~个人珍藏~市场营销原理课件 管理学经典教材(英文版)菲利普.
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市场营销原理课件-管理学经典教材(英文版)菲利普·科特勒kotler12-exs
• Product Line Pricing
Setting price steps between product line items.
Price points
• Optional-Product备选产品 Pricing
Pricing optional or accessory products sold with the main product
Trade-in allowances以旧换 新折让
Promotional allowances
12 - 8
Price Adjustment Strategies
Strategies
• Discount / allowance • Segmented • Psychological • Promotional • Geographical • International
• Promotional • Geographical • International
• Types of discounts
Cash discount Quantity discount Functional (trade) discount Seasonal discount
• Allowances
12 - 12
Price Adjustment Strategies
Promotional Pricing Problems
• Easily copied by competitors
• Creates dealprone“优惠倾向” consumers
• May erode侵蚀 brand’s value
Strategies
• Discount / allowance • Segmented • Psychological • Promotional • Geographical • International
Setting price steps between product line items.
Price points
• Optional-Product备选产品 Pricing
Pricing optional or accessory products sold with the main product
Trade-in allowances以旧换 新折让
Promotional allowances
12 - 8
Price Adjustment Strategies
Strategies
• Discount / allowance • Segmented • Psychological • Promotional • Geographical • International
• Promotional • Geographical • International
• Types of discounts
Cash discount Quantity discount Functional (trade) discount Seasonal discount
• Allowances
12 - 12
Price Adjustment Strategies
Promotional Pricing Problems
• Easily copied by competitors
• Creates dealprone“优惠倾向” consumers
• May erode侵蚀 brand’s value
Strategies
• Discount / allowance • Segmented • Psychological • Promotional • Geographical • International
菲利普科特勒“市场营销”讲义11英文
Probability of Success
= Overall
probability of success
X X Probability
of technical completion
Probability of commercialization
given technical completion
倍讯易 /
Concept Development & Testing
1. Develop Product Ideas into Alternative Product Concepts
2. Concept Testing - Test the Product Concepts with Groups of Target Customers
“Over Championing” Overestimated Demand Poor Design Poor Marketing Execution High Development Costs Strong Competitive Reaction
Challenges in NPD
Idea Shortage Fragmented Markets Social & Governmental Constraints Cost Capital Shortage Need for Speed Shorter Product Life Cycles
Objectives
Challenges in New Product Development (NPD) Organizational Structure & NPD Stages & Management of NPD Diffusion & Adoption of New Products
个人珍藏市场营销原理课件管理学经典教材英文版菲利普科特勒kotler06
6-1
Case Study
Harley-Davidson
• Harley “Hogs” account for 1/5 of U.S. cycle sales
• Sales have exceeded supply for years
• 1986-2000: Four stock splits, increase of 7,100%
▪ Activities, interests, and opinions
▪ Lifestyle segmentation
• Personality and selfconcept
▪ Brand personality
6 - 11
Characteristics Affecting Consumer Behavior
Few Differences
Dissonancereducing buying
behavior
Habitual buying behavior
6 - 15
The Buyer Decision Process
• Five Stages:
▪ Need recognition ▪ Information search ▪ Evaluation of alternatives ▪ Purchase decision ▪ Postpurchase behavior
• Cultural • Social • Personal • Psychological
• Motivation
▪ Needs provide motives for consumer behavior
▪ Motivation research ▪ Maslow’s hierarchy of needs
Case Study
Harley-Davidson
• Harley “Hogs” account for 1/5 of U.S. cycle sales
• Sales have exceeded supply for years
• 1986-2000: Four stock splits, increase of 7,100%
▪ Activities, interests, and opinions
▪ Lifestyle segmentation
• Personality and selfconcept
▪ Brand personality
6 - 11
Characteristics Affecting Consumer Behavior
Few Differences
Dissonancereducing buying
behavior
Habitual buying behavior
6 - 15
The Buyer Decision Process
• Five Stages:
▪ Need recognition ▪ Information search ▪ Evaluation of alternatives ▪ Purchase decision ▪ Postpurchase behavior
• Cultural • Social • Personal • Psychological
• Motivation
▪ Needs provide motives for consumer behavior
▪ Motivation research ▪ Maslow’s hierarchy of needs
~个人珍藏~市场营销原理课件_管理学经典教材(英文版)菲利普科特勒kotler04_exs
• Demand quickly outstripped supply
• The new VW beetle enjoyed crossgenerational appeal
• Earned many awards
• Beetle now accounts for over 25% of company sales
The Macroenvironment
• Key Technological Trends
§The technological environment is characterized by rapid change.
