中山大学吴柏林教授 “广告策划与策略”绝密资料_CHAP17

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名人广告与名人细分中山大学吴柏林教授“体验经济·体验营销”绝密资料

２０４《商场现代化》２００６年２月（上旬刊）总第４５７期名人广告在促销中有重要作用，因此很多有实力的企业将其作为品牌战略的重要组成部分。

然而名人广告也存在一些问题，其中最突出的是名人与产品、名人与目标市场不统一，造成产品定位不准确，削弱广告的说服力，甚至会损害品牌形象。

解决这一问题的基本策略是对名人进行细分。

一、名人领域细分就像没有一种产品能满足消费者全方位的需要一样，没有一位名人具有全方位的影响力。

名人的名气源于一定的领域，名人只能在自己所从事活动的相关领域内对消费需求产生一定的影响。

如果选择外交家基辛格和篮球明星乔丹分别为国际时事杂志和运动鞋做形象代言人，应该有相当好的传播效果；如果互换产品后再让他们做形象代言人，效果甚至还不如普通人。

罗纳尔多是足球明星，做体育用品的形象代言人应该能很好地吸引消费者；然而作为“金嗓子喉片”广告的角色就显得苍白无力，罗纳尔多精湛的球技和“喉片”实在没有什么关联。

不能准确选择一定领域的名人从事广告活动，结果必然是名人与产品的错位。

二、名人性别细分在一般情况下，适合某一性别消费者使用的产品，或由某一性别消费者作出购买决策的产品，应由同一性别的名人来传播产品信息。

巩俐主演的野力干红葡萄酒的广告典雅、华贵，有很强的感染力，因为红葡萄酒也是适合女性饮用的酒。

设想让巩俐主演主要由男性消费的白酒的广告，则使人感到可笑。

同样，大阳牌摩托车的目标消费者是青年男性，由巩俐主演的“大阳摩托，心随我动”的广告难以打动目标消费者。

这是名人与目标受众的在性别上的错位。

三、名人年龄细分在一般情况下，适合某一年龄段消费者使用的产品，或由某一年龄段消费者作出购买决策的产品，应由该年龄段的名人来传播产品信息。

肯德基快餐的主要消费群之一是儿童，而购买决策者很可能是慈爱的祖辈，于是就让活泼可爱的儿童和和蔼慈祥的老人来影响目标消费者。

虽然其中的儿童和老人不是名人，但从这则成功的电视广告中也可看出产品信息传递者和名人广告与名人细分王佩玮郭旭　华东理工大学软件与信息管理学院［摘要］　名人细分是实施名人广告策略的前提。

中山大学吴柏林教授 “广告学原理”绝密资料_kotler17exs

– Customer desired traits – Traits common to successful sales representatives
Selection criteria are publicized Various selection procedures are used to evaluate candidates
2003 Prentice Hall, Inc. To accompany A Framework for Marketing Management, 2nd Edition Slide 11 in Chapter 17
Managing the Sales Force
Evaluating the Sales Force
Personal Selling Principles
Major Aspects
Sales professionalism Negotiation Relationship marketing
2003 Prentice Hall, Inc.
Sales-oriented approach
– Stresses high pressure techniques
Slide 6 in Chapter 17
To accompany A Framework for Marketing Management, 2nd Edition
Managing the Sales Force
Steps in Sales Force Management
Recruitment and selection Training Supervising Motivating Evaluating
Objectives

