of revenues to a specific cause based on the revenue occurring during the announced period of support.Answer: TRUEPage Ref: 13Objective: 4AACSB: Analytic SkillsDifficulty: Moderate75) Making gifts of money, goods, or time to help nonprofit organizations, groups, or individuals is known as corporate philanthropy.Answer: TRUEPage Ref: 13Objective: 4Difficulty: Easy76) Marketers are involved in marketing 10 types of entities. List and briefly characterize these entities.Answer: The types of entities that are marketed are (1) goods–physical goods, (2)services–hotels and car rental services, (3) events–time-based events such as trade shows, (4) experiences–Walt Disney's Magic Kingdom, (5) persons–celebrity marketing, (6) places–cities, states, regions, and even whole nations, (7) properties–intangible rights of ownership of either real property or financial property, (8) organizations–corporate identity, (9)information–information produced and marketed as a product, and (10) ideas–marketing the basic idea of a market offering.Page Ref: 3-4Objective: 2AACSB: Analytic SkillsDifficulty: Moderate77) According to Starbucks Chairman Howard Schultz, "Consumers now commonly engage in a cultural audit of [product and service] providers. People want to know your value and ethics demonstrated by how you treat employees, the community in which you operate." Discuss the concept of social responsibility marketing and how it impacts both companies and consumers. Answer: The social responsibility marketing concept holds that the organization's task is to determine the needs, wants, and interests of target markets and to deliver the desired satisfaction more effectively and efficiently than competitors in a way that preserves or enhances the consumer's and society's long-term well-being. Many companies actively engaged in corporate social responsibility campaigns to both motivate employees and attract consumers. As goods become more commoditized, and as consumers grow more socially conscious, some companies are adding social responsibility as a way to differentiate themselves from competitors, build consumer preference, and achieve notable sales and profit gains. They believe customers will increasingly look for signs of good corporate citizenship.Page Ref: 12Objective: 4AACSB: Ethical ReasoningDifficulty: Moderate78) Identify and define the traditional four Ps. Also identify the new four Ps and the reason for developing the new interpretation.Answer: The traditional four Ps are: Product (product variety, quality, design, features, brand name, packaging, sizes, services, warranties, returns), Price (list price, discounts, allowances, payment period, credit terms), Promotion (sales promotion, advertising, sales force, public relations, direct marketing), and Place (channels, coverage, assortments, locations, inventory, transportation). However, given the breadth, complexity, and richness of marketing, as exemplified by holistic marketing, these 4 Ps are not the whole story any more. Updating them to reflect the holistic marketing concept, researchers in this field arrived at a more representative set that encompasses modern marketing realities: people, processes, programs, and performance. Page Ref: 12-13Objective: 4AACSB: Analytic SkillsDifficulty: Moderate79) Discuss the concept of disintermediation and provide an example.Answer: Disintermediation grew out of the rush to embrace the dot-coms and e-commerce. Essentially, the dot-coms removed many of the traditional intermediaries by encouraging consumers to deal directly with the company via the Internet. "Brick-and-click" businesses eventually brought some of the intermediaries back through a process called reintermediation. Page Ref: 8Objective: 4AACSB: Use of information technologyDifficulty: Easy80) You have been given the assignment of justifying cause-related marketing to your board of directors. What would be your primary argument in favor of such a proposal?Answer: Companies see cause-related marketing as an opportunity to enhance their corporate reputation, raise brand awareness, increase customer loyalty, build sales, and increase press coverage. They believe customers will increasingly look for signs of good corporate citizenship that go beyond supplying rational and emotional benefits. This should be the main line of argument in support of any cause-related marketing effort.Page Ref: 12-13Objective: 4AACSB: Analytic SkillsDifficulty: Moderate。

Marketing Management (Knowledge and Skills)

What Is Marketing?
• The American Marketing Association defines marketing as “ the process of planning and executing conception, pricing, promotion, and distribution of ideas, goods, and services to create exchanges that satisfy individual and organizational goals” • The chartered Institute of Marketing defines marketing as "The management process responsible for identifying, anticipating and satisfying customer requirements profitably • Implications of marketing:
ቤተ መጻሕፍቲ ባይዱ
The Strategic Planning Process (con’t)
• Organizational objectives – the end of an organization’s mission and are what it seeks through the ongoing, longrun operations of the organization • The objectives must be specific, measurable, and action commitments
– Failed firms made the same critical mistake, failure of recognizing that business strategies need to reflect changing environments and emphasis must be placed on developing business systems that allow for continuous improvement – The true mission of an organization is to provide value for three key constituencies: customers, employees, and investors

MarketingStrategyChapter04

Customers develop relationships with the employees in their local stores, who remember their drink orders or recognize them by name

These sources of SCAs, generated from effective BOR strategies, work together to increase customers’ loyalty, and competitors find it very hard to overcome these barriers.