§New technologies create new opportunities and markets but make old technologies obsolete.
• Born between 1965 and 1976
• First latchkey children
• Maintain a cautious economic outlook
• Share new cultural concerns
• Represent $125 billion in annual purchasing power
• Challenging target for marketers
The Macroenvironment
• Key Demographic Trends
§Changing American household §Geographic population shifts §Better-educated, more white-collar
• The Natural Environment
• The new VW beetle enjoyed crossgenerational appeal
• Earned many awards
• Beetle now accounts for over 25% of company sales
The Macroenvironment
• Key Technological Trends
§The technological environment is characterized by rapid change.
§New technologies create new opportunities and markets but make old technologies obsolete.
• Born between 1965 and 1976
• First latchkey children
• Maintain a cautious economic outlook
• Share new cultural concerns
• Represent $125 billion in annual purchasing power
• Challenging target for marketers
The Macroenvironment
• Key Demographic Trends
§Changing American household §Geographic population shifts §Better-educated, more white-collar
• The Natural Environment
~个人珍藏~市场营销原理课件_管理学经典教材(英文版)菲利普·科特勒kotler16_exs
recognized AFLAC campaign to enhance
• Old ads: “warm and fuzzy” similar to
brand awareness
• Incredibly successful: name recognition is
other insurance ads now 91%; sales
advertising strategy • Evaluating advertising
campaigns
• Advertising objectives can be classified by primary purpose:
▪ Inform
❖ Introducing new products
• Learn how companies use public relations to communicate with their publics.
16 - 2
Case Study
AFLAC
• A few years ago, • 1999: AFLAC
only 13% of U.S.
developed the “duck”
Key Decisions
• Setting objectives • Setting the budget • Developing the
▪ Persuade
❖ Becomes more important as competition increases
❖ Comparative advertising
▪ Remind
❖ Most important for mature products
16 - 6
管理学经典教材(英文版)菲利普·科特勒kotler01_exs
• With marketing partners
• With the world
• Growing “share of customer”
Cross-selling and upselling are helpful.
• Direct sales to buyers are growing.
1 - 18
1 - 15
Marketing Challenges
• Technological advances, rapid globalization, and continuing social and economic shifts are causing marketplace changes. • Major marketing developments can be grouped under the theme of Connecting.
1-6
What is Marketing?
Core Marketing Concepts
• Needs, wants, and demands • Marketing offers: including products, services and experiences
• Value and satisfaction
Marketing Challenges
Connecting
• Via technology
• With customers
• Partner relationship management involves:
Connecting inside the company Connecting with outside partners
~个人珍藏~市场营销原理课件 管理学经典教材(英文版)菲利普·科特勒kotler07_exs
7-2
Case Study
Gulfstream Aerospace
• Sells jets exclusively • Multiple people are for corporate use involved in the decision • 300 – 500 • Buying influences customers worldwide include the CEO, pilot, board members, even • Rational, objective, spouses and human factors influence business • Company has been buyer’s decisions highly successful
7-3
Definition
• Business Buyer Behavior:
The buying behavior of organizations that buy goods and services for use in the production of other products and services or for the purpose of reselling or renting them to others at a profit.
First-time purchase
7-9
New task
Business Buyer Behavior
• Systems Selling:
Buying a packaged solution to a problem from a single seller.
Convenience is a major benefit
Case Study
Gulfstream Aerospace
• Sells jets exclusively • Multiple people are for corporate use involved in the decision • 300 – 500 • Buying influences customers worldwide include the CEO, pilot, board members, even • Rational, objective, spouses and human factors influence business • Company has been buyer’s decisions highly successful
7-3
Definition
• Business Buyer Behavior:
The buying behavior of organizations that buy goods and services for use in the production of other products and services or for the purpose of reselling or renting them to others at a profit.
First-time purchase
7-9
New task
Business Buyer Behavior
• Systems Selling:
Buying a packaged solution to a problem from a single seller.