知觉选择性注意中山大学吴柏林教授 “广告策划——实务与案例”绝密资料

David G. Myers 心理学_7e 第六章知觉选择性注意知觉大约2400年以前，柏拉图就明智地指出，我们的大脑是通过感官来知觉物体的。

为了在头脑中构筑外部世界的景象，我们首先必须觉察环境中的物理能量，然后将其编码成神经信号（传统上，人们把这一过程称作感觉）。

不仅如此，我们还必须对感觉进行选择、组织和解释（这就是传统意义上的知觉）。

因此，我们不仅要感觉原始的光与声、味道与气味，还要对其进行知觉。

我们听到的可能不是仅仅由音高和节律所构成的声音，而是儿童的哭泣声；或者不是车辆的隆隆声，而是交响乐的高潮部分。

总之，我们能够将感觉转换成知觉，解释外界刺激对我们所具有的意义。

选择性注意预览：不论何时，我们的意识就像闪光灯的光柱一样，只能集中于我们的体验的有限方面。

我们的知觉无时不在，一种知觉消失，紧接着就会出现另一种知觉。

图 6．1就可以引起多种知觉。

图中的圆圈可以被组织到若干个连贯的图像中，它们在每一个图像中都合情合理，而由不同图像所形成的知觉却在不断变换。

对尼克尔（Neeker）立方体现象也许还存在其他的解释，但无论如何，在某一时刻你可能只关注其中之一。

这说明了一个重要的原则，即我们的有意识注意具有选择性。

选择性注意（selective attention）指的是，在任何时候，我们所意识到的只占我们所经历全部事情的一小部分。

有人曾经估计，我们的5种感觉每秒共可以接收11 000 000比特信息，而我们在意识状态下仅能加工40比特（Wilson，2002）。

不过，我们仍然能够利用直觉对剩余的10 999 960比特的信息进行充分利用。

在读到此处时，你可能并没有意识到鞋子对脚底的挤压或者鼻子正处于自己的视线之中。

现在一旦你突然将自己的注意焦点转移到这些事情上，你就会觉得自己的脚被包裹着，鼻子顽固地耸立在你和书本之间。

当你注意这几句话的时候，你可能已经将视野边缘的信息排除在意识之外了。

但你可以改变这一切，你可以在注视下面的字母X时，同时注意一下书周围的东西（书本的边缘、书桌上的东西等）。

中山大学吴柏林教授 “广告策划——实务与案例”绝密资料_KOTLER01

Part I Understanding Marketing ManagementChapter 1 – Defining Marketing for the Twenty-First CenturyI. Chapter Overview/Objectives/OutlineA. OverviewMarketing is the organizational function charged with defining customer targets and the best way to satisfy needs and wants competitively and profitably. Since consumers and business buyers face an abundance of suppliers seeking to satisfy their every need, companies and nonprofit organizations cannot survive today by simply doing a good job. They must do an excellent job if they are to remain in the increasingly competitive global marketplace. Many studies have demonstrated that the key to profitable performance is to know and satisfy target customers with competitively superior offers. This process takes place today in an increasingly global, technical, and competitive environment.Marketing management is the conscious effort to achieve desired exchange outcomes with target markets. The marketer’s basic skill lies in influencing the level, timing, and composi tion of demand for a product, service, organization, place, person, idea, or some form of information.There are several alternative philosophies that can guide organizations in their efforts to carry out their marketing goal(s). The production concept holds that consumers will favor products that are affordable and available, and therefore management’s major task is to improve production and distribution efficiency and bring down prices. The product concept holds that consumers favor quality products that are reasonably priced, and therefore little promotional effort is required. The selling concept holds that consumers will not buy enough of the company’s products unless they are stimulated through a substantial selling and promotion effort.The marketing concept moves toward a more enlightened view of the role of marketing. The marketing concept holds that the main task of the company is to determine the needs, wants, and preferences of a target group of customers and to deliver the desired satisfactions. The four principles of the marketing concept are: target market, customer needs, integrated marketing, and profitability. The marketing concept places primary focus on the needs and wants of customers who comprise the target market for a particular product.Rather than coax customers into purchasing a product they may not find satisfying, the emphasis is on determining the types of markets to be satisfied, and creating the product that achieves this satisfaction objective. Choosing target markets and identifying customer needs is no small task; a marketer must dig beyond a customer’s stated needs. Once this is accomplished, a marketer can offer for sale the products that will lead to the highest satisfaction. This encourages customer retention and profit, which is best achieved when all areas/departments of a company become “customer-focused.”Beyond the marketing concept, the societal marketing concept holds that the main task of the company is to generate customer satisfaction and long-run consumer and societal well being as the key to satisfying organizational goals and responsibilities.Interest in marketing continues to intensify as more organizations in the business sector, the nonprofit sector, and the global sector recognize how marketing contributes to improved performance in the marketplace. The result is that marketers are reevaluating various marketing concepts and tools that focus on relationships, databases, communications and channels of distribution, as well as marketing outside and inside the organization.B. Learning Objectives∙Know why marketing is important to contemporary organizations.∙Understand the core concepts of marketing.∙Know the basic tasks performed by marketing organizations and managers.∙Understand the differences between the various orientations to the marketplace.∙Know the components of the marketing concept and why they are critical to successful marketing practice.∙Know why marketing is critical to different types of organizations and in different environments.C. Chapter OutlineIntroductionI.The New EconomyA.Focus on the digital revolution (Internet and related) and the impact onbusinesses and consumers in terms of capabilities.1.For Consumers - Multiple new capabilities related to increases in buyingpower, variety of goods and services available, information, interactivity,and product comparability.2.For Companies - Enhanced marketing reach, direct connectivity,information on all of the stakeholders and competitors, communications(internal and external), customized services and products, enhancedlogistics, and enhanced training.B.The Information Age Versus the Industrial Age1.Management has to recognize the potential quickly2.Marketing - “Meeting needs profitably”II.Marketing TasksA.Radical Marketing - Breaking the Existing Marketing Rules1.Firms are moving closer to the customer versus expensive research andmass marketing.2.Stages in marketing practice - entrepreneurial, formulated, andintrepreneurial.3.Focus on formulated marketing versus creative marketing.B.Scope of Marketing - Involves a Broadened View of Marketing1.Products - Anything offered for sale or exchange that satisfies aneed or want.2.Products can be goods, services, and ideas.3.Includes people, places, activities, organizations, and information.C.The Decisions That Marketers Make1.Focus on demand states and marketing tasks, along with the questionsthat marketers ask to remain aware and focused.2.Consumer markets and business markets each requires new tools andcapabilities to better understand and respond to the customer.3.Global Markets, Nonprofit markets, and governmental marketsbecoming more sophisticated in recognizing and dealing with marketingchallenges and decisions.III.Marketing Concepts and ToolsA.Defining Marketing1. A social and managerial process by which individuals and groups obtainwhat they need and want through creating, offering, and exchangingproducts of value with others.B.Core Marketing Concepts1.Target Markets and Segmentationa)Every product or service contains features that a marketer musttranslate into benefits for a target market.b)The consumer perceives these benefits to be available in aproduct and directly impacts the perceived ability to meet theconsumer need(s) or want(s).2.Marketplace, Marketspace, and Metamarketa)Marketplace - physicalb)Marketspace - digitalc)Metamarket - cluster of complementary goods and servicesacross diverse set of industries. Includes metamediaries.3.Marketers and Prospectsa) A marketer is someone actively seeking one or more prospectsfor an exchange of values.b) A prospect is willing and able to engage in the exchange.4.Needs, Wants, and Demandsa)To need is to be in a state of felt deprivation of some basicsatisfaction.b)Wants are desires for specific satisfiers of needs.c)Demands are wants for specific products backed by an abilityand willingness to buy them.5.Product or offeringa)Value proposition - Benefits companies offer to satisfycustomer needs.b)Brand - An offering from a known source. Brand image isthe associations that are connected to the brand.6.Value and Satisfactiona)Customer value triad - Combination of quality, service, and price(QSP).b)Value is the consumer’s estimate of the product’s overallcapacity to satisfy his or her needs.c)Marketers respond by changes in the triad.7.Exchange and Transactionsa)Five conditions must be satisfied.b)An exchange means obtaining a desired product by offeringsomething desirable in return.c) A transaction is the trade of values (involves several dimensions).8.Relationships and Networksa)Relationship marketing seeks long-term, “win-win” transactionsbetween marketers and key parties (suppliers, customers,distributors).b)The ultimate outcome of relationship marketing is a uniquecompany asset called a marketing network of mutually profitablebusiness relationships.9.Marketing Channelsa)Reaching the target market is critical.b)Achieved via two-way communication channels (media-newspapers through the Internet), and physical channels (productand service).c)The marketer also must decide on the distribution channel, tradechannels, and selling channels (to effect transactions).10.Supply chaina)Refers to the long channel process that reaches from the rawmaterials and components to the final product/buyers.b)Perceived as a value delivery system.petitiona)Includes actual and potential rival offerings and substitutes.b) A broad view of competition assists the marketer to recognizethe levels of competition based on substitutability: brand,industry, form, and generic.12.Marketing Environmenta)The task environment includes: immediate actors in theproduction, distribution, and promotional environmentsb)The broad environments include: demographic, economic,natural, technological, political-legal, and social-cultural.13.Marketing Programa)Marketing mix - The set of marketing tools the firm uses topursue marketing objectives in the target market.b)Involves recognition and use of the four Ps (product, price, place,and, promotion) and the four Cs (customer solution, customercost, convenience, and communication) in the short run and thelong run.pany Orientations Toward the MarketplaceA.The Production Concept - Assumes consumers will favor those products that arewidely available and low in cost.B.The Product Concept - Assumes consumers will favor those products that offerthe best combination of quality, performance, or innovative features.C.The Selling Concept - Assumes organizations must undertake aggressive sellingand promotion efforts to enact exchanges with otherwise passive consumers.D.The Marketing Concept - Assumesthe key to achieving organizational goals consists of being more effective than competitors in integrating marketing activities toward determining and satisfying the needs and wants of target markets.1.Target Market - No company can operate in every market and satisfyevery need.2.Customer Needs - It is not enough to just find the market.a)Marketers must also understand their customer’s needs andwants. Not a simple task.b)Key marketer actions: Responsive marketing, anticipativemarketing, and creative marketingE.Integrated Marketing - When all a firm’s departments must work together toserve customer interests(a company-wide activity).1.Involves external and internal marketing.2.Profitability - The ultimate purpose of marketing is to help organizationsachieve their objectives.3.Hurdles to Adopting a Marketing Orientationa)Organized Resistance - Some departments see marketing as athreat to their power in the organizationb)Slow Learning - Despite efforts by management, learning comesslowly.c)Fast Forgetting - There is a strong tendency to forget marketingprinciples.4.The Customer Concept - Moving beyond the marketing concept—especially for firms with considerable customer informationF.The Societal Marketing Concept1.The organization’s task is to determine the needs, wants, andinterests of target markets.2.Also to deliver the desired satisfactions more effectively andefficiently than competitors.3.And in a way that preserves or enhances the consumer’s and thesociety’s well-being.a)Cause-related marketing - Firms with an image act to enhancetheir reputation, etc., via causes.V.How Business and Marketing are ChangingA.Major new forces changing the way marketing process1.Customers expect more and better2.Rising brand competition3.Store-based retailers sufferingB.Trends of Company Responses and Adjustments1.Reengineering key processes versus functional depts.2.Outsourcing everything3.e-commerce trend4.Benchmarking based on world-class performers5.Alliances, supplier-partnerships, market-centered, global/local anddecentralized.C.Marketer Responses and Adjustments1.Focus on relationship marketing (versus transactional marketing)2.Creation of customer lifetime value orientation3.Focus on customer share marketing versus only market share4.Target marketing (versus mass marketing)5.Individualization of marketing messages and offerings6.Customer databases for data-mining7.Integrated marketing communications for consistent images8.Consideration of channel members as partners9.Recognition of every employee as a marketer10.Model and fact-based decision making versus intuition aloneVI.SummaryII. LecturesA. “Marketing Enters the 21st Century”The focus in this discussion is on the increasingly important role of the marketing processin the ever-changing domestic and global business environment.Teaching Objectives∙To explain the concepts related to understanding the role and potential of marketing in the larger business environment.∙To provide students a new and possibly different perspective on the role of marketing in business and society.