Takeaways Case
© Palmatier
2
All Competitors React

The persistent efforts by all firms in the market to copy and innovate, such that all competitors react, constitutes a third challenge that managers confront Thus, when managers develop their marketing strategies, they need to consider customers heterogeneity and dynamism, but also anticipate competitors’ reactions, now and in the future, to be able to build barriers that hold up against sustained competitive assaults, termed sustainable

营销管理精要英文版最新版教学课件第1章

Internal Marketing
• The task of hiring, training, and motivating able employees who want to serve customers well
Core Marketing Concepts (7 of 9)
• Value: a combination of quality, service, and price (qsp: the customer value triad)
• Satisfaction: a person’s judgment of a product’s perceived performance in relationship to expectations
Core Marketing Concepts (3 of 9)
• Value proposition: a set of benefits that satisfy those needs
• Offerings: a combination of products, services, information, and experiences
A Dramatically Changed Marketplace (2 of 6)
• New consumer capabilities – Can actively interact with companies – Can reject marketing they find inappropriate
A Framework for Marketing Management
Sixth Edition
Chapter 1
Defining Marketing for the New Realities

《销售行为学》

标点销售基础课程 -- 面向销售精英（1天）标点销售管理基础课程 -- 面向销售领导人（1天）标点销售高级课程 -- 面向销售精英（2天）标点销售管理高级课程 -- 面向销售领导人（2天）企业销售计划、执行与管理业务改进课程面向业务改进团队（5天）企业销售计划、执行与管理流程再造课程面向流程改造团队（20天）从本质上改善企业销售计划、执行与管理标点销售与管理方法这是一门高级研修系列课程，它提供专业、系统、实用的销售和销售管理工作框架以及相关的操作方法。

它帮助您标、点出那些“看不清、理还乱”的销售和销售管理问题。

该工作框架和操作方法可沿着客户购买心路历程，将整个销售过程可视化为一系列“可计划、可执行、可评估和可管理”的销售事件。

应用标点销售与管理工作系统，可从本质上有效改善企业的销售计划、执行与管理业务。

课程特点清华大学、上海交通大学、深圳大学等11所大学营销专业的教授和专家已经联合将本课程的知识框架改编成MBA 和EMBA 的教科书：《销售行为学》。

加拿大Ryerson 大学商学院的教授，Aziz Guergachi 博士正在将本课程中的销售与销售管理框架引入美国和加拿大出版发行，英文书名暂定为"Integrated Selling and Sales Management - A Framework forProfessionals"。

本课程受到包括青岛啤酒、一汽、中国人寿、Motorola 大学、惠普商学院、Autodesk 、B&R Automation 、Johnson Control 、AGC Automotive 、Delphi 、兴业银行、德恒证券、大唐称重、远东电缆等众多内外资企业人士的高度认同。

专业期刊《企业管理》专为本课程开辟专栏；专栏名为：“标点销售系列专题”。

课程系列（A）综述销售与管理（一）机会、能力和选择（二）价值与客户认知（三）价值发现与实现的过程：潜在客户心路图（B）销售与管理的“具体依托”：销售标点（一）客户心路图：销售过程赖以工作的基础1.产品购买和使用过程（跨国公司对这一过程的应用描述）2.产品购买和使用过程中的客户“人”的因素（执行中的困难）3.客户心路图：产品购买和使用过程的一种新的运用描述4.客户心路图的特点、运用（二）“关键人”和“关键意见领袖”：销售工作中的着力点1.跨国公司对这一问题的现有方法2.现有认识存在的问题：现象化3.一张寻找“关键人”的地图：MAP4.“关键人”地图的具体角色结构5.“关键人”的影响力与“关键意见领袖”6.“关键人”地图对销售与管理的具体意义、现实运用（三）“选择标准看法”（VOC）：价值的依据1.如何解读“客户的声音”：跨国公司现有方法及遇到的困难2.“选择标准看法”的具体结构3.VOC与“缺席付值”行为4.VOC的应用实例5.对销售与销售管理的意义（四）“买点”与“卖点”：决定购买倾向的两类因素1.买的究竟是什么：跨国公司对此问题的理解2.“买点”是什么？3.“买点”在现实销售过程中的具体形式、内容和性质4.“卖点”是什么？为什么现有理论和方法缺失对此问题的明确认识？5.“卖点”在现实销售过程中的具体形式、内容和性质6.“买点”与“卖点”的关系（五）“兑现性”与“集成产品”：客户价值的具体体现1.究竟什么是产品？跨国公司的实践和认识2.“买点”与“卖点”的“兑现性”3.“集成产品”与集成过程4.VOC基础上的产品分类与“集成产品”的生命周期5.销售过程与“集成产品”的关系（六）“合适沟通者”与关联资源1.跨国公司销售实践中的销售人员的工作和角色问题2.决定“关键人”沟通意愿的因素是什么？3.“合适沟通者”的具体特征4.“关联资源”5.“关联资源”的管理（七）“销售状态”指标1.跨国公司如何管理销售机会和过程2.现有方法（Pipeline和Funnel）的问题3．“关联状态”指标4.“态度指标”5.“信心指标”（八）“竞争地位”1.什么是竞争？跨国公司如何认识这个问题2.什么是“竞争因素”3.竞争代言人4.如何现实地把握“竞争地位”（C）销售标点的运用（一）购买流程与销售计划的关系：跨国公司的实践与问题（二）销售标点在销售计划、执行和管理中的运用（三）销售的流程、系统与管理应用（四）对销售管理实践的认识：跨国公司的实践（五）销售机会与机会的管理（六）销售管理方法、系统与应用（D）标点销售技能和CNM销售支持与管理软件工具介绍（一）什么是销售技能？（二）对现有技能的认识（三）7大情景销售技能介绍（四）CNM销售支持与管理软件工具的介绍（五）CNM软件工具的管理意义（E）结束：回顾、总结和反馈用各种销售实例引出销售管理工作需要关注的问题，进行问题展开，说明销售和销售管理过程（计划、执行和控制）中应该关注的相应要素，并据此提供相应的专业“知识点”、方法和建议，即运用这些“知识点”来具体有效地提出和回答这样一些重要问题：销售处于什么阶段，应该具体做什么？如何做？做的效果如何评价？出现问题，如何调整和改进？有哪些销售机会？它们的状态如何？这些不同状态的机会对完成现在和未来的销售任务都具体意味着什么？等等。