Convenience is a major benefit
菲利普.科特勒的“市场营销”讲义18英文共16页
谢谢！
51、 天 下 之 事 常成 于困约 ，而败 于奢靡 。——陆 游 52、 生 命 不 等 于是呼 吸，生 命是活 动。——卢 梭
53、 伟 大 的 事 业，需 要决心 ，能力 ，组织 和责任 感。 ——易 卜 生 54、 唯 书 籍 不 朽。——乔 特
55、 为 中 华 之 崛起而 读书。 ——周 恩来
菲利普.ቤተ መጻሕፍቲ ባይዱ特勒的“市场营销” 讲义18英文
31、别人笑我太疯癫，我笑他人看不 穿。(名 言网) 32、我不想听失意者的哭泣，抱怨者 的牢骚 ，这是 羊群中 的瘟疫 ，我不 能被它 传染。 我要尽 量避免 绝望， 辛勤耕 耘，忍 受苦楚 。我一 试再试 ，争取 每天的 成功， 避免以 失败收 常在别 人停滞 不前时 ，我继 续拼搏 。
33、如果惧怕前面跌宕的山岩，生命 就永远 只能是 死水一 潭。 34、当你眼泪忍不住要流出来的时候 ，睁大 眼睛， 千万别 眨眼!你会看到 世界由 清晰变 模糊的 全过程 ，心会 在你泪 水落下 的那一 刻变得 清澈明 晰。盐 。注定 要融化 的，也 许是用 眼泪的 方式。
35、不要以为自己成功一次就可以了 ，也不 要以为 过去的 光荣可 以被永 远肯定 。
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• Assess each SBU:
The BCG growthshare matrix classifies SBUs into one of four categories using the:
Market
growth rate SBU’s relative market share within the market.
2- 7
Strategic Planning
• Business portfolio: “the collection of businesses and products that make up the company.” • Designing the business portfolio is a key element of the strategic planning process.
2- 10
Strategic Planning
Portfolio Design
• Step 1: Analyze the current business portfolio • Step 2: Shape the future business portfolio
• Determine the future role of each SBU and choose the appropriate resource allocation strategy:
2- 9
Strategic Planning
BCG Growth-Share Matrix
High Market Growth
Low Market Growth
Stars
Question Marks Dogs
Cash Cows
High Relative Market Share
Low Relative Market Share
• The segmentation process divides the total market into market segments. • Target marketing determines which segment(s) are pursued. • The market positioning for the product is then determined.
2- 1
Objectives
• Be able to describe the marketing process and the forces that influence it. • Learn the marketing management functions, including the elements of the marketing plan.
2- 6
Strategic Planning
• Mission statements guide the development of objectives and goals.
Objectives are developed at each level in the organization hierarchy. Strategies are developed to accomplish these objectives.
Build Hold Harvest Divest
• SBUs change positions over time
2- 11
Strategic Planning
• Matrix approaches to formal planning share many problems:
Difficult, time-consuming, and costly to implement. Focus only on current businesses. Too strongly emphasize market share growth or growth via diversification.
Existing Markets New Markets Market Penetration Market Development
New Products
Product Development Diversification
2- 14
Planning Marketing
• Marketing plays a key role in the strategic planning process. • Marketers must practice CRM and Partner Relationship Management.
2- 8
Strategic Planning
Portfolio Design
• Step 1: Analyze the current business portfolio • Step 2: Shape the future business portfolio
• Identify strategic business units (SBUs)
2- 3
Discussion: How Can Disney Recover?
Strategic Planning
• Strategic planning is defined as:
“The procetegic fit between the organization’s goals and capabilities and its changing marketing opportunities.”
Partnering with other departments in the company as well as other firms in the marketing system helps to build a superior value delivery-network.
2- 15
2- 17
The Marketing Process
Key Elements
• Analyzing marketing opportunities • Selecting target markets • Developing the marketing mix • Managing the marketing effort
Product/market expansion grid
Developing strategies for downsizing the business portfolio.
2- 13
Strategic Planning
Product/Market Expansion Grid
Existing Products
The Marketing Process
Key Elements
• Analyzing marketing opportunities • Selecting target markets • Developing the marketing mix • Managing the marketing effort
• Competitor analysis guides competitive marketing strategy development.