∙To indicate areas where the marketing process and concept will be useful to the student in assessing business developments.DiscussionI NTRODUCTIONMany observers argue that all new or important directions in management thought and practice are marketing oriented. Marketing is no longer something done when a company has extra revenue to invest. It must be implemented for a business to survive.The marketing concept has changed dramatically over the last several decades, and recently the focus increasingly has moved to customers (versus products and selling), marketing globally, and the various technology issues that impact the market. In addition, there is renewed emphasis in marketing on creating and innovating with new and better products and services rather than just competing against other firms and following the marketing patterns established by competitors.The marketing concept is a matter of increased marketing activity, but it also implies better marketing programs and implementation efforts. In addition, the internal market in every company (marketing your company and products to and with the employees of the company) has become as challenging as the external marketplace due to diversity and many other social/cultural issues.C HANGES IN C ONSUMER B EHAVIORThere have been many major marketing shifts during the last few decades that have shaped marketing in the 21st century. There is a view among professional marketers that there is no longer the substantial product loyalty that existed over the last few decades. Product and brand loyalty, many argue, has been replaced by something more akin to a consumer decision that is based on the absence of a better product or service. In addition, there are major changes in the way customers look at market offerings. During the 1980s customers were optimistic, and in the early 1990s they were pessimistic. Later in the 1990s, consumers appeared rather optimistic, but still cautious at times. The following chart demonstrates some of the major shifts that have occurred to the present:1980s 1990s PresentConspicuous consumer Frugal consumer, becomingmore well-off Suspicious but generally well-off consumerImage driven Value and quality driven Highly eclecticTrusting Skeptical and cynical A “prove it” attitudeBrand loyal Does not exhibit loyalty Believes that there is alwayssomething betterEmotional buyer Informed buyer Highly informed and specialized Dreamers Escapists Focused on personal needs Overindulgent Health, wellness-conscious Health, wellness and someoverindulgence, withoutexpectation of costs orconsequencesOverworked Burnt-out, stressed out andplacing tremendous value onconvenience and time Reliant on technology and telecommunications to save time in making purchase decisionsIndustrious Baby Boomer Responsible Baby Boomer Unconvinced Generation Xer Increasingly it is clear that while the 4 Ps (product, price, promotion, and place) have value for the consumer, the marketing strategies of the 21st century will use the four “4 Cs” as added critical marketing variables:1.Care: It has replaced service in importance. Marketers must really care about theway they treat customers, meaning that customers are really everything.2.Choice: Marketers need to reassess the diversity and breadth of their offeringsinto a manageable good-better-best selection.munity: Even national marketers must be affiliated, attached toneighborhoods wherever they operate stores.4.Challenge: The task of dealing with the ongoing reality of demographic change.E ND OF THE M ASS M ARKETDuring the late 1990s, we witnessed the death of the concept of mass market. Regardless, some marketers continue to argue that database marketing will never replace mass marketing for most products. The view is that communicating with users by e-mail, Web site, mail, telephone, or fax will never become cost-efficient enough to justify the return. However, the success of the Internet provides considerable evidence that one-to-one marketing is and will be appropriate for many packaged goods and other high- and low-involvement products that in the past sold almost exclusively with brand advertising.Through the 1970s, only high-end retailers and personal-service firms could afford to practice one-to-one marketing. For the most part, they did it the old-fashioned way with personal selling and index-card files. In the 1980s, as the mainframe computer became more practical, airlines got into the act with a proliferation of frequent flyer programs. Frequency marketing programs such as these relied on monthly statement mailings and large, batch-processed databases of customer records.During the 1990s, bookstore chains, supermarkets, warehouse clubs, and even restaurants began to track individual purchase transactions to build their “share of the customer.”Many of these programs now run on PC platforms or workstation environments much more powerful than the most capable mainframes of the 1970s. It is possible today to track 5 or 6 million customers for the same real cost as tracking a single customer in 1950. With Internet-based databases and remote access, this capability literally has exploded in the last few years. The situation will become even more interesting as one-to-one marketing becomes even increasingly pervasive. With an increasingly powerful array of much more efficient, individually interactive vehicles, the options are virtually unlimited, including on-site interactivity, Web site connections, fax-response, e-mail, and interactive television.Most households today either have direct Internet access, or with TV sets that also provide real-time interactivity through the Internet. We are closing rapidly on the time where individuals will interact with their television and/or computer simply by speaking to it. Via various Web sites, computers work for us to enable us to remember transactions and preferences and find just the right entertainment, information, products, and services. Likewise, online capabilities enable providers to anticipate what a consumer might want today or in the future. Unfortunately, the system has been slower to protect consumers from commercial intrusions that they may not find relevant or interesting.The increasing level of market definition and refinement (and resulting opportunities for marketers) is possible through the massive social, economic, and technological changes of the past three decades. There is no longer a U.S. mass market because lifestyles have changed so dramatically. Some of the important demographic shifts have been:∙Increasing diversity of the population. The United States has always been an immigrant nation. However, large numbers of immigrants from Latin Americaand Asia have increased the proportion of minorities in the country to one inthree, up from one in five in 1980. This diversity is even more noticeable in theyounger market.∙Changing family and living patterns. There has been a substantial rise in the divorce rate, cohabitation, non-marital births, and increased female participationin the labor force. In addition, married couples with one earner make up only 15percent of all households. Dual-earner households have become much morecommon—the additional income is often necessary for the family to pay theirbills. Thus, the stereotypical family of the 1950s has been replaced by two olderand harried, working parents with much less time available.∙Emergence of a new children’s market. Minorities are over-represented in the younger age brackets due to the higher fertility and the younger populationstructure of many recent immigrants. The result is that one in three children inthe United States is black, Hispanic, or Asian. In addition, nearly all of today’schildren grow up in a world of divorce and working mothers. Many are doingthe family shopping and have tremendous influence over household purchases.In addition, they may simply know more than their elders about productsinvolving new technology such as computers.∙Income and education increases are two other important demographic factors impacting the marketing management arena. Generally, incomeincreases with age, as people are promoted and reach their peak earning years, and the level of education generally has increased over the last fewdecades. Family units today often have higher incomes because they may havetwo earners. Accordingly, there is an increased need for products and servicesbecause they likely have children and are homeowners.In sum, the need for market analysis and marketing decision-making, and managers to perform those tasks has never been greater. But, as the course will demonstrate, the complexities of, and analytical tools required for, these activities have never been greater. Be prepared for a challenging experience.B. “The Changing Image of Marketing”Focus: the changing perceptions of marketing in the contemporary business environment.Teaching Objectives∙To explain the concepts related to understanding the role and potential of marketing in the larger business environment.∙To provide students a new and possibly different perspective on the role of marketing in business and society.∙To indicate areas where the marketing process and concept will be useful to the student in assessing business developments.DiscussionI NTRODUCTIONWhat image comes to mind when you hear the word “marketing”? So me people think of advertisements or brochures, while others think of public relations (for instance, arranging for clients to appear on TV talk shows). The truth is, all of these—and many more things—make up the field of marketing. The Knowledge Exchange Business Encyclopedia defines marketing as “planning and executing the strategy involved in moving a good or service from producer to consumer.”With this definition in mind, it’s apparent that marketing and many other business activities are related in some ways. In simplified terms, marketers and others help move goods and services through the creation and production process; at that point, marketers help move the goods and services to consumers. But the connection goes even further: Marketing can have a significant impact on all areas of the business and vice versa.M ARKETING B ASICSIn introductory marketing you learned some basics—first the four P’s, and then the six P’s: ∙Product—What are you selling? (It might be a product or a service.)∙Price—What is your pricing strategy?∙Place or distribution—How are you distributing your product to get it into the marketplace?∙Promotion—How are you telling consumers in your target group about your product?∙Positioning—What place do you want your product to hold in theconsumer’s mind?∙Personal relationships—How are you building relationships with your target consumers?The sum of the above is called the marketing mix. It is important to have as varied a mix as possible in marketing efforts, since each piece plays a vital role and boosts the overall impact. Let’s take a closer look at the basic P’s of marketing and particularly at how they might affect what you do in business.▪ProductMarketers identify a consumer need and then provide the product or service to fill that need. The marketer’s job is to pinpoint and understand existing needs, expand upon them, and identify new ones. For example, because there are more singles and small families these days than in years past, marketers might see a need for products to be sold in smaller quantities and offered in smaller packages.How can this impact other professionals in the business/marketing process? Let’s say your company has developed a new product that generates enormous consumer demand. Your marketing department may ask you to find a way to speed up the workflow in order to crank out more products faster. A year after the product is introduced, however, the market might be flooded with cheap imitations. Since one marketing strategy is to keep products price-competitive, a marketer may then ask you to find a way to make the product less expensively. This relationship works both ways. There may be production and industrial engineers who may see a way to change the work process that would create additional options for consumers. Those engineers will also be instrumental in design and development of products for which human factors and ergonomics are important considerations. Maybe there’s room to add another product line. For instance, that product X is still blue but new product Y is red. You can suggest this to your marketing department; it, in turn, would do research to gauge potential consumer demand for the new line.▪PriceIdeally, a marketer wants to be proactive in setting price rather than simply react to the marketplace. To that end, the marketer researches the market and competition and plots possible price points, looking for gaps that indicate opportunities. When introducing a new product, the marketer needs to be sure that the price is competitive with that of similar products or, if the price is higher, that the consumers perceive they’re getting more value for their money.Various other technical professionals can have an important impact on marketers’ pricing decisions. Again, you may be asked to determine if productivity can be enhanced so that the product can be manufactured and then sold—for a lower price.▪Place or distributionWhat good is a product if you can’t get it to people who want to purchase it? When marketers tackle this issue, they try to figure out what the optimum distribution channels would be. Forexample, should the company sell the product to distributors who then wholesale it to retailers or should the company have its own direct sales force?Marketers also look at where the product is placed geographically. Is it sold regionally, nationally, and internationally? Will the product be sold only in high-end stores or strictly to discounters? The answers to all of these questions also help shape how a product can be distributed in the best way.Such distribution questions are potentially of great significance to many professionals, including industrial and other types of engineers in a company. For instance, whether a product will be marketed regionally or internationally can have enormous implications for package design as well as obvious areas of the supply chain: logistics, transportation, distribution, and warehousing.▪PromotionPromotion encompasses the various ways marketers get the word out about a product—most notably through sales promotions, advertising, and public relations.Sales promotions are special offers designed to entice people to purchase a product. These can include coupons, rebate offers, two-for-one deals, free samples, and contests.Advertising encompasses paid messages that are intended to get people to notice a product. This can include magazine ads, billboards, TV and radio commercials, Web site ads, and so forth. Perhaps the most important factor in advertising success is repetition. We’re all bombarded with an enormous number of media messages every day, so the first few times a prospective customer sees an ad, it usually barely makes a dent. Seeing the ad over and over is what burns the message into people’s minds. That’s why it’s good to run ads as frequently as possible.Public relations refers to any non-paid communication designed to plant a positive image of a company or product in consumers’ minds. One way to accomplish this is by getting the company or product name in the news. This is know n as media relations, and it’s an important aspect of public relations.As with price, changes in demand created by promotions can have a direct impact on the work of many other professionals.▪PositioningBy employing market research techniques and competitive analysis, the marketer identifies how the product should be positioned in the consumer’s mind. As a luxury, high-end item? A bargain item that clearly provides value? A fun product? Is there a strong brand name that supports how the image is fixed in the consumer’s mind? Once the marketer answers these kinds of questions, he or she develops, through a host of vehicles, the right image to establish the desired position.This, too, can affect the work you do. If an upscale image is wanted, the materials used in the product and packaging are likely to be different from those used in a bargain product—a fact that could make the workflow significantly more complex. On the other hand, with your engineering knowledge, you may be able to suggest alternative materials that would preserve the desired image but be easier or less expensive to use.。