Evolving to a new dominant logic for marketing

A New Dominant Logic / 1Journal of MarketingVol.68 (January 2004),1–17Stephen L. Vargo & Robert F. LuschEvolving to a New Dominant Logicfor MarketingMarketing inherited a model of exchange from economics, which had a dominant logic based on the exchange of “goods,” which usually are manufactured output. The dominant logic focused on tangible resources, embedded value, and transactions. Over the past several decades, new perspectives have emerged that have a revised logic focused on intangible resources, the cocreation of value, and relationships. The authors believe that the new per-spectives are converging to form a new dominant logic for marketing, one in which service provision rather than goods is fundamental to economic exchange. The authors explore this evolving logic and the corresponding shift in perspective for marketing scholars, marketing practitioners, and marketing educators.Stephen L.Vargo is Visiting Professor of Marketing, Robert H.Smith School of Business, University of Maryland (e-mail:svargo@).Robert F .Lusch is Dean and Distinguished University Professor, M.J.Neeley School of Business, Texas Christian University, and Professor of Marketing (on leave), Eller College of Business and Public Administration,University of Arizona (e-mail:r.lusch@tcu.ed u).The authors contributed equally to this manuscript.The authors thank the anonymous JM review-ers and Shelby Hunt, Gene Laczniak, Alan Malter, Fred Morgan, and Matthew O’Brien for comments on various drafts of this manuscript.The formal study of marketing focused at first on the distribution and exchange of commodities and manu-factured products and featured a foundation in eco-nomics (Marshall 1927; Shaw 1912; Smith 1904). The first marketing scholars directed their attention toward com-modities exchange (Copeland 1920), the marketing institu-tions that made goods available and arranged for possession (Nystrom 1915; Weld 1916), and the functions that needed to be performed to facilitate the exchange of goods through marketing institutions (Cherington 1920; Weld 1917).By the early 1950s, the functional school began to morph into the marketing management school, which was characterized by a decision-making approach to managing the marketing functions and an overarching focus on the customer (Drucker 1954; Levitt 1960; McKitterick 1957).McCarthy (1960) and Kotler (1967) characterized marketing as a decision-making activity directed at satisfying the cus-tomer at a profit by targeting a market and then making opti-mal decisions on the marketing mix, or the “4 P’s.” The fun-damental foundation and the tie to the standard economic model continued to be strong. The leading marketing man-agement textbook in the 1970s (Kotler 1972, p. 42, empha-sis in original) stated that “marketing management seeks to determine the settings of the company’s marketing decision variables that will maximize the company’s objective(s) in the light of the expected behavior of noncontrollable demand variables .”Beginning in the 1980s, many new frames of reference that were not based on the 4 P’s and were largely indepen-dent of the standard microeconomic paradigm began to emerge. What appeared to be separate lines of thought sur-faced in relationship marketing, quality management, mar-ket orientation, supply and value chain management,resource management, and networks. Perhaps most notable was the emergence of services marketing as a subdiscipline,following scholars’challenges to “break free” (Shostack 1977) from product marketing and recognize the inadequa-cies of the dominant logic for dealing with services marketing’s subject matter (Dixon 1990). Many scholars believed that marketing thought was becoming more frag-mented. On the surface, this appeared to be a reasonable characterization.In the early 1990s, Webster (1992, p. 1) argued, “The historical marketing management function, based on the microeconomic maximization paradigm, must be critically examined for its relevance to marketing theory and prac-tice.” At the end of the twentieth century, Day and Mont-gomery (1999, p. 3) suggested that “with growing reserva-tion about the validity or usefulness of the Four P’s concept and its lack of recognition of marketing as an innovating or adaptive force, the Four P’s now are regarded as merely a handy framework.” At the same time, advocating a network perspective, Achrol and Kotler (1999, p. 162) stated, “The very nature of network organization, the kinds of theories useful to its understanding, and the potential impact on the organization of consumption all suggest that a paradigm shift for marketing may not be far over the horizon.” Sheth and Parvatiyar (2000, p. 140) suggested that “an alternative paradigm of marketing is needed, a paradigm that can account for the continuous nature of relationships among marketing actors.” They went as far as stating (p. 140) that the marketing discipline “give up the sacred cow of exchange theory.” Other scholars, such as Rust (1998),called for convergence among seemingly divergent views.Fragmented thought, questions about the future of mar-keting, calls for a paradigm shift, and controversy over ser-vices marketing being a distinct area of study—are these calls for alarm? Perhaps marketing thought is not so much fragmented as it is evolving toward a new dominant logic.Increasingly, marketing has shifted much of its dominant logic away from the exchange of tangible goods (manufac-tured things) and toward the exchange of intangibles, spe-2/ Journal of Marketing,January 20041Typical traditional definitions include those of Lovelock (1991,p. 13), “services are deeds, processes, and performances”;Solomon and colleagues (1985, p. 106), “services marketing refers to the marketing of activities and processes rather than objects”;and Zeithaml and Bitner (2000), “services are deeds, processes,and performances.” For a definition consistent with the one we adopt here, see Gronroos (2000).cialized skills and knowledge, and processes (doing things for and with), which we believe points marketing toward a more comprehensive and inclusive dominant logic, one that integrates goods with services and provides a richer founda-tion for the development of marketing thought and practice.Rust (1998, p. 107) underscores the importance of such an integrative view of goods and services: “[T]he typical service research article documented ways in which services were different from goods.