• Strategy leads to tactics by way of the marketing mix:
The “Four Ps” – product, price, place, promotion (seller viewpoint) The “Four Cs” – customer solution, cost, convenience, and communication (customer viewpoint)
2- 4
Strategic Planning
• Planning activities occur at the business unit, product, and market levels, and include:
Defining the purpose and mission Setting objectives and goals Designing the business portfolio Developing detailed marketing and departmental plans
2- 2
Case Study
Walt Disney Company
• Known for films, animation, theme parks and customer orientation • Parks offer a variety of attractions as well as cleanliness, order, and warmth • Satisfying the customer is everyone’s job • Disney has grown via diversification • Sales and net income have fallen
Company and Marketing Strategy: Partnering to Build Customer Relationships
Chapter 2
Objectives
• Understand company-wide strategic planning and its four steps. • Learn how to design business portfolios and develop strategies for growth and downsizing. • Understand marketing’s role in strategic planning and how marketers partner with others.
The BCG growthshare matrix classifies SBUs into one of four categories using the:
Market
growth rate SBU’s relative market share within the market.
2- 7
Strategic Planning
• Business portfolio: “the collection of businesses and products that make up the company.” • Designing the business portfolio is a key element of the strategic planning process.
2- 10
Strategic Planning
Portfolio Design
• Step 1: Analyze the current business portfolio • Step 2: Shape the future business portfolio
• Determine the future role of each SBU and choose the appropriate resource allocation strategy:
2- 9
Strategic Planning
BCG Growth-Share Matrix
High Market Growth
Low Market Growth
Stars
Question Marks Dogs
Cash Cows
High Relative Market Share
Low Relative Market Share
• The segmentation process divides the total market into market segments. • Target marketing determines which segment(s) are pursued. • The market positioning for the product is then determined.
2- 1
Objectives
• Be able to describe the marketing process and the forces that influence it. • Learn the marketing management functions, including the elements of the marketing plan.
2- 6
Strategic Planning
• Mission statements guide the development of objectives and goals.
Objectives are developed at each level in the organization hierarchy. Strategies are developed to accomplish these objectives.
Build Hold Harvest Divest
• SBUs change positions over time
2- 11
Strategic Planning
• Matrix approaches to formal planning share many problems:
Difficult, time-consuming, and costly to implement. Focus only on current businesses. Too strongly emphasize market share growth or growth via diversification.
Existing Markets New Markets Market Penetration Market Development
New Products
Product Development Diversification
2- 14
Planning Marketing
• Marketing plays a key role in the strategic planning process. • Marketers must practice CRM and Partner Relationship Management.
2- 8
Strategic Planning
Portfolio Design
• Step 1: Analyze the current business portfolio • Step 2: Shape the future business portfolio
• Identify strategic business units (SBUs)
2- 3
Discussion: How Can Disney Recover?
Strategic Planning
• Strategic planning is defined as:
“The procetegic fit between the organization’s goals and capabilities and its changing marketing opportunities.”
Partnering with other departments in the company as well as other firms in the marketing system helps to build a superior value delivery-network.
2- 15
2- 17
The Marketing Process
Key Elements
• Analyzing marketing opportunities • Selecting target markets • Developing the marketing mix • Managing the marketing effort
Product/market expansion grid
Developing strategies for downsizing the business portfolio.
2- 13
Strategic Planning
Product/Market Expansion Grid
Existing Products
The Marketing Process
Key Elements
• Analyzing marketing opportunities • Selecting target markets • Developing the marketing mix • Managing the marketing effort
• Competitor analysis guides competitive marketing strategy development.
• Strategy leads to tactics by way of the marketing mix:
The “Four Ps” – product, price, place, promotion (seller viewpoint) The “Four Cs” – customer solution, cost, convenience, and communication (customer viewpoint)
2- 4
Strategic Planning
• Planning activities occur at the business unit, product, and market levels, and include:
Defining the purpose and mission Setting objectives and goals Designing the business portfolio Developing detailed marketing and departmental plans
2- 2
Case Study
Walt Disney Company
• Known for films, animation, theme parks and customer orientation • Parks offer a variety of attractions as well as cleanliness, order, and warmth • Satisfying the customer is everyone’s job • Disney has grown via diversification • Sales and net income have fallen
Company and Marketing Strategy: Partnering to Build Customer Relationships
Chapter 2
Objectives
• Understand company-wide strategic planning and its four steps. • Learn how to design business portfolios and develop strategies for growth and downsizing. • Understand marketing’s role in strategic planning and how marketers partner with others.