中山大学吴柏林教授 “广告学原理”绝密资料_kotler09exs

Lifestyle
– Activities – Interests – Opinions
Personality
Core values
©2003 Prentice Hall, Inc.
To accompany A Framework for Marketing Management, 2nd Edition
Age, race, gender Income, education Family size Family life cycle Occupation Religion, nationality Generation Social class
©2003 Prentice Hall, Inc.
©2003 Prentice Hall, Inc.
To accompany A Framework for Marketing Management, 2nd Edition
Slide 2 in Chapter 9
Using Market Segmentation
Mass marketing is losing popularity
©2003 Prentice Hall, Inc.
To accompany A Framework for Marketing Management, 2nd Edition
Slide 10 in Chapter 9
Segmenting Consumer Markets
Multi-attribute segmentation via geoclustering combines multiple variables to identify smaller, betterdefined target groups

中山大学吴柏林教授,基于消费者洞察的广告策略,绝密资料,网络视频版_04

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东亚银行扶老人过马路 2000
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东亚银行为孕妇拦的士 1999
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愤怒警戒憎恨悲伤
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对消费者行为的深层把握
一、消费者的动机与需求_ 二、消费者的认知心理_ 三、消费者的态度与说服心理_ 四、消费者的情感与情绪_ 五、消费者的自我意识_
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四、消费者的情感与情绪

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

“鸡尾酒会现象”双耳分听中山大学吴柏林教授 “广告策划——实务与案例”绝密资料

“鸡尾酒会现象”不被注意的信息的命运如果你已经选择性地注意了一个知觉呈现的子集——依赖于你自己的目标或刺激的属性——那么那些没有被你注意的信息会有什么结局呢?想像一下当你正在听一个讲座的时候，你的两边都有人在谈话。

你如何跟上讲座的进程?你会注意到交谈中的什么内容?是不是任何出现在谈话内容中的信息都会把你的注意从讲座上转移开?这些问题最早由布罗德本特(Donald Broadbent) (1958)研究，他把心理看成是一个通讯的通道——像一条电话线或计算机的连线——积极地加工和传播信息。

根据布罗德本特的理论，作为一个通讯的通道，心理只有有限的资源去执行全部的加工。

这个限制要求注意严格调整从感觉到意识的信息流。

注意形成了一个通过认知系统的信息流的瓶颈，把一些信息过滤掉，让另一些信息继续进入。

注意的过滤器理论表明选择发生在加工的早期，在获得输入的意义之前。

为了检验过滤器理论，研究者用双耳分听(dichotic lis- tening)技术，在实验室重建了有多重输入来源的现实场景。

在这种范式中，被试戴着耳机听同时呈现的两种录音信息——不同的信息呈现给不同的耳朵。

被试被要求仅仅把两种信息中的一种重复给实验者，而把另一耳中的信息都忽略掉。

这种程序被称为掩蔽注意信息(见图5．10) 。

研究者发现，当注意已经过滤了所有被忽视的材料使得回忆不可能发生时，有些被试仍能回忆一些信息，这使过滤器理论极端模型受到了挑战(Cherry，1953)。

例如，试想一下你自己的名字。

人们总是报告说在一个喧闹的房间里，即使在聊天的时候也能听到有人喊他们的名字。

这经常被称为鸡尾酒会现象。

图5．10 双耳分听任务被试听到在每只耳朵同时呈现的不同的阿拉伯数字：2(左)，7(右)，6(左)，9(右)，1(左)，和5(右)。

他报告听到正确的数列——261和795。

然而，当要求被试仅仅注意右耳的输入，他报告只听到795。

论广告意识形态中山大学吴柏林教授,广告心理学,清华大学出版社,绝密资料

识和心理状态的投影。广告为向大众消费者推销产
品 ,往往借大众能接受的观念来展开说服工作 ,这种
观念不会是无源之水、无本之木与脱离现实的想象 ,
而是现实的图画。
广告之所以能够成功地发挥这种意识形态作用 , 使消费者放松兽锡 ,丧失理性思维能力 ,甚至产生对
表层意识形态把持着话语的权力 ,它总是无所不知、一贯正确地向人们灌输种种教条 ,教导人们该如何思想、如何生活 ,在智力和道德上似乎拥有凌驾于
知识、立场、观点 ,往往会被它的产生者 — 特殊的社会群体有意或无意地普泛化 , 扩大到超出特定范围 , 具有超常的适用性和正确性 ,简而言之 ,一种话语强
权。
当代广告无疑正上演着这样一场意识形态化的戏剧一开始 ,广告生产着观点、知识、信仰、立场与价值 ,后来则借助媒体帝国的霸权之手 ,对不设防的受众进行天长日久的渗透和包围 , 以图谋一场精神的 “ 和平演变 ”最终将某种隶属于特殊集团的世界观和 ,
本来就只是物质世界的推销术 ,染指意识形态只是广
们消费 ,因此 ,无论广告再怎么天花乱坠 ,或者清静无为 ,它都始终是为消费服务 ,以消费主义为中心的。因
此广告是一种消费文化 ,广告的深层意识形态从根本上说 ,其价值内核就是消费主义。广告表层意识形态的所有观点、法、说立场是以此为中心建构起来的种种 “ 言语 ” 而消费主义则是隐藏在所有表层表达之 , 下 ,生成表层话语的最根本的深层结构。伴随着以广告为代表的消费意识形态的耳濡目染 ,以消费主义为中心的意识形态已经完成对当代人的脱胎换骨式的改造 ,使之建立起在消费中寻找价值和意义的生活方式。人们在消费中发现自我、确证社会身份、得社取会认同 ,人们还在消费中找寻人生的方向 ,更习惯了用物质的占有来标生命价值的高度和效度。在广告所建立的物质神话里 ,现代人找到了安身立命、立心