… It is time for a change. Service research is not a niche field characterized by arcane points of difference with the dominant goods management field.”The dominant, goods-centered view of marketing not only may hinder a full appreciation for the role of services but also may partially block a complete understanding of mar-keting in general (see, e.g., Gronroos 1994; Kotler 1997;Normann and Ramirez 1993; Schlesinger and Heskett 1991). For example, Gummesson (1995, pp. 250–51,emphasis added) states the following:Customers do not buy goods or services: [T]hey buy offer-ings which render services which create value.… The tra-ditional division between goods and services is long out-dated. It is not a matter of redefining services and seeing them from a customer perspective; a ctivities render ser-vices, things render services . The shift in focus to services is a shift from the means and the producer perspective to the utilization and the customer perspective.The purpose of this article is to illuminate the evolution of marketing thought toward a new dominant logic. A sum-mary of this evolution over the past 100 years is provided in Table 1and Figure 1. Briefly, marketing has moved from a goods-dominant view, in which tangible output and discrete transactions were central, to a service-dominant view, in which intangibility, exchange processes, and relationships are central. It is worthwhile to note that the service-centered view should not be equated with (1) the restricted, tradi-tional conceptualizations that often treat services as a resid-ual (that which is not a tangible good; e.g., Rathmell 1966);(2) something offered to enhance a good (value-added ser-vices); or (3) what have become classified as services indus-tries, such as health care, government, and education.Rather, we define services as the application of specialized competences (knowledge and skills) through deeds,processes, and performances for the benefit of another entity or the entity itself. Although our definition is compatible with narrower, more traditional definitions, we argue that it is more inclusive and that it captures the fundamental func-tion of all business enterprises.1Thus, the service-centered dominant logic represents a reoriented philosophy that is applicable to all marketing offerings, including those that involve tangible output (goods) in the process of service provision.A Fundamental Shift in WorldviewTo unravel the changing worldview of marketing or its dom-inant logic, we must see into, through, and beyond the extant marketing literature. A worldview or dominant logic is never clearly stated but more or less seeps into the individual and collective mind-set of scientists in a discipline. Predictably,this requires viewing the world at a highly abstract level. We begin our discussion with the work of Thomas Malthus.In his analysis of world resources, Thomas Malthus (1798) concluded that with continued geometric population growth, society would soon run out of resources. In a Malthusian world, “resources” means natural resources that humans draw on for support. Resources are essentially “stuff” that is static and to be captured for advantage. In Malthus’s time, much of the political and economic activity involved individual people, organizations, and nations work-ing toward and struggling and fighting over acquiring this stuff. Over the past 50 years, resources have come to be viewed not only as stuff but also as intangible and dynamic functions of human ingenuity and appraisal, and thus they are not static or fixed. Everything is neutral (or perhaps even a resistance) until humankind learns what to do with it (Zim-merman 1951). Essentially, resources are not; they become .As we discuss, this change in perspective on resources helps provide a framework for viewing the new dominant logic of marketing.Constantin and Lusch (1994) define operand resources as resources on which an operation or act is performed to produce an effect, and they compare operand resources with opera nt resources , which are employed to act on operand resources (and other operant recourses). During most of civ-ilization, human activity has been concerned largely with acting on the land, animal life, plant life, minerals, and other natural resources. Because these resources are finite,nations, clans, tribes, or other groups that possessed natural resources were considered wealthy. A goods-centered dom-inant logic developed in which the operand resources were considered primary. A firm (or nation) had factors of pro-duction (largely operand resources) and a technology (an operant resource), which had value to the extent that the firm could convert its operand resources into outputs at a low cost. Customers, like resources, became something to be captured or acted on, as English vocabulary would eventu-ally suggest; we “segment” the market, “penetrate” the mar-ket, and “promote to” the market all in hope of attracting customers. Share of operand resources and share of (an operand) market was the key to success.Operant resources are resources that produce effects (Constantin and Lusch 1994). The relative role of operant resources began to shift in the late twentieth century as humans began to realize that skills and knowledge were the most important types of resources. Zimmermann (1951) and Penrose (1959) were two of the first economists to recognize the shifting role and view of resources. As Hunt (2000, p.75) observes, Penrose did not use the popular term “factor of production” but rather used the term “collection of produc-tive resources.” Penrose suggested (pp. 24–25; emphasis in original) that “it is never resources themselves that are theA New Dominant Logic / 34/ Journal of Marketing,January 2004F IG U R E 1E v o l v i n g t o a N e w D o m i n a n t L o g i c f o r M a r k e t i n gP r e -1900 T w e n t y -f i r s t C e n t u r yG o o d s -C e n t e r e d M o d e l o f E x c h a n g e S e r v i c e -C e n t e r e d M o d e l o f E x c h a n g e (C o n c e p t s : t a n g i b l e s , s t a t i c s , (C o n c e p t s : i n t a n g i b l e s , c o m p e t e n c e s ,d i s c r e t e t r a n s a c t i o n s , a n d o p e r a n d d y n a m i c s , e x c h a n g e p r o c e s s e s a n d r e s o u r c e s )r e l a t i o n s h i p s , a n d o p e r a n t r e s o u r c e s )C l a s s i c a l a n d N e o c l a s s i c a l E c o n o m i c s (1800–1920)Goods Versus Services:Rethinkingthe OrientationViewed in its traditional sense, marketing focuses largely on operand resources, primarily goods, as the unit of exchange. In its most rudimentary form, the goods-centered view pos-tulates the following:1. The purpose of economic activity is to make and distributethings that can be sold.2. To be sold, these things must be embedded with utility andvalue during the production and distribution processes andmust offer to the consumer superior value in relation tocompetitors’offerings.3. The firm should set all decision variables at a level thatenables it to maximize the profit from the sale of output.4. For both maximum production control and efficiency, thegood should be standardized and produced away from themarket.5. The good can then be inventoried until it is demanded andthen delivered to the consumer at a profit.Because early marketing thought was concerned with agricultural products and then with other physical goods, it was compatible with this rudimentary view. Before 1960, marketing was viewed as a transfer of ownership of goods and their physical distribution (Savitt 1990); it was viewed as the “application of motion to matter” (Shaw 1912, p. 764). The marketing literature rarely mentioned “immaterial products” or “services,” and when it did, it mentioned them only as “aids to the production and marketing of goods”(Converse 1921, p. vi; see Fisk, Brown, and Bitner 1993). An early fragmentation in the marketing literature occurred when Shostack (1977, p. 73) noted, “The classical ‘market-ing mix,’the seminal literature, and the language of market-ing all derive from the manufacture of physical-goods.”Marketing inherited the view that value (utility) was embedded in a product from economics. One of the first debates in the fledgling discipline of marketing centered on the question, If value was something added to goods, did marketing contribute to value? Shaw (1912, p. 12; see also Shaw 1994) argued that “Industry is concerned with the application of motion to matter to change its form and place. The change in form we term production; the change in place, distribution.” Weld (1916) more formally defined marketing’s role in production as the creation of the time, place, and possession utilities, which is the classification found in current marketing literature.The general concept of utility has been broadly accepted in marketing, but its meaning has been interpreted differ-ently. For example, discussing Beckman’s (1957) and Alder-son’s (1957) treatments of utility, Dixon (1990, pp. 337–38, emphasis in original) argues that “each writer uses a differ-ent concept of value. Beckman is arguing in terms of value-in-exchange, basing his calculation on value-added, upon ‘the selling value’of products.... Alderson is reasoning in terms of value-in-use.” Drawing on Cox (1965), Dixon (1990, p. 342) believes the following:The “conventional view” of marketing as adding proper-ties to matter caused a problem for Alderson and “makesmore difficult a disinterested evaluation of what marketingis and does” (Cox 1965). This view also underlies the dis-satisfaction with marketing theory that led to the servicesmarketing literature. If marketing is the process that addsproperties to matter, then it can not contribute to the pro-duction of “immaterial goods.”Alderson (1957, p. 69) advised, “What is needed is not an interpretation of the utility created by marketing, but a marketing interpretation of the whole process of creating utility.” Dixon (1990, p. 342) suggests that “the task of responding to Alderson’s challenge remains.”The service-centered view of marketing implies that marketing is a continuous series of social and economic processes that is largely focused on operant resources with which the firm is constantly striving to make better value propositions than its competitors. In a free enterprise sys-tem, the firm primarily knows whether it is making better value propositions from the feedback it receives from the marketplace in terms of firm financial performance. Because firms can always do better at serving customers and improving financial performance, the service-centered view of marketing perceives marketing as a continuous learning process (directed at improving operant resources). The service-centered view can be stated as follows:1. Identify or develop core competences, the fundamentalknowledge and skills of an economic entity that representpotential competitive advantage.2. Identify other entities (potential customers) that could bene-fit from these competences.3. Cultivate relationships that involve the customers in devel-oping customized, competitively compelling value proposi-tions to meet specific needs.4. Gauge marketplace feedback by analyzing financial perfor-mance from exchange to learn how to improve the firm’soffering to customers and improve firm performance.This view is grounded in and largely consistent with resource advantage theory (Conner and Prahalad 1996; Hunt 2000; Srivastava, Fahey, and Christensen 2001) and core competency theory (Day 1994; Prahalad and Hamel 1990). Core competences are not physical assets but intangible processes; they are “bundles of skills and technologies”(Hamel and Prahalad 1994, p. 202) and are often routines, actions, or operations that are tacit, causally ambiguous, and idiosyncratic (Nelson and Winter 1982; Polanyi 1966). Hunt (2000, p. 24) refers to core competences as higher-order resources because they are bundles of basic resources. Teece and Pisano (1994, p. 537) suggest that “the competitive advantage of firms stems from dynamic capabilities rooted in high performance routines operating inside the firm, embedded in the firm’s processes, and conditioned by its history.” Hamel and Prahalad (pp. 202, 204) discuss “com-petition for competence,” or competitive advantage resulting from competence making a “disproportionate contribution to customer-perceived value.”The focus of marketing on core competences inherently places marketing at the center of the integration of business functions and disciplines. As Prahalad and Hamel (1990, p.82) suggest, “core competence is communication, involve-ment, and a deep commitment to working across organiza-tional boundaries.” In addition, they state (p. 82) that core competences are “collective learning in the organization, especially [about] how to coordinate diverse production skills.” This cross-functional, intraorganizational boundary-A New Dominant Logic / 5spanning also applies to the interorganizational boundaries of vertical marketing systems or networks. Channel inter-mediaries and network partners represent core competences that are organized to gain competitive advantage by per-forming specialized marketing functions. The firms can have long-term viability only if they learn in conjunction with and are coordinated with other channel and network partners.The service-centered view of marketing is customer-centric (Sheth, Sisodia, and Sharma 2000) and market dri-ven (Day 1999). This means more than simply being con-sumer oriented; it means collaborating with and learning from customers and being adaptive to their individual and dynamic needs. A service-centered dominant logic implies that value is defined by and cocreated with the consumer rather than embedded in output. Haeckel (1999) observes successful firms moving from practicing a “make-and-sell”strategy to a “sense-and-respond” strategy. Day (1999, p.70) argues for thinking in terms of self-reinforcing “value cycles” rather than linear value chains. In the service-centered view of marketing, firms are in a process of con-tinual hypothesis generation and testing. Outcomes (e.g., financial) are not something to be maximized but something to learn from as firms try to serve customers better and improve their performance. Thus, a market-oriented and learning organization (Slater and Narver 1995) is compati-ble with, if not implied by, the service-centered model. Because of its central focus on dynamic and learned core competences, the emerging service-centered dominant logic is also compatible with emerging theories of the firm. For example, Teece and Pisano (1994, p. 540) emphasize that competences and capabilities are “ways of organizing and getting things done, which cannot be accomplished by using the price system to coordinate activity.”Having described the goods- and service-centered views of marketing, we turn to ways that the views are different. Six differences between the goods- and service-centered dominant logic, all centered on the distinction between operand and operant resources, are presented in Table 2. The six attributes and our eight foundational premises (FPs) help present the patchwork of the emerging dominant logic. FP1:The Application of Specialized Skills and Knowledge Is theFundamental Unit of Exchange People have two basic operant resources: physical and men-tal skills. Both types of skills are distributed unequally in a population. Each person’s skills are not necessarily optimal for his or her survival and well-being; therefore, specializa-tion is more efficient for society and for individual members of society. Largely because they specialize in particular skills, people (or other entities) achieve scale effects. This specialization requires exchange (Macneil 1980; Smith 1904). Studying exchange in ancient societies, Mauss (1990) shows how division of labor within and between clans and tribes results in the tendering of “total services” by gift giving among clans and tribes. Not only do people con-tract for services from one another by giving and receiving gifts, but, as Mauss (p. 6) observes, “there is total service in the sense that it is indeed the whole clan that contracts on behalf of all, for all that it possesses and for all that it does.”This exchange of specializations leads to two views about what is exchanged. The first view involves the output from the performance of the specialized activities; the sec-ond involves the performance of the specialized activities. That is, if two parties jointly provide for each other’s carbo-hydrate and protein needs by having one party specialize in fishing knowledge and skills and the other specialize in farming knowledge and skills, the exchange is one of fish for wheat or of the application of fishing knowledge or com-petence (fishing services) for the application of farming knowledge or competence (farming services).The relationships between specialized skills and exchange have been recognized as far back as Plato’s time, and the concept of the division of labor served as the foun-dation for Smith’s (1904) seminal work in economics. How-ever, Smith focused on only a subclass of human skills: the skills that resulted in surplus tangible output (in general, tan-gible goods and especially manufactured goods) that could be exported and thus contributed to national wealth. Smith recognized that the foundation of exchange was human skills as well as the necessity and usefulness of skills that did not result in tangible goods (i.e., services); they were simply not “productive” in terms of his national wealth stan-dard. More than anything else, Smith was a moral philoso-pher who had the normative purpose of explaining how the division of labor and exchange should contribute to social well-being. In the sociopolitical milieu of his time, social well-being was defined as national wealth, and national wealth was defined in terms of exportable things (operand resources). Thus, for Smith, “productive” activity was lim-ited to the creation of tangible goods, or output that has exchange value.At that time, Smith’s focus on exchange value repre-sented a departure from the more accepted focus on value in use, and it had critical implications for how economists, and later marketers, would view exchange. Smith was aware of the schoolmen’s and early economic scholars’view that “The Value of all Wares arises from their use” (Barbon 1903, p. 21) and that “nothing has a price among men except plea-sure, and only satisfactions are purchased” (Galiani qtd. in Dixon 1990, p. 304). But this use–value interpretation was not consistent with Smith’s national wealth standard. For Smith, “wealth consisted of tangible goods, not the use made of them” (Dixon 1990, p. 340). Although most early economists (e.g., Mill 1929; Say 1821) took exception to this singular focus on tangible output, they nonetheless acquiesced to Smith’s view that the proper subject matter for economic philosophy was the output of “productive” skills or services, that is, tangible goods that have embedded value.Frederic Bastiat was an early economic scholar who did not acquiesce to the dominant view. Bastiat criticized the political economists’view that value was tied only to tangi-ble objects. For Bastiat (1860, p. 40), the foundations of eco-nomics were people who have “wants” and who seek “satis-factions.” Although a want and its satisfaction are specific to each person, the effort required is often provided by others. For Bastiat (1964, pp. 161–62), “the great economic law is6/ Journal of Marketing,January 2004A New Dominant Logic / 71916) as inadequate. As we noted previously, Alderson (1957, p. 69) advised, “What is needed is not an interpreta-tion of the utility created by marketing, but a marketing interpretation of the whole process of creating utility.”Shostack (1977, p. 74) issued a much more encompassing challenge than to “break [services marketing] free from product marketing”; she argued for a “new conceptual framework” and suggested the following:One unorthodox possibility can be drawn from directobservation of the nature of market “satisfiers” available toit.… How should the automobile be defined? Is GeneralMotors marketing a service, a service that happens toinclude a by-product called a car? Levitt’s classic “Mar-keting Myopia” exhorts businessmen to think exactly thisgeneric way about what they market. Are automobiles“tangible services”?Shostack concluded (p. 74) that “if ‘either–or’terms (prod-uct [versus] service) do not adequately describe the true nature of marketed entities, it makes sense to explore the usefulness of a new structural definition.” We believe that the emerging service-centered model meets Shostack’s chal-lenge, addresses Alderson’s argument, and elaborates on Levitt’s (1960) exhortation.FP2:Indirect Exchange Masks theFundamental Unit of Exchange Over time, exchange moved from the one-to-one trading of specialized skills to the indirect exchange of skills in verti-cal marketing systems and increasingly large, bureaucratic, hierarchical organizations. During the same time, the exchange process became increasingly monetized. Conse-quently, the inherent focus on the customer as a direct trad-ing partner largely disappeared. Because of industrial soci-ety’s increasing division of labor, its growth of vertical marketing systems, and its large bureaucratic and hierarchi-cal organizations, most marketing personnel (and employees in general) stopped interacting with customers (Webster 1992). In addition, because of the confluence of these forces, the skills-for-skills (services-for-services) nature of exchange became masked.The Industrial Revolution had a tremendous impact on efficiency, but this came at a price, at least in terms of the visibility of the true nature of exchange. Skills (at least “manufacturing” skills, such as making sharp sticks) that had been tailored to specific needs were taken out of cottage industry and mechanized, standardized, and broken down into skills that had increasingly narrow purposes (e.g., sharpening one side of sticks). Workers’specialization increasingly became microspecialization (i.e., the perfor-mance of increasingly narrow-skilled proficiencies). Orga-nizations acquired and organized microspecializations to produce what people wanted, and thus it became easier for people to engage in exchange by providing their microspe-cializations to organizations. However, the microspecialists seldom completed a product or interacted with a customer. They were compensated indirectly with money paid by the organization and exchangeable in the market for the skills the microspecialists needed rather than with direct, recipro-cal skill-provision by the customer. Thus, organizations fur-ther masked the skills-for-skills (services-for-services) nature of exchange. Organizations themselves specialized (e.g., by making sticks but relying on other organizations such as wholesalers and retailers to distribute them), thus further masking the nature of exchange.As organizations continued to increase in size, they began to realize that virtually all their workers had lost sense of both the customer (Hauser and Clausing 1988) and the purpose of their own service provision. The workers, who performed microspecialized functions deep within the orga-nization, had internal customers, or other workers. One worker would perform a microspecialized task and then pass the work product on to another worker, who would perform an activity; this process continued throughout a service chain. Because the workers along the chain did not pay one another (reciprocally exchange with one another) and did not typically deal directly with external customers, they could ignore quality and both internal and external cus-tomers. To correct for this problem, various management techniques were developed under the rubric of total quality management (Cole and Mogab 1995). The techniques were intended to reestablish the focus of workers and the organi-zation on both internal and external customers and quality.The problem of organizations and their workers not pay-ing attention to the customer is not unique to manufacturing organizations. If an organization simply provides intangi-bles, has some microspecialists who interact with cus-tomers, and is in an industry categorized as a “service”industry, it is not necessarily more customer focused. Many non-goods-producing organizations, especially large bureaucracies, are just as subject as goods-producing insti-tutions to the masking effect of indirect exchange; they also provide services through organized microspecializations that are focused on minute and isolated aspects of service provision.Regardless of the type of organization, the fundamental process does not change; people still exchange their often collective and distributed specialized skills for the individ-ual and collective skills of others in monetization and mar-keting systems. People still exchange their services for other services. Money, goods, organizations, and vertical market-ing systems are only the exchange vehicles.FP3:Goods Are Distribution Mechanisms for Service Provision The view of tangible products as the fundamental com-ponents of economic exchange served reasonably well as Western societies entered the Industrial Revolution, and the primary interest of the developing science of economics was manufacturing. Given its early concerns with the distribution of manufactured and agricultural goods, the view also worked relatively well when it was adopted by marketing. However, marketing has moved well beyond distribution and is now concerned with more than the exchange of goods. Goods are not the common denominator of exchange; the common denominator is the application of specialized knowledge, mental skills, and, to a lesser extent, physical labor (physical skills).8/ Journal of Marketing,January 2004。

营销管理精要英文版最新版教学课件第15章

Audio presentation only; lower attention than television; nonstandardized rate structures; fleeting exposure Long ad purchase lead time; some waste in circulation
Sales Promotion (5 of 11)
Premiums (gifts): Merchandise offered at a relatively low cost or free as an incentive to purchase a particular product. A with-pack premium accompanies the product inside or on the package. A free in-the-mail premium is mailed to consumers who send in a proof of purchase. A self-liquidating premium is sold below its normal retail price to consumers who request it.
Table 15-2 Major Consumer Promotion Tools
Samples: Offer of a free amount of a product or service delivered door to door, sent in the mail, picked up in a store, attached to another product, or featured in an advertising offer.

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Figure 4.3 The Marketing Funnel
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Production Product
Selling
Marketing
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The Marketing Mix
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Marketing Management Tasks
• • • • • • • •
Develop market strategies and plans Capture marketing insights Connect with customers Build strong brands Shape marketofferings Deliver value Communicate value Create long-term growth
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Maximizing Customer Lifetime Value
Customer Profitability Customer Equity Lifetime Value
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Database Key Concepts
• • •
Customer database Database marketing Mailing list
• • •
Business database Data warehouse Data mining
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Figure 2.1 The Strategic Planning, Implementation, and Control Processes
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Levels of a Marketing Plan
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Strategic
•
•
T actical
• • •
•
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Target marketing decisions Value proposition Analysis of marketing opportunities
Natural
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What is Loyalty?
Loyalty is a deeply held commitment to re-buy or re-patronize a preferred product or service in the future despite situational influences and marketing efforts having the potential to cause switching behavior.
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Measuring Marketing Performance
Marketing Metrics Marketing Dashboards Marketing Plan Performance
Weaknesses
Opportunities
Threats
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Market Opportunity Analysis (MOA)
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•
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Can the benefits involved in the opportunity be articulated convincingly to a defined target market? Can the target market be located and reached with costeffective media and trade channels? Does the company possess or have access to the critical capabilities and resources needed to deliver the customer benefits? Can the company deliver the benefits better than any actual or potential competitors? Will the financial rate of return meet or exceed the company’s required threshold for investment?
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What is Customer Relationship Management?
CRM is the process of carefully managing detailed information about individual customers and all customer touch points to maximize customer loyalty.
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Major Forces in the Environment
Demographic Political-legal Technological Economic Socio-cultural
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Marketing Plan Contents
✓ Executive summary ✓ Table of contents ✓ Situation analysis ✓ Marketing strategy ✓ Financial projections ✓ Implementation controls
What is Marketing?
Marketing is an organizational function and a set of processesfor creating, communicating, and delivering value to customers and for managing customer relationships in ways that benefit the organization and its stakeholders.
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Attracting and Retaining Customers
• • • • •
Reduce the rate of defection Increase longevity Enhance share ofwallet Terminate low-profit customers Focus more effort on high-profit customers
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Marketing Channels
Communication Distribution Service
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Marketing Environment
Demographic Economic
Political-legal
Socio-cultural
Technological
Naturalຫໍສະໝຸດ 5Company Orientations
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Product features Promotion Merchandising Pricing Sales channels Service
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Figure 2.2 The Business Unit Strategic Planning Process
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SWOTAnalysis
Strengths
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Measuring Satisfaction
• • • •
Periodic surveys Customer loss rate Mystery shoppers Monitor competitive performance
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The Marketing Research Process
• • • • • •
Define the problem Develop research plan Collect information Analyze information Present findings Make decision
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Forecasting and Demand Measurement
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How can we measure marketdemand? • Potential market • Available market • Target market • Penetrated market