中山大学吴柏林教授 “广告策划——实务与案例”绝密资料_KOTLER08

Chapter 8 – Dealing with the CompetitionI. Chapter Overview/Objectives/OutlineA. OverviewIn the marketplace, many companies develop effective products, channels, pricing, and advertising. However, many of these companies lose in the marketplace. There may be many reasons, but a critical variable may be an inability to understand the competitive environment and to gather and utilize data on that environment.To prepare an effective marketing strategy, a company must consider its competitors as well as its actual and potential customers. This is especially necessary in slow growth markets because firms generally gain sales by wining them away from competitors.A company‘s closest competitors seek to satisfy the same customers and needs and make similar product and service offers. A company should also pay attention to its latent competitors that may offer new and/or different ways to satisfy the same needs. The company should identify its competitors by using both an industry and market-based analysis.A company should gather information on competitor strategies, objectives, strengths, weak-nesses, and reaction patterns. The company should study and understand competitor strategies in order to identify its closest competitors and take appropriate action. The company should know the competitor‘s objectives in order to anticipate further moves and reactions. Knowledge of the competitor‘s strengths and weaknesses permits the company to refine its own strategy to take advantage of competitor weaknesses while avoiding engagements where the competitor is strong. Understanding typical competitor reaction patterns helps the company choose and time its moves.The firm should collect, interpret, and disseminate competitive intelligence continuously. Company marketing executives should be able to obtain full and reliable information about any competitor that could have bearing on a decision. As important as a competitive orientation is in today‘s markets, companies should not overdo their focus on competitors. Changing consumer needs and latent competitors are more likely to hurt a firm than the existing competitors. Companies that maintain a good balance of consumer and competitor considerations are practicing effective market orientation.B. Teaching Objectives∙Know the difference between the industry and market concepts of competition.∙Understand how to identify competitor strategies.∙Understand how to determine competitor objectives.∙Understand how to estimate competitor reaction patterns.∙Know how to design competitive intelligence systems.∙Know how to select competitors to attack or avoid.Understand what it means to balance a customer and competitor orientation.C. Chapter OutlineI.Introductionpetitive Markets and CompetitorsA.Market Attractiveness - Porter‘s Five Forces determine the attractiveness of themarket1.Three of the Porter forces emanate from threats related to competitors:intense segment rivalry, new entrants and substitute products.2.The other two forces respond to threats connected to the firm‘s moreimmediate market environment: Buyer bargaining power and supplierbargaining power.III.Identifying Competitors -Four levels: brand, industry, form, and genericA.Industry Concept of Competition - Changing with the Internet1.Number of Sellers and Degree of Differentiation (monopoly, oligopoly,monopolistic competition, and pure competition)2.Entry, Mobility, and Exit Barriersa)Ease of entry into market and various (existing and new)segmentsb)Exit and Shrinkage Barriers - Ease of exit and reduction in size.3.Cost Structure - Reducing largest costs and most cost efficient plant(s)4.Degree of Vertical Integrationa)Backward and forwardb)Integration from source through retail (degree of)c)Outsourcing to specialists to lower costs5.Degree of GlobalizationB.Market Concept of Competition1.Many companies make the same product2.Many companies pay attention to other companies that satisfy the samecustomer need.petitor AnalysisA.Strategies: Strategic groups – differs, depending on various key variables in anindustry.B.Objectives: What drives the competitors – constant monitoring.C.Strengths and Weaknesses – competitive positions in the market:1.Dominant, strong, favorable, tenable, weak, nonviable.2.The basis for evaluation of strengths and weaknesses:a)Share of marketb)Share of mindc)Share of heartd)Result: Those that make steady gains in mind and heart shareinevitably make gains in market share and profitability.D.Reaction Patterns1.Depends on competitive equilibrium2.Single factor critical and multiple competitive factorspetitive Intelligence SystemA.Designing the Competitive Intelligence System1.Four Main Steps:a)Setting up the systemb)Collecting the datac)Evaluating and analyzing the datad)Disseminating information and respondingB.Selecting competitors to attack and to avoid - major steps in customer valueanalysis are:1.Customer Value Analysis - Evaluating major attributes that customersvalue.a)Assess quantitative importance of the different attributes.b)Assess company and competitor performance on the differentcustomer values against their rated importance.c)Examine how customers in a specific segment rate thecompany‘s performance against a specific major competitor onan attribute-by-attribute basis.d)Monitor customer values over time.2.Classes of Competitors - following customer value analysis:a)Strong versus weakb)Close versus distantc)Good versus badd)Customer value analysis helps a marketer perceivecompany/product value to a customer relative to competitorproduct value(s).VI.Designing Competitive StrategiesA.Market-Leader Strategies1.Expanding the total market, with new users, new uses, and more usage.2.Defending market share, with position, flank, preemptive,counteroffensive, mobile, and contraction defensive strategies.3.Expanding market share (note Procter & Gamble and Caterpillar casestudies) - Line-extension, brand-extension, multibrand, etc., strategies.B.Market-Challenger Strategies1.Defining the strategic objective snd the opponents2.Choosing a general attack strategy (frontal, flank, encirclement, bypass,guerrilla)a)Marketing Skills: Guerrilla Marketing - Creative Thinking(maximum customer attention with minimal investment)3.Choosing a specific attack strategy (Price-discount, lower-price goods,prestige goods, product proliferation, product innovation, improvedservices, distribution innovation, manufacturing cost reduction, andintensive advertising promotion)C.Market-Follower Strategies1.Levitt: product imitation might be as profitable as product innovation2.Broad strategies: counterfeiter, cloner, imitator, adapterD.Market-Nicher Strategies1.The key is specialization2.They must constantly create new niches, expand and protect.3.High margin versus high volumeE.Balancing Customer and Competitor Orientations1. A firm should not become consumed by a competitor-centered strategy.2. A customer-centered company relies on customer developments andresearch and can better identify new opportunities and long runmarketing strategies.VII.SummaryII. LecturesA. “Competitive Intelligence”This discussion focuses on the uses of various sources of information for marketing. It is useful to update the examples so that students will be able to identify readily with this concept based on their general knowledge of the techniques, companies, and products involved in the lecture/discussion. There are many different approaches to competitor research. Marketers should consider the process and implications.Teaching Objectives∙To stimulate students to think about the need for and value of competitive analysis.∙To present points to consider in proceeding with development of a competitive analysis program.∙Recognize some of the better sources of information for various marketing questions.DiscussionI NTRODUCTIONIn the marketplace, many companies do a first class job of developing a great product, great channels, great pricing, and great advertising. You might say—Wow! That is great. However, many of these companies not only lose in the marketplace, but they lose big.The reasons may be management, financial, etc., but when we get right down to it the answer may be much more interesting. The critical variable may be the competitive intelligence that the firm failed to get at the right time, with the right detail. In this discussion, we will look at some of the issues and questions behind choosing the right sources as well as approaches that might be useful in preparing the competitive intelligence program that will do the job.First, the Kotler text gives some excellent examples of how to scan the competitive environment. As part of this framework, it also is useful to determine where to get the information, that the analyst is able to determine where and how to use the questions asked, and that the data developed is based on the marketing and strategic plans, not just collected in a random manner. This requires knowledge of a number of variables and then bringing it all together to be utilized in the firm‘s marketing positioning effort. Remember, to achieve an effective competitive analysis it is essential to place the process in perspective.C OMPETITIVE A NALYSISThe logical starting point for the strategy analysis is to understand effectively the competitive structure and attractiveness of the industry. It is important to recognize that some industries are and will be more profitable than others. It is important also to know the real strengths of the industry, and the firms within the industry, not only in overall terms but also in specific detail. Many times appearances can be deceiving. Consider, for example, companies that project a great public relations image but in reality are quite the opposite. (Enron could serve well as an example).A logical overview of this process comes from Porter‘s five basic forces of competition:∙Threat of new entrants∙Rivalry among existing competitors∙Bargaining power of suppliers∙Bargaining power of buyers∙Threat of substitutesWhat determines the strength of each of these five forces in the industry? The process is shaped by a number of underlying structural determinants. It is important to remember that any of the forces that undermine the structure of an industry likely will cause profitability to decline. A good example is the dot-coms that raced to steal markets from the existing well-organized physical retailers but had little to offer except investor hype. Their inability to show quality and superior results led to investor disenchantment and the loss of confidence that they could produce a profit against the existing competition. This, in turn, led to massive dot-com failures, consolidation in the industry, and finally the successful entrance of many major retailers with name, cash, and ability to stay the course.To begin this process, the firm should develop a complete evaluation of the competitive framework and the specific competition. This would include a detailed compilation of the competitors, both real and potential, along with their products, marketing capability,service, production strength, financial strength, and management. Next, you must detail where each firm, including your own, fits into the industry in terms of products, marketing capability, service, production strength, financial strength, and management. At this point, you should be able to develop a thorough analysis of the following, for the past, present, and future:∙Degree of industry concentration∙Changes in type and mix of products∙Market ―segments‖ in the firm and industry (and changes)∙Companies that have left and/or entered the industry (and why)∙Industry market share changes (and why – technology, substitution, etc.)∙Company market shares and share changes∙New technology substitution∙Each firm‘s vulnerability to new technologyIn addition to these specific competitive characteristics, the firm should focus on the various financial, economic, technological, and socio-political factors in the industry environment. This information is available through a variety of sources, including: ∙Company Web sites and literature∙Industry trade show observation and contactsOnline databases, including Lexis-Nexis, EBSCO, First Source, PROMPT, Trade & Industry, and Investext, along with various other online sources, such as the TV networks, Hoover, investment houses (Schwab, Merrill Lynch, etc.), The Wall Street Journal (WSJ), BusinessWeek (BW), etc.It is import ant to understand each firm‘s position within the industry. Companies in large or small industries have varying levels of profitability, and it is important to understand what it takes to be a superior performer in industry. Information that may assist in this process might include some or all of the following:∙How the industry might change, in the short to long term.∙How the competing firms within an industry differ in the way in which the competitive forces influence each of the competitors.∙Identify the companies that have the power to shape the industry. These companies could either make the industry or cause the demise.∙New product development potential within the industry and which firms have the ability to make it happen.This analysis should first provide a detailed and technical description of the products and services offered, including product mix, depth, and breadth of product line.This should lead to a clear understanding and listing of market position by product, citing product strengths and weaknesses individually and in the overall product line.Among the sources for this information are company Web sites, company product literature, WSJ, BW, and online databases including DIALOG, LEXIS-NEXIS, and Hoover.Another important area is R&D expenditures (industry and by company), analysis of each company‘s research and development expenditures and capabilities, along with a run down on technical personnel and expertise. Sources for this information include EBSCO, LEXIS-NEXIS, DIALOG, Hoover, PROMPT, Trade & Industry, and Investext.Next, it is important to understand clearly who holds which patents (current and pending), the product standards and specifications, including a quality and technical analysis. Some of the better sources for this could include: Claims, World Patent Index, Derwent, and IFI/Plenum Claims. Company Web sites and trade show industry contacts also can provide valuable clues in this part of the effort.The last piece of information needed in this section of the competitive intelligence analysis includes a new product introductions analysis (past, present, and expected). Some good sources for this information include press releases (company/industry Web sites), Predicast New Product Announcements, and sales force contacts. In addition, EBSCO, LEXIS-NEXIS, DIALOG, and various investor sources can provide valuable insight.M ARKETSOften, firms have a good overall understanding of the markets they are in or wish to compete in, but they tend to operate with the same attitude and perspectives that have existed in the company and industry for many years. To truly understand the market, the potential new competitor should have a solid grasp of the factors that make and drive the market for the product or service. For example, the firm should have a detailed compendium of the following, by firm within the industry:∙Market segmentation∙Customer base (markets targeted, regional sales analysis, penetration, importance to each firm)∙Profiles of markets and customers (including product mix and sales data by product line)∙Market growth and potential for future growth∙Market share by product line∙Market and geographic areas targeted for expansion∙Marketing tactics and strategies (4 Ps, especially price and promotion)∙Distribution network/channels of distribution∙Advertising/marketing/sales efforts including budgets and advertising / marketing firms usedAmong the sources that could be used on this activity are: PTS MARS, magazine ads, Prompt, Investext, Trade & Industry, SEC reports, Newspapers, Newswires, BW, Fortune, WSJ, company Web sites, etc.I NTERNATIONAL/G LOBALDepending on the expected competition and market activity, it is essential that the competitive intelligence effort include a foreign trade analysis. Without access to some expensive databases that provide specific product sales and market share information, it would be best to look at and evaluate recent order information, government contracts, and individual sales forces overseas (performance, experience, compensation, etc.). For U.S. firms, StatUSA provides an excellent data source, along with PIERS Exports & Imports, Commerce Business Daily, Newspapers (especially WSJ, NYT, BW), LEXIS-NEXIS, and DIALOG.S TRATEGY/D ECISION M AKINGIdentification of marketing and corporate strategies probably is one of the more important requirements of any competitive analysis. For this, most firms need experienced professional input, along with extensive use of the Internet, DIALOG, and other similar tools noted above. Below, we have established for each firm in the industry several important the intelligence needs, followed by selected sourcing:∙Apparent strategic (long-range) plans, including details of acquisition and divestiture strategy, etc. (SEC filings)∙New products on the horizon—with indications of a new direction for the company. (PROMPT, press releases, newspapers)∙Apparent strategic objectives: corporate/divisional/subsidiary company priorities; business unit/segment goals; basic business philosophy/targets.(Suppliers, employees, wholesalers)∙Analysis of company‘s decision-making process. Overall company image and reputation. Company‘s ability to change. How will the companylook/perform in the future? Anti-takeover measures instituted; the firm‘skey success factors? The key objective: Why has the firm been successful,overall? (Shareholder lawsuits pending, LEXIS-NEXIS)∙Corporate attitudes toward risk. (legal databases, employees, suppliers)∙Statements of plans to enter new markets, improve market position, and/or increase market share. (Trade journals, top executive speeches, PROMPT,marketing analysts).Following this exercise, the analysis should provide a clear understanding of the operation of the industry, and the competing firm should be able to utilize this information to provide an overall planning framework, strategy plan, and marketing plan to take advantage of current and future market opportunities.B. “Does Preemptive Marketing Work?”The focus here is on Porter‘s framework for preemptive strategy in a marketing settin g, and the role and value of this concept in the overall marketing process and strategy for the company. Many students will be able to identify readily with this concept based on their general knowledge of the companies and products involved in the lecture/discussion.The discussion begins by considering why a leader firm would consider preemptive strategy as a means of maintaining or increasing the firm‘s market position. This leads into a discussion of the implications for the introduction of a preemptive strategy for other firms in the industry in the medium and long-term.Teaching Objectives∙Stimulate students to think about the critical issues, pro and con, for a firm when it moves toward adoption of a preemptive strategy approach.∙To consider how to proceed with a preemptive strategy.∙To discuss the role of preemptive strategies in helping the firm achieve a position in the industry.DiscussionI NTRODUCTIONPreemptive marketing involves many different possibilities for the leader to assume a defensive or offensive position in the market and with competitors. The primary elements for a firm to consider in a preemptive action are that delay and/or position are critical and that nothing is forever. The firm must recognize that eventually it will be essential to conduct some type of preemptive action if it is to maintain control or partial control of the niche or share position.There are many reasons for a leader to adopt a preemptive strategy approach, but often it is a consequence of product maturity. The leader firm recognizes that another firm(s) has developed a superior capability in product or service. While it is possible for a challenger or other strategic planning firm to develop a preemptive position, the reasons tend to be more to disrupt the course of the industry in order to gain advantage against an entrenched leader. While this can be a very beneficial move, it has a tendency to convey a message to other firms in the industry that the firm could be posing a serious threat to all others in the industry. Firms that have done this, such as People Express, often find they are able to ride the crest of the wave of success only so far and so long, unable to sustain against the retaliatory moves of the industry in general. The primary preemptive objective of the leader or challenger is to maintain or occupy more of the critical or prime positions in the industry. This could include positioning their company or product in the mind of the consumers or distributors, preemptive control of the physical locations for retail facilities, preemptive control of critical raw materials, and/or preemptive control of other resources critical to success in the industry.IDENTIFYING PREEMPTIVE OPPORTUNITIESThere are many ways to succeed to achieve a preemptive advantage, but identification of a weak link in the commitment from one or more firms in the industry is a good starting point. Among the various positions that Porter demonstrates is the attempt to secure access to rawmaterials or components. This ploy has worked primarily in those industries where raw or primary industries are critical to operations or success.In like manner, programs to preempt production equipment have worked effectively. This situation works best where the production equipment involves proprietary processes or patents. Efforts to dominate supply logistics, such as brokers, transportation, or similar settings, have made an impact. (Note to the Instructor: There are many current examples of these and other preemptive approaches. Current examples, or examples the students may know, will enhance the discussion).Moving to the various functional area activities, in products and/or services, a number of other preemptive methods are utilized. For example, introducing new product lines and expanding production aggressively, such as IBM and many other firms have done, a competitor attempting to follow the lead of the leader can find it a very expensive and likely losing proposition.In the area of production systems, there have been in recent years some very good examples of firms able to develop proprietary production methods, expand capacity aggressively, and secure scarce and critical production skills. In addition, in the production systems area, firms that achieve some level of vertical integration with key suppliers can create a considerable barrier for competitors without the same economies of scale.In the 1980s, IBM, among others, applied the principle that if a firm provides the dominant product design in the industry it will be able to constantly keep the competitors as followers. Constantly expanding the scope of the product is another variation on this theme. A classic example of this approach is Merrill Lynch with the Cash Management Account of the late 1970s, and many others more recently.―Positioning‖ the product more effectively also can be an effective preemptive strategy. This can be an effective and relatively inexpensive strategy, given that there are many different types of positioning in the marketplace, including positioning in the mind of the consumer, distributors, suppliers, and others. (Note to the Instructor: There are and will be many current examples where firms have successfully achieved both challenger and leader positions with various positioning and re-positioning efforts).Other examples of preemption relate to situations where a firm is able to secure accelerated government agency approval because of strong technical capabilities and/or market recognition. This situation obviously occurs most often in medical and pharmaceutical products or other related areas where there are health and safety concerns.Keeping the competitors off balance by constantly adding to the market segments in the marketplace is another useful preemptive action. Coke achieved this effectively with New Coke. Even though the company had to return to the earlier formula and publicly back down from the decision, they were able to further fragment the market and take more share from the smaller competitors with fewer resources.Lastly, it is useful to consider the role of the preemptive in working with distributors. It is appropriate for the leader firm engaging in preemptive marketing to capture key accounts, occupy prime locations, develop preferential access/key distributors, control supply systems and distribution logistics, and insure access to superior service systems. In addition, one of the most important areas for great potential is to engage in educational and promotional activitiesthat are designed to develop the skills of the distributors. This could include a number of activities designed to enhance the capabilities for the distributors to better serve their customers. Note to the Instructor: In all of these examples there are many firms both winning and losing with this strategy. Clearly among the best examples are firms winning, but there are many situations where those losing can provide an interesting story.III. Background Article(s):Issue: Marketing in the High Tech EnvironmentA. Source:―Oracle vs. IBM,‖ BusinessWeek, May 28, 2001, p. 65.Ask Oracle Corp. CEO Lawrence J. Ellison what keeps him up at night, and the answer might surprise you. It‘s not his longtime nemesis, Microsoft Corp. It‘s not up-and-comer Siebel Systems Inc. It‘s IBM, the awakening tech giant that is vying for the No. 1 spot in the corporate-software world. ―He has stopped with that ‗Microsoft is the devil‘ stuff,‖ says Steve Mills, IBM‘s software head. ―He has moved on to us.‖With Good ReasonWhoever wins in this face-off will grab the lion‘s share of the $50 billion corporate-software market for years. For every Oracle product, IBM has a counterpunch: Databases, applications, and e-business foundation software. At the same time, the companies‘ philosophies are strikingly different. Oracle‘s strategy is to off er customers a complete and tightly integrated package of software—everything a company needs to manage its financials, manufacturing, sales force, logistics, e-commerce, and suppliers. In contrast, IBM top management backed a ―best-of-breed‖ approach in w hich it stitched together a quilt of business software from various companies, including itself.The outcome of this battle had huge implications for the software industry. If IBM‘s partnering strategy carries the day, it means there will be plenty of breathing room for major application makers such as SAP, Siebel, and PeopleSoft, and for countless upstarts that are bringing Internet programs to market. If Oracle gains the upper hand, it will be pushing its own applications, leaving less room for other players.To get ahead, IBM is targeted what it sees as Oracle‘s chief vulnerability: The Silicon Valley company competes in the applications market with the same software makers it relies on to help sell its databases. IBM has an advantage because it doesn‘t s ell applications of its own. So, by setting itself up as a neutral party, IBM is able to gain those companies as allies. That boosts its database sales, since application companies often recommend to customers which database they think should be used with their software. IBM‘s consultants then sew the software together.Analysts are split on whether the Oracle or IBM strategy will succeed long-term. They expect both companies to remain among the strongest players in the market. But competitive juices are flowing. Ellison has only disdain for the idea of corporations buying major software components from different suppliers and then hooking them together. ―You would never buy a car that way,‖ he says.。

中山大学吴柏林教授 “广告心理学”绝密资料_schiffman05_im

CHAPTER 5Personality and Consumer BehaviorLEARNING OBJECTIVESAfter studying this chapter students should be able to:1.Define personality.2.Describe the nature and development of personality.3.Outline Freudian personality theory and the corresponding stages of development.4.Discuss neo-Freudian personality theory and trait theory.5.Discuss the relationship of personality and consumer diversity.6.Enumerate cognitive personality factors, consumption, and possession traits.7.Trace the shift from consumer materialism to compulsive consumption.8.Explain consumer ethnocentrism.9.Describe the elements of brand personality.10.Discuss the concepts of self and self-image.11.Identify the four forms of self-image plus two other versions of self-image.12.Describe virtual personality or self.SUMMARYPersonality can be described as the psychological characteristics that both determine and reflect how a person responds to his or her environment. Although personality tends to be consistent and enduring, it may change abruptly in response to major life events, as well as gradually over time. Three theories of personality are prominent in the study of consumer behavior: psychoanalytic theory, neo-Freudian theory, and trait theory. Freud’s psychoanalytic theory provides the foundation for the study of motivational research, which operates on the premise that human drives are largely unconscious in nature and serve to motivate many consumer actions. Neo-Freudian theory tends to emphasize the fundamental role of social relationships in the formation and development of personality. Alfred Adler viewed human beings as seeking to overcome feelings of inferiority. Harry Stack Sullivan believed that people attempt to establish significant and rewarding relationships with others. Karen Horney saw individuals as trying to overcome feelings of anxiety and categorized them as compliant, aggressive, or detached.Trait theory is a major departure from the qualitative or subjective approach to personality measurement. It postulates that individuals possess innate psychological traits (e.g., innovativeness, novelty seeking, need for cognition, materialism) to a greater or lesser degree, and that these traits can be measured by specially designed scales or inventories. Because they are simple to use and to score and can be self-administered, personality inventories are the preferred method for many researchers in the assessment of consumer personality. Product and brand personalities represent real opportunities for marketers to take advantage of consu mers’ connections to various brands they offer. Brands often have personalities—some include“human-like” traits and even gender. These brand personalities help shape consumer responses, preferences, and loyalties.Each individual has a perceived self-image (or multiple self-images) as a certain kind of person with certain traits, habits, possessions, relationships, and ways of behaving. Consumers frequently attempt to preserve, enhance, alter, or extend their self-images by purchasing products or services and shopping at stores believed to be consistent with the relevant self-image and by avoiding products and stores that are not. With the growth of the Internet, there appear to be emerging virtual selves or virtual personalities. Consumer experiences with chat rooms sometimes provide an opportunity to explore new or alternative identities.CHAPTER OUTLINEINTRODUCTION1.Marketers have long tried to appeal to consumers in terms of their personality characteristics.a)Marketers have intuitively felt that what consumers purchase, and when and how theyconsume, are likely to be influenced by personality factors.2.Advertising and marketing people have frequently depicted or targeted specific consumerpersonalities in their advertising messages.WHAT IS PERSONALITY?1.Personality is defined as those inner psychological characteristics that both determine andreflect how a person responds to his or her environment.2.The emphasis in this definition is on inner characteristics—those specific qualities, attributes,traits, factors, and mannerisms that distinguish one individual from other individuals.3.The identification of specific personality characteristics associated with consumer behaviorhas proven to be highly useful in the development of a firm’s market segment ation strategies.The Nature of Personality1.In the study of personality, three distinct properties are of central importance:a)Personality reflects individual differences.b)Personality is consistent and enduring.c)Personality can change.Personality Reflects Individual Differences1.An individual’s personality is a unique combination of factors; no t wo individuals are exactlyalike.2.Personality is a useful concept because it enables us to categorize consumers into differentgroups on the basis of a single trait or a few traits.Personality is Consistent and Enduring1.Marketers learn which personality characteristics influence specific consumer responses andattempt to appeal to relevant traits inherent in their target group of consumers.2.Even though an individual’s personality may be consistent, consumption behavior oftenvaries considerably because of psychological, sociocultural, and environmental factors that affect behavior.Personality can Change1.A n individual’s personality may be altered by major life events, such as the birth of a child,the death of a loved one, a divorce, or a major career change.2.An individual’s personality also changes as part of a gradual maturing process.a)Personality stereotypes may also change over time.b)There is a prediction, for example, that a personality convergence is occurring betweenmen and women.THEORIES OF PERSONALITY1.There are three major theories of personality discussed in the chapter. They are:a)Freudian theory.b)Neo-Freudian personality theory.c)Trait theory.Freudian Theory1.Sigmund Freud’s psychoanalytic theory of personality is the cornerstone of modernpsychology.2.This theory was built on the premise that unconscious needs or drives, especially biologicaland sexual drives, are at the heart of human motivation and personality.Id, Superego, and Ego1.The Id is the “warehouse” of primitive and impulsive drives, such as: thirst, hunger, and sex,for which the individual seeks immediate satisfaction without concern for the specific means of that satisfaction.2.Superego is the individual’s internal expression of society’s moral and ethical codes ofconduct.a)The superego’s role is to see that the individual satisfies needs in a socially acceptablefashion.b)The superego is a kind of “brake” that restrains or inhibits the impulsive forces of the id.3.Ego is the individual’s conscious control which functions as a n internal monitor that attemptsto balance the impulsive demands of the id and the sociocultural constraints of the superego.4.Freud emphasized that an individual’s personality is formed as he or she passes through anumber of distinct stages of infant and childhood development.5.These distinct stages of infant and childhood development are: oral, anal, phallic, latent, andgenital stages.6.An adult’s personality is determined by how well he or she deals with the crises that areexperienced while passing through each of these stages.Freudian Theory and Product Personality1.Those stressing Freud’s theories see that human drives are largely unconscious, and thatconsumers are primarily unaware of their true reasons for buying what they buy.2.These researchers focus on consumer purchases and/or consumption situations, treating themas an extension of the consumer’s personality.Neo-Freudian Personality Theory1.Several of Freud’s colleagues disagreed with his contention that personality is primarilyinstinctual and sexual in nature.a)They argued that social relations are fundamental to personality development.2.Alfred Adler viewed human beings as seeking to attain various rational goals, which hecalled style of life, placing emphasis on the individual’s efforts to overcome feelings of inferiority.3.Harry Stack Sullivan stressed that people continuously attempt to establish significant andrewarding relationships with others, placing emphasis on efforts to reduce tensions.4.Karen Horney focused on the impact of child-parent relationships, especially the individual’sdesire to conquer feelings of anxiety. She proposed three personality groups: compliant, aggressive, and detached.a)Compliant individuals are those who move toward others—they desire to be loved,wanted, and appreciated.b)Aggressive individuals move against others—they desire to excel and win admiration.c)Detached individuals move away from others—they desire independence, self-sufficiency, and freedom from obligations.5. A personality test based on the above (the CAD) has been developed and tested.a)It reveals a number of tentative relationships between scores and product and brandusage patterns.6.It is likely that many marketers have used some of these neo-Freudian theories intuitively.Trait Theory1.Trait theory is a significant departure from the earlier qualitative measures that are typical ofFreudian and neo-Freudian theory.2.It is primarily quantitative or empirical, focusing on the measurement of personality in termsof specific psychological characteristics called traits.a) A trait is defined as any distinguishing, relatively enduring way in which one individualdiffers from another.3.Selected single-trait personality tests increasingly are being developed specifically for use inconsumer behavior studies. Types of traits measured include:a)Consumer innovativeness—how receptive a person is to new experiences.b)Consumer materialism—the degree of the consumer’s attachment to “worldlypossessions.”c)Consumer ethnocentrism—the consumer’s likelihood to accept or reject foreign-madeproducts.4.Researchers have learned to expect personality to be linked to how consumers make theirchoices, and to the purchase or consumption of a broad product category rather than a specific brand.PERSONALITY AND UNDERSTANDING CONSUMER DIVERSITY1.Marketers are interested in understanding how personality influences consumption behaviorbecause such knowledge enables them to better understand consumers and to segment and target those consumers who are likely to respond positively to their product or service communications.Consumer Innovativeness and Related Personality Traits1.Marketing practitioners must learn all they can about consumer innovators—those who arelikely to try new products. Those innovators are often crucial to the success of new products.2.Personality traits have proved useful in differentiating between consumer innovators andnoninnovators.3.Personality traits to be discussed include:a)Consumer innovativeness.b)Dogmatism.c)Social character.d)Need for uniqueness.e)Optimum stimulation level.f)Variety-novelty seeking.Consumer Innovativeness1.How receptive are consumers to new products, new services, or new practices?2.Recent consumer research indicates a positive relationship between innovative use of theInternet and buying online.Dogmatism1.Dogmatism is a personality trait that measures the degree of rigidity an individual displaystoward the unfamiliar and toward information that is contrary to their established beliefs.a)Consumers low in dogmatism are more likely to prefer innovative products toestablished ones.b)Consumers high in dogmatism are more accepting of authority-based ads for newproducts.Social Character1.Social character is a personality trait that ranges on a continuum from inner-directed to other-directed.a)Inner-directed consumers tend to rely on their own “inner” values or standards inevaluating new products and are innovators. They also prefer ads stressing product features and personal benefits.b)Other-directed consumers tend to look to others for direction and are not innovators.They prefer ads that feature social environment and social acceptance.Need for Uniqueness1.We all know people who seek to be unique.2.These people avoid conformity.Optimum Stimulation Level1.Some people prefer a simple, uncluttered, and calm existence, although others seem to preferan environment crammed with novel, complex, and unusual experiences.2.Persons with optimum stimulation levels (OSLs)are willing to take risks, to try newproducts, to be innovative, to seek purchase-related information, and to accept new retail facilities.3.The correspondence between an individual’s OSL and their actual circumstance s has a directrelationship to the amount of stimulation individual’s desire.a)If the two are equivalent, they tend to be satisfied.b)If bored, they are understimulated, and vice versa.Variety-Novelty Seeking1.This is similar to OSL.a)Primary types are variety or novelty seeking.2.There appear to be many different types of variety seeking: exploratory purchase beha vior(e.g., switching brands to experience new and possibly better alternatives), vicariousexploration(e.g., where the consumer secures information about a new or different alternative and then contemplates or even daydreams about the option), and use innovativeness (e.g., where the consumer uses an already adopted product in a new or novel way).a)The third form of variety or novelty seeking—use innovativeness—is particularlyrelevant to technological.3.Consumers with high variety seeking scores might also be attracted to brands that claim tohave novel or multiple uses or applications.4.Marketers, up to a point, benefit from thinking in terms of offering additional options toconsumers seeking more product variety.a)Ultimately, marketers must walk the fine line between offering consumers too little andtoo much choice.5.The stream of research examined here indicates that the consumer innovator differs from thenon-innovator in terms of personality orientation.Cognitive Personality Factors1.Market researchers want to understand how cognitive personality influences consumerbehavior.2.Two cognitive personality traits have been useful in understanding selected aspects ofconsumer behavior. They are:a)Need for cognition.b)Visualizers versus verbalizers.Need for Cognition1.This is the measurement of a person’s craving for or enjoyment of thinking.2.Consumers who are high in NC (need for cognition) are more likely to be responsive to thepart of an advertisement that is rich in product-related information of description.a)They are also more responsive to cool colors.3.Consumers who are relatively low in NC are more likely to be attracted to the background orperipheral aspects of an ad.a)They spend more time on print content and have much stronger brand recall.4.Need for cognition seems to play a role in an individual’s use of the Internet.Visualizers versus Verbalizers1.Visualizers are consumers who prefer visual information and products that stress the visual.2.Verbalizers are consumers who prefer written or verbal information and products that stressthe verbal.3.This distinction helps marketers know whether to stress visual or written elements in theirads.From Consumer Materialism to Compulsive ConsumptionConsumer Materialism1.Materialism is a trait of people who feel their possessions are essential to their identity.2.They value acquiring and showing off possessions, they are self-centered and selfish, theyseek lifestyles full of possessions, and their possessions do not give them greater happiness.Fixated Consumption Behavior1.Somewhere between being materialistic and being compulsive is being fixated with regard toconsuming or possessing.2.Like materialism, fixated consumption behavior is in the realm of normal and sociallyacceptable behavior.3.Fixated consumers’ characteristics:a) A deep (possibly: “passionate”) interest in a particular object or product category.b) A willingness to go to considerable lengths to secure additional examples of the objector product category of interest.c)The dedication of a considerable amount of discretionary time and money to searchingout the object or product.4.This profile of the fixated consumer describes many collectors or hobbyists (e.g., coin, stamp,antique collectors, vintage wristwatch, or fountain pen collectors).Compulsive Consumption Behaviorpulsive consumption is in the realm of abnormal behavior.2.Consumers who are compulsive have an addiction; in some respects, they are out of control,and their actions may have damaging consequences to them and those around them.Consumer Ethnocentrism: Responses to Foreign-Made Products1.To identify consumer segments receptive to foreign-made products, researchers havedeveloped and tested the consumer ethnocentrism scale—CETSCALE.a)CETSCALE results identify consumers with a predisposition to reject or accept fore ign-made products.2.Consumers who are highly ethnocentric feel that it is wrong to purchase foreign-madeproducts because it would hurt the domestic economy.a)Non-ethnocentric consumers tend to evaluate foreign-made products more objectively.3.Marketers can appeal to ethnocentric consumers by stressing nationalistic themes in theirpromotional efforts.BRAND PERSONALITY1.It appears that consumers tend to ascribe various descriptive “personality-like” traits orcharacteristics—the ingredients of brand personalities—to different brands in a wide variety of product categories.2. A brand’s personality can either be functional (“provides safety”) or symbolic (“the athlete inall of us”).Brand Personification1. A brand personification recasts consumers’ perception of the attributes of a product orservice into the form of a “human-like character.”2.It seems that consumers can express their inner feelings about products or brands in terms ofassociation with a known personality.3.Identifying consumers’ current brand-personality link or creating one for new products areimportant marketing tasks.4.There are five defining dimensions of a brand’s personality (“sincerity,” “excitement,”“competence,” “sophistication,” and “ruggedness”), and fifteen facets of personality that flow out of the five dimensions (e.g., “down-to-earth,” “daring,” “reliable,” “upper class,”and “outdoors”).Product Personality and Gender1. A product personality or persona, freque ntly means that the product or brand has a “gender.”2.This assigning of a gender as part of personality description is fully consistent with themarketplace reality that products and services, in general, are viewed by consumers as havinga “gender-being.”3.Armed with such knowledge of the perceived gender of a product or a specific brand,marketers are in a better position to select visual and copy-text for various marketing messages.Product Personality and Geography1.Marketers learned along time ago that certain products, in the minds of consumers, possess astrong geographical association.ing the geographical association can create a geographic equity.3.The real question is, “Does location (geography) add to the brand image and to the product’sbrand equity?”Personality and Color1.Consumers also tend to associate personality factors with specific colors.a)In some cases, various products, even brands, associate a specific color withpersonality-like connotations.b)It appears that blue appeals particularly to female consumers.c)Yellow is associated with “novelty,” and black frequently connotes “sophistication.”d)For this reason, brands wishing to create a sophisticated persona (e.g., Minute Maidjuices or Pasta LaBella) or an upscale or premium image (e.g., Miller Beers’ Miller Reserve) use labeling or packaging that is primarily black.2.Many fast-food restaurants use combinations of bright colors, like red, yellow, and blue, fortheir roadside signs and interior designs.a)These colors have come to be associated with fast service and food being inexpensive.3.In contrast, fine dining restaurants tend to use sophisticated colors like gray, white, shades oftan, or other soft, pale, or muted colors to reflect fine leisurely service.4.Consumers’ like or dislike for various colors can differ between countries.SELF AND SELF-IMAGE1.Self-im ages, or “perceptions of self,” are very closely associated with personality in thatindividuals tend to buy products and services and patronize retailers with images or “personalities” that closely correspond to their own self-images.2.Such concepts as one or multiple selves, self-image, and the notion of the extended self isexplored by consumer behavior researchers.One or Multiple Selves1.Historically, individuals were thought to have a single self-image and focused on productsaccordingly.a)Research indicates a consumer is quite likely to be or act differently with differentpeople and in different situations.2.The idea that an individual embodies a number of different multiple selves suggest thatmarketers should target their products and services to consumers within the context of a particular self.3.The healthy or normal person is likely to display a somewhat different personality in varioussituations or social roles.The Makeup of the Self-Image1. A person has a self-image of him/herself as a certain kind of person.a)The individual’s self-image is unique, the outgrowth of that person’s bac kground andexperience.2.Products and brands have symbolic value for individuals, who evaluate them on the basis oftheir consistency with their personal pictures or images of themselves.3.Products seem to match one or more of individual’s self images; other products seem totallyalien.4.Four aspects of self-image are:a)Actual self-image—how consumers see themselves.b)Ideal self-image—how consumers would like to see themselves.c)Social self-image—how consumers feel others see them.d)Ideal social self-image—how consumers would like others to see them.5.Some marketers have identified a fifth and sixth self-image.a)Expected self-image—how consumers expect to see themselves at some specifiedfuture time.b)“Ought-to” self—traits or characteristics that an individual believes it is his or her dutyor obligation to possess.c)In different contexts consumers might select different self-images to guide behavior.6.The concept of self-image has strategic implications for marketers.7.Marketers can segment their markets on the basis of relevant consumer self-images and thenposition their products or stores as symbols for such self-images.The Extended Self1.Consumers’ possessions can be seen to “confirm” or “extend” their self-images.2.The above suggests that much of human emotion can be connected to valued possessions.3.Possessions can extend the self in a number of ways:a)Actually, by allowing the person to do things that otherwise would be very difficult orimpossible to accomplish (e.g., problem-solving by using a computer).b)Symbolically, by making the person feel better or “bigger” (e.g., receiving an employeeaward for excellence).c)By conferring status or rank (e.g., status among collectors of rare works of art becauseof the ownership of a particular masterpiece).d)By bestowing feelings of immortality, by leaving valued possessions to young familymembers (this also has the potential of extending the recipients’ “selves”).e)By endowing with magical powers(e.g., a cameo pin inherited from one’s aunt might beperceived as a magic amulet bestowing good luck when it is worn).Altering the Self1.Consumers often wish to change themselves—to become a different or improved self.2.It seems consumers are trying to express their individualism or uniqueness by creating andmaintaining a new self.3.Clothing, cosmetics, jewelry, grooming aids, and all kinds of accessories offer consumers theopportunity to modify their appearance and thereby to alter their selves.4.Personal vanity and self-image are closely related.VIRTUAL PERSONALITY OR SELF1.There has been a tremendous growth in the use of online chat rooms.2.People who are visiting chat rooms are able to carry on real time conversations aboutthemselves and topics of mutual interest with people from all over the globe.a)The participants commonly never get to see each other.b)This creates an opportunity for chat room participants to try out new identifies or tochange their identities while online.3.In terms of personality, one can change from mild-mannered to aggressive, or from introvertto extravert.4.The notion of a virtual personality or virtual self provides an individual with the opportunityto try on different personalities or different identities, much like going to the mall and trying on different outfits in a department or specialty store.5.If the identity fits, or the personality can be enhanced, maybe we keep the new personality infavor of our old personality.6.The Internet is redefining human identify, creating an “online self.”DISCUSSION QUESTIONS1. How would you explain the fact that, although no two individuals have identicalpersonalities, personality is sometimes used in consumer research to identify distinct and sizable market segments?Because the inner characteristics that constitute an individual’s personali ty are a unique combination of factors, no two individuals are exactly alike. Nevertheless, many individuals tend to be similar in terms of a single personality characteristic. For instance, many people can be described as “high” in sociability (the degree of interest they display in social or group activities), although others can be described as “low” in sociability. Personality is a useful concept because it enables us to categorize consumers into different groups on the basis of a single trait or a few traits. If each person were different in all respects, it would be impossible to group consumers into segments, and there would be little reason to develop standardized products and promotional campaigns. Marketers seek to identify those particular persona lity characteristics that are shared by those individuals who constitute a particular market segment.2. Contrast the major characteristics of the following personality theories: a) Freudiantheory, b) neo-Freudian theory, and c) trait theory. In your answer, illustrate how each theory is applied to the understanding of consumer behavior.a)Freudian (or psychoanalytic) theory is based on the premise that subconscious needs,especially biological and sexual needs, are the center of human motivation and personality. Because of its clinical origin, this theory stresses measurement of personality through qualitative or subjective approaches (e.g., projective techniques).The major application of Freudian theory to consumer behavior is Ernest Dichter’s work.b)Neo-Freudian theory contends that social relationships are fundamental to thedevelopment of personality. For example, Adler proposed that overcoming feelings of inferiority is the major factor in human motivation, and Sullivan viewed reduction of anxiety as a key factor. The most systematic application of neo-Freudian theory in consumer research is the development of the CAD scale—a personality test based on。

广告与文化心理中山大学吴柏林教授 “广告策划——实务与案例”绝密资料

杨荣刚等现代广告全书辽宁人民出版社沈阳：1994.9第十一章广告与文化心理每个消费者都在一定的文化环境中成长，并在一定的文化环境中生活着，其思想意识必然打上了深深的文化烙印。

因此，广告制作者必须十分重视对文化心理的研究，要了解社会文化对消费行为的影响，制定出合适的广告策略，以达到促销的目的。

否则，即使产品质量再好，广告宣传投资再多，也难免要遭冷落。

其原因之一是，商品和广告没有体现或者甚至违背了当地的风俗、习惯、信仰、价值观、语言文字、教育水平以及社会组织情况等因素—社会文化因素。

一、文化与消费行为1．文化及其特点文化一词是用来表达人类生存所积累的一切成就的概括。

有时也指社会意识，包括政治、思想、道德、艺术、语言文字、风俗习惯、宗教信仰、价值观等诸多方面。

各个国家由于民族、历史、地理位置以及物质生活等方面的不同，产生了各自独特的文化。

在不同国家里成长的人，在风俗习惯、崇尚爱好、宗教信仰上都有明显的差异。

人们的饮食爱好，千差万别，中国人吃米饭、馒头，西方人却以面包为主食。

法国人把蜗牛尊为名菜，有些非洲人将蚂蚁奉为美撰。

颜色的爱憎也有很大的差异：我国人民一向认为红色吉利，丹麦人、捷克人和斯洛伐克人也都认为红色代表喜事，是一种积极的色彩；而美国人却认为红色有着许多令人讨厌的意思，如红色表示停止，帐目上叫赤字，是亏本的象征。

又例如，1982年以前，美国大多数人认为黑色是吊丧、晦气的象征，但1982年秋季开始，由于许多商人采用黑色作为商标和产品的主色，黑色一下就流行起来，黑色现在在美国被认为是高贵、典雅和精力旺盛的象征。

可见文化是在发展变化的。

我们这里所说的文化，是指一国中大多数人与消费有关的崇尚爱好和风俗习惯，如风俗习惯、宗教信仰、价值观、语言文字等，这些文化因素对消费者作出的购买决策会产生巨大的潜在影响。

从上面所举的例子我们可以看出，文化具有这样几个特点：①文化不是先天遗传来的，而是在后天的社会环境中形成的。

略论商业广告的伦理原则,中山大学吴柏林教授,广告策划：实务与案例,机械工业出版社,2010年版,绝密教学资料

1999年　第6期中山大学学报论丛S UPP LE ME NT T O THE JOURNA LOF S UN Y ATSE N UNI VERSITY N o16　1999　略论商业广告的伦理原则冯益谦　邹木兰随着社会主义市场经济的深入发展,人们已不知不觉地置身于广告的海洋之中。

不论你喜欢与否,广告总是以独特的方式,成为影响人们经济生活和精神生活的重要因素。

可是,在现实生活中,一些人为了获取最大利润,在商业广告中不时出现一些非道德行为,不但使消费者上当受骗,而且还污染了社会风气,对社会主义精神文明建设产生了不良的影响。

因此,大力提倡商业广告道德,对于促进两个文明建设,有着迫切的现实意义。

笔者认为,在当前商业广告宣传中,要注意遵循下列三条伦理原则。

(一)真实性原则广告是严肃的职业。

实事求是,真实地反映商品的本来面貌,是商业广告的生命,也是企业的生命。

所谓真实性原则,就是有一说一,有二说二,恰如其分地反映商品面貌,既不增大优点,也不缩小缺点,不故弄玄虚,不哗众取宠。

事实上,任何商品在款式、规格上都各有优点和缺点,对优点、缺点都要实事求是地介绍。

即使在资本主义社会中,不少企业、公司为了在社会上站稳脚根,以求发展,也都把广告真实性作为重要原则。

如以广告宣传为手段驰名世界的柯达(K odak)、可口可乐(C ocaC ola)等都十分注重商品宣传的真实性。

他们反对说假话,批判那种认为言过其实的广告是“无害的夸张”的观点,并禁止商业组织作带欺骗性的广告。

在社会主义市场经济条件下,我们更要自觉遵循商业广告宣传中的真实性原则。

然而,在当今漫天的商品广告中,失真的广告屡见不鲜。

有些谎话连篇,滥提口号,不讲分寸;把劣质产品吹嘘为“优质产品”;工艺不高的称为“全国先进”;本来不受欢迎的,也宣传是“畅销国内外”。

如1998年下半年,“学习的革命”的图书广告铺天盖地,风靡中国。

该广告称:这本书带来了学习的革命!这是一部卓有见识的行动指南,读了它会改变孩子一生的命运,就能拿到通向21世纪的个人护照。

中山大学吴柏林教授 “广告策划——实务与案例”绝密资料_KOTLER17

Chapter 17 – Managing the Sales ForceI. Chapter Overview/Objectives/OutlineA. OverviewMost companies use sales representatives, and many companies assign them the pivotal role in the marketing mix. Salespeople are very effective in achieving certain marketing objectives. At the same time, they are very costly. Management must give careful thought to designing and managing its personal-selling resources.Sales force design calls for decisions on objectives, strategy, structure, size, and compensation. Sales force objectives include prospecting, communicating, selling and servicing, information gathering, and allocating. Sales force strategy is a question of what types and mix and selling approaches are most effective (solo selling, team selling, and so on). Sales force structure is a choice between organizing by territory, product, customer, or a hybrid combination, and developing the right territory size and shape. Sales force size involves estimating the total workload and how many sales hours—and hence salespeople—would be needed. Sales force compensation involves deter-mining pay level and components such as salary, commission, bonus, expenses, and fringe benefits.Managing the sales force involves recruiting and selecting sales representatives and training, directing, motivating, and evaluating them. Sales representatives must be recruited and selected carefully to hold down the high costs of hiring the wrong persons. Sales-training programs familiarize new salespeople with the company‘s history, its products and policies, the characteristics of the market and competitors, and the art of selling.Salespeople need direction on such matters as developing customer and prospect targets and call norms and using their time efficiency through computer-aided information, planning and selling systems, and inside support salespeople. Salespeople also need encouragement through economic and personal rewards and recognition because they must make tough decisions and are subject to many frustrations. The key idea is that appropriate sales force motivation will lead to more effort, better performance, higher rewards, higher satisfaction, and therefore still more motivation. The last management step calls for periodically evaluating each salesperson‘s performance to help him or her do a better job.The purpose of the sales force is to produce sales, and this involves the art of personal selling. One aspect is salesmanship, which involves a seven-step process: prospecting and qualifying, pre-approach, approach, presentation and demonstration, overcoming objections, closing, and follow-up and maintenance. Another aspect is negotiation, the art of arriving at transaction terms that satisfy both parties. The third aspect is relationship management, the art of creating a closer working relationship and interdependence between the people in two organizations. The primary variables for the sales force/management effort include the following: (1) Setting Objectives—Objectives can be general rules for guiding salespeople or more specific expectations for behavior. Regardless, the sales objectives should address the relationship between sales, customer satisfaction, and company profit; (2) Designing Strategy—Strategy requires decisions on sales force structure, size, and compensation. Variations in this mixture are appropriate for differing industries, markets and sales objectives; (3) Recruiting andSelecting—Knowing in advance what characteristics will always produce good salespeople is very difficult. Selection procedures should screen candidates for both ability and retention-related issues; (4) Training Salespeople—Issues in training center on skills such as order taking, order getting, and seeing customers as people who require problem solutions; (5) Supervising Salespeople—Supervis ion addresses problems in directing and coordinating salespeople‘s organization, time management, motivation, and customer relationships; and (6) Evaluating Salespeople—Evaluation requires both qualitative and quantitative measures of sales force performance.B. Learning Objectives∙Understand the fundamental principles of personal selling.∙Learn the key factors in designing a sales force.∙Work with and understand some of the tools for successful management of a sales force.C. Chapter OutlineI.Introduction - Various classifications of sales positions ranging from least to mostcreative types of selling (deliverer, order taker, missionary, technician, demand creator, and solution vendor).II.Designing the Sales ForceA.Sales Force Objectives and strategy1.Objectives - Tasks to perform include prospecting, targeting,communicating, selling, servicing, information gathering, and allocating.2.Strategy - Approach can be sales rep to buyer, sales rep to buyer group,sales team to buyer group, and conference selling or seminar selling. Acompany can utilize a direct (company) or contractual (outside) salesforce.B.Sales Force Structure - territorial, product, market, complexC.Sales-Force Size1.Based on number of customers to reach2.Workload approach - Customer volume size classes, call frequencies,total workload, average number of calls, and number of sales repsneeded.D.Sales-Force Compensation - Level and appropriate combination of components(fixed, variable, expense allowances, and benefits).III.Managing the Sales ForceA.Recruiting and Selecting Sales Reps1.What Makes a Good Sales Representative?2.Recruitment Procedures3.Applicant-Rating ProceduresB.Training Sales Reps1.Goals - To know and identify with the company, to know the company‘sproducts, to know the customers‘ and competitors‘ characteristics.2.Other Goals - To know how to make effective sales presentations, and tounderstand field procedures and responsibilities.C.Supervising Sales Reps1.Norms for Customer Calls2.Norms for Prospect Callsing Sales Time Efficientlya)Time and duty analysis/improving productivity.b)Inside sales force(1)Due to rising cost of outside sales force.(2)Rising automation (for inside and outside sales forces).D.Motivating Sales Reps - The higher the salesperson‘s motivation, the greater hisor her effort.1.Sales quotas2.Supplementary Motivators (meetings, contests, etc.)E.Evaluating Sales Representatives1.Sources of Information - Sales reports including activity plans and write-ups of activity reports.2.Formal Evaluation - Current-to-past sales comparisons, customer-satisfaction evaluation, and qualitative evaluation.IV.Principles of Personal SellingA.Professionalism - Major steps involved in any sales presentation.B.Prospecting and Qualifying - Identify and screen out leads.1.Pre-approach - Learning about the prospect.2.Approach - Greeting the prospect.3.Presentation and Demonstration - Tell the product ―story.‖4.Overcoming Objections - Psychological and logical resistance.5.Closing - Asking for the sale.6.Follow-Up and Maintenance - Ensure satisfaction.C.Negotiation - In negotiated exchange, price, and other terms are set viabargaining behavior, in which two or more parties negotiate long-term bindingagreements.1.When to Negotiate - Appropriate whenever a zone of agreement exists.2.Formulating a Negotiation Strategy – Note classic bargaining tactics.D.Relationship Marketing - Based on the premise that important accounts needfocused and continuous attention. Main steps in establishing a relationshipmarketing program include:1.Identify the key customers meriting relationship marketing.2.Assign a skilled relationship manager to each key customer.3.Develop a clear job description for relationship managers.4.Appoint an overall manager to supervise the relationship managers.5.Have relationship managers develop long-range goals and annualcustomer-relationship plans.V.SummaryII. Lecture“The Death and Rebirth of the Salesperson”This discussion focuses on the process of and changes in this important area of marketing. We also consider the role and value of effective sales force policy and strategy in the overall marketing process for the organization. It is useful to update the examples so that students willbe able to identify readily with this concept based on their general knowledge of the companies and products involved in the lecture/discussion.The discussion begins by considering past sales force strategy variables. This leads into a discussion of the implications for the introduction of new strategies for the future, given the substantial technological and other changes sales professionals and firms will encounter in the medium and long run environment.Teaching Objectives∙To stimulate students to think about the critical sales force and policy issues.∙To recognize some of the directional variables in sales force policy.DiscussionI NTRODUCTION—I S THE C USTOMER Y OUR P ARTNER?Today‘s customers want solutions, and companies are remaking their sales forces to satisfy them. Nevertheless, total quality goals and sales quotas still clash. This is the primary theme related to the new enlightened sales force of the future. In the past, sales people would brag that their primary purpose in life was to push metal (IBM) or slam boxes (Xerox). Today, the sales force gauges success as much by customer satisfaction as the units sold. The former is generally a much more rigorous yardstick than the latter. As companies today are finding that if you anticipate what your customers need and then deliver it beyond their expectations, order flow takes care of itself.As more managers awake to the challenge, old stereotypes are fading faster than Willy Loman‘s smile and shoeshine. Forget the mythical lone-wolf salesman; today‘s trend-setting salespeople tend to work in teams. The traditional sample case is more likely to hold spreadsheets than widg ets. Today‘s best salespeople see themselves as problem solvers, not vendors. They gauge success not just by sales volume but also by customer satisfaction. They do not ―sell‖; they ―partner‖ with the customer.Companies that dismiss the new, more collaborative sales methods as a fad are likely to slip behind. Today‘s de manding buyers are running out of patience with mere product pushers, whether at the new-car showroom, on the floor of a department store, or in the corporate conference room. They will tell you that do not want to deal with anyone selling anything unless they can tell the firm exactly how it will help their business.D EVELOPING A N EW A TTITUDE IN S ELLINGIf ever there was a business that cried out for a new way of selling, it is that of moving cars from the showroom floor to the driveways of America. The familiar but widely despised old approach is known among automotive historians as the Hull-Dobbs method, named after Memphis dealers Horace Hull and James Dobbs, who reputedly created it following World War II. In the old Hull-Dobbs drill, customers exist to be manipulated, first by the salesman, who negotiates the ostensibly final price, then by the sales manager and finance manager, who each in succession try to bump you to a higher price.Car buyers are fed up. A recent survey by J.D. Power & Associates found that only 35 percent felt well treated by their dealers, down from 40 percent a decade ago. In 1983, 26 percent of buyers rated the integrity of their dealers excellent or very good; by 2001, that figure haddropped to under 20 percent. ―People feel beaten up by the process,‖ says the owner of 13 import and domestic franchises in the suburbs of Washington, D.C. ―You think you got a good deal until you walk out the door. The salesmen are inside doing high fives, and the customer is lying out on the street.‖This is where Saturn came into the car game a few years back and presented its original, no-argument, guaranteed lowest price sticker system. The price you pay for a Saturn is the one on the sticker (between $9,995 and $18,675, depending on model and features). However, that is only part of the package. Buy a Saturn and you buy the company‘s commitment to your satisfaction. Their contact with and to the customer may appear corny, but consistently Saturn has scored high in the J.D. Power customer satisfaction study, just behind or above Lexus and Infiniti, vehicles that cost up to five times as much. Maybe it is corny, but it works. The philosophy of ―new economy‖ car deale rs, following the Saturn model, is to exceed customer expectations.Saturn reformed their sales methods to exploit an obvious market opportunity; the same is true for the reformed IBM sales force, which is only half the size it was in 1990. Those who survived are part of a new operation that is a cross between a consulting business and a conventional sales operation. Big Blue now encourages buyers to shop for salesmen before they shop for products.Consultants obviously need a more sophisticated set of skills than metal pushers, and in their new role, as purveyors of solu tions rather than products, IBM‘s sales teams do not always recommend Big Blue‘s merchandise. About a third of the equip ment IBM installs are made by DEC and other competitors.One aspect of managing a sales team has not changed much: How you motivate flesh-and-blood salespeople. It remains the same idiosyncratic bleed of financial incentive, inspiration, and cajolery. As the sales pros will say: ―There is nothing magical about sales. You want to be truthful and present a credible story so people will want to do business with you now and in the future. To sell effectively, you need to present the facts, list your supporting arguments, and learn all the nonverbal cues your customer give s while you‘re making your presentation.‖With one element of sales motivation, how they pay their salespeople, many companies believe they can improve on tradition. IBM, for example, is following a growing trend to base compensation partly on customer satisfaction. For some of the new wave salespeople, 45 percent of the variable component of a paycheck depends on how customers rate the salesperson. In addition, usually this depends on how well the salesperson has done in helping the customer meet their business objectives. Result: the salesperson can make a lot more or a lot less.W E‘RE A LL S ALESPEOPLE—O FFICIALLY OR U NOFFICIALLYWhat does it take to be a truly outstanding salesperson? As is always the case, there are no simple answers. Moreover, achieving excellence in one type of sales endeavor, say selling personal insurance, undoubtedly requires somewhat different aptitudes and skills than achieving excellence when selling sophisticated information systems to corporate buyers. High-performing salespeople generally differ from other salespeople in terms of some general attitudes they have about the job and the manner in which they conduct their business. High-performing salespeople:∙Represent the interests of their companies and their clients simultaneously to achieve two-way advocacy.∙Exemplify professionalism in the way they perform the sales job.∙Are committed to selling and the sales process because they believe the sales process is in the customer‘s best interest.∙Actively plan and develop strategies that will lead to programs benefiting the customer.III. Background ArticleIssue: The Biggest Problem in SalesSource: Erin Strout, ―To Tell the Truth,‖ Sales & Marketing Management,July 2002, pp. 40-48.To tell the truth, call it what you like: a fib, an untruth, or a fabrication. A new SMM survey reveals that nearly half of all salespeople may lie to clients. Are U.S. firms creating a culture that promotes deception?Every fat commission check has a price tag. For Matt Cooper (sales person‘s name ha s been changed for this case) the cost of earning up to $150,000 per sale was spending every day lying to his customers. It was the promise of huge bonus checks—not his $40,000 base salary—that lured him to join the sales force of a large, well-known Internet company two years ago. In his early twenties, hungry, and aggressive, Cooper fit the dot-com‘s sales culture mold, but what he didn‘t realize was that dishonesty was the price of admission.The New York-based start-up formed a big-deals team, a group that sold multimillion-dollar advertising campaigns to some of the world‘s largest companies. The sales force‘s key strategy? Do whatever it took to close those deals. Almost 100 percent of the time that meant lying to the client. ―If you didn‘t lie you were fired,‖ Cooper says. ―It always came down to careful wording and fudging numbers.‖ Among various other deceptive tactics, the Internet company‘s salespeople would book $2 million deals, promising a certain amount of impressions on the client‘s banner ad s for the first million and guaranteeing a certain amount of sales for the second million dollars. ―We‘d almost always be able to deliver the impressions, but you really can never guarantee somebody sales,‖ Cooper says. ―Back then you could base deals on the industry standard by taking the impression rate, comparing it to the industry standard, and using the conversion rate to determine a sales projection.‖Renewals were, of course, out of the question, which might explain the eventual demise of this and thousands of other dot-coms. The boiler-room culture began to take its toll on Cooper, especially after he had to begin screening his calls to avoid irate customers. ―Some of them had just spent two million dollars on an online campaign and got completely s crewed,‖ he says.One particularly incensed client who had spent more than $1 million on a campaign that failed to produce the results Cooper had promised began pelting him with voice-mail messages that became increasingly hostile. Then came the death thr eats. ―He left a message saying, ‗I knowyou‘re there. I‘m going to find out where you live and blow up your house.‘ I never spoke to the customer again—I just told the company about it so that it was out of my hands,‖ Cooper says. ―This kind of thing actually happened a few times.‖Finally Cooper couldn‘t take it anymore. ―I started selling only what I knew worked, because I couldn‘t lie anymore—so my managers told me to either close more deals or find another job,‖ he says. ―It was the kind of culture wh ere they broke you down and rebuilt you to be an animal.‖A reformed liar, Cooper quit and now works at another start-up in New York, but one that holds him to a higher ethical standard. Though this dot-com is still struggling through more rounds of funding, Cooper is finding that building relationships with clients is a better long-term sales strategy—not only for his own financial, well-being, but for the long-term financial health of the company. Unfortunately, not all salespeople learn that lesson so early in their careers. A new SMM/Equation Research survey of 316 sales and marketing executives reveals that 47 percent of managers suspect that their salespeople have lied on sales calls—only 16.5 percent have never heard one of their reps make an unrealistic promise to a customer.But don‘t be too quick to blame your salespeople for their deceptive behavior. What drives sales and marketing professionals to lie is often a combination of factors—not the least of which can be the way they are managed.Back in the dot-com heyday one of the most commonly used tactics in the industry included selling advertising space that didn‘t exist. Telling clients that they had about a one-in-300,000 chance of actually seeing their banner ad appear on a page of the site, salespeople would sell a $500,000 ad, cut and paste it onto a page using Photoshop software, print it, and fax it to the customer to ―prove‖ that the banner appeared as promised.―We might have sold all of our telecommunications inventory, but then anothe r company would call to say they wanted to spend $50,000 on a campaign,‖ one rep at a New York dot-com says. ―What would we do? Book it, even though all the space had already been sold. When the numbers didn‘t come back as high as the customer expected, we‘d just chalk it up to a bad campaign. We‘d take anybody who was willing to spend a dime.‖Internet advertising isn‘t the only industry that has sold fictitious products. As California is painfully aware, Enron and other energy companies allegedly made a fortune by selling electricity that didn‘t exist, rewarding traders for coming up with new schemes, and lying about how much energy the company had in its supply. As more details emerge about Enron, regulators are requiring traders to disclose full details of all energy sales starting this month. ―Examples like Enron show that greed is really a U.S. phenomenon,‖ says Andy Zoltners, a marketing professor at Northwestern University‘s Kellogg School of Management. ―Some companies do whatever it takes to make m oney.‖Such deception may be more common than we think. In the SMM survey, 36 percent of respondents said salespeople now conduct business in a less ethical manner than they did five years ago, and 36 percent believe there‘s been no change at all. What ki nd of fabrications do salespeople resort to? The survey shows that 45 percent of managers have heard their reps lying about promised delivery times, 20 percent have overheard their team members give false information about the company‘s service, and nearly78 percent of managers have caught a competitor lying about their company‘s products or services. ―It appears thatmisrepresentation of products or services is prevalent among salespeople,‖ Zoltners says. ―This is a losing strategy, and this kind of behav ior is not what the best sales-people do.‖In the short term, unethical sales tactics may prove lucrative, but in the long term every executive should worry about resorting to such strategies. Dishonesty, experts say, eventually ensures a company will have zero customer loyalty. Unfortunately lying is what some of the most profitable salespeople resort to—and experts do not necessarily blame the behavior on the individual. ―There are probably three participants in this—the customer, the salesperson, and th e company,‖ Zoltners says. ―They are all a part of the pressure to make money and the combination can make a rep succumb to it.‖For top salespeople the pressure, especially in this rocky economy, is almost palpable. More than a quarter of the respondents in the SMM survey said that the recession is causing their salespeople to become more dishonest. In tough economic times the quotas are as high as the stakes, and sometimes it‘s enough to make even the most reputable salesperson resort to unethical strategies.―Where I worked, all of the reps were in this big room, standing up, pitching to clients over the phone,‖ Cooper says. ―People might hold their phones out so everybody could hear them closing a big deal. Making a three-percent commission off of a multimillion-dollar deal makes you willing to lie.‖In fact, the majority of U.S. salespeople are dependent on commission-based pay plans. Experts say this is part of the problem. ―If salespeople have to eat what they hunt, it puts stress on them and motiva tes them toward bad behavior,‖ Zoltners says. ―If you look at some of the companies that are in big trouble, you see that they give negative incentives, such as demanding that reps make quota or be fired. That does not create the best sales forces. You hav e to create fair rewards for people.‖Brett Villeneuve, operations manager at Go Daddy Software, in Scottsdale, Arizona, says he purposely hires reps who are less money-driven and more relationship-oriented. ―Quotas, in general, are usually set too high,‖he says. ―We increase base pay and make realistic sales quotas that are challenging, but attainable. We don‘t want our people to run around scared of losing their jobs—that makes them lose focus on what needs to be done.‖Villeneuve might be on to something. The SMM report indicates that quotas may inhibit salespeople more than motivate them. Seventy-four percent of respondents admitted the drive to achieve sales targets encourages salespeople to lose focus on what the customer really needs.Though Villeneuve tries to run a tight ship when it comes to business ethics, he has experienced a few situations where salespeople have crossed the line. ―I just had to fire one of our better sellers after I received a complaint from a customer,‖ he says. ―In two day s I got four calls that a rep had put charges on clients‘ accounts that he wasn‘t supposed to. It made his sales look great, but that‘s not how we do business.‖Another team leader at Go Daddy decided to boost his team‘s sales with an underhanded tactic—o ne that caused him to get fired. ―A client would call in with a problem and his team would refund the order that the client had placed with another sales team, then put the reorder on his team‘s credit,‖ Villeneuve says. ―It made their sales look really go od. Even though hewasn‘t really lying to the customer, that kind of behavior isn‘t tolerated. When you fire somebody because of it, the message you send internally is really strong.‖That message is key to instilling an ethical standard in the corporate culture. Some managers do this by giving employees a means of questioning behavior they may observe. According to the SMM survey 56 percent of respondents have a process in place that enables salespeople to alert managers to ethical breaches. Executives at Go Daddy use the company‘s intranet to help employees bring up any questions or concerns. An anonymous section allows for executives to read and respond to e-mails written by co-workers who observe others lying, cheating, stealing, or otherwise behaving b adly. ―Initially we were scared that it might turn into minor bickering and tattling but so far it‘s helped keep us aware of legitimate concerns,‖ Villeneuve says.Though the intranet tool is still new to Go Daddy, executives say the most common type of anonymous notifications relate to customer treatment by individual salespeople. Other examples include reporting a coworker‘s uncontrollable attitude or anger with a client, and the failure of another salesperson to follow procedures in place to assure proper customer care. ―We have zero tolerance for this kind of behavior here and our salespeople know it,‖ says Bonnie Leedy, public relations director at Go Daddy. ―Everybody is trained to understand that customers come to us with all levels of technical understanding, and no one should ever be treated with disrespect.‖The key driver of a sound sales strategy is that the leaders of the organization exhibit the values that they want employees to follow, says Steve Walker, president of Walker Communications, a stakeholder research and measurement firm in Indianapolis. ―Most people want to do the right thing, but when bad situations arise it‘s usually when the leadership has created an environment that tolerates it,‖ he says. ―Until boards of directors want to s niff it out, the scheming will stay in the hallways.‖Walker Communications offers clients products that determine whether a company‘s employees are telling lies, abusing drugs, or otherwise violating the rules. It‘s been a tough sell. ―Offering these kinds of products in a litigious society is difficult,‖ he says. ―Executives actually don‘t want information that may indicate that there‘s a problem. They don‘t want to officially know that their sales force is lying.‖Sometimes it‘s the executives themselv es who promote deception. Take VeriSign Inc., a domain registration and Internet security provider. The marketing team sent out domain expiration notices to their competitors‘ customers, designed to look like the notices were coming from the company they currently used for their Internet domain registration. The hope was that the notices, which stated that owners would lose control of their domain name if they did not return the form and $29 by May 15, 2002, would get people to transfer or renew their domain names with VeriSign, in some cases at three-times the price they were paying.A U.S. court ordered the company to cease the direct-mail campaign in May, saying it was misleading to consumers. VeriSign would not comment on the litigation, but a spokesperson said the company is complying with the court order. ―The industry is plagued with unethical marketing and sales tactics,‖ Leedy says (Go Daddy is a VeriSign competitor).Some executives have their priorities focused solely on profits, thereby placing rewards on the wrong behavior. ―I came from a sales organization where the culture was bottom-line。

中山大学吴柏林教授“广告学原理”绝密资料kotler09exs

Using Market Segmentation
▪ Three patterns of preference segments are typically identified:
– Homogeneous preferences – Diffused preferences – Clustered preferences
To accompany A Framework for Marketing Management, 2nd Edition
Using Market Segmentation
•Needs-based Segmentation Process
▪ Needs-based segmentation
▪ Segment profitability
To accompany A Framework for Marketing Management, 2nd Edition
Segmenting Consumer Markets
Bases for Segmentation
▪ Geographic ▪ Demographic ▪ Psychographic ▪ Behavioral
▪ Segment identification
▪ Segment positioning
▪ Segment attractiveness
▪ Segx strategy
To accompany A Framework for Marketing Management, 2nd Edition
中山大学吴柏林教授“广告学原理”绝密资料 _kotler09exs
2020年5月27日星期三
Objectives

中山大学吴柏林教授 “广告心理学”绝密资料_schiffman07_tif

Chapter 7: Consumer LearningMultiple Choice Questions:1.Learning is all pervasive in our lives, but there are two different theories on howpeople learn – the _____ theories and the _____ theories.a.behavioral; affectiveb.cognitive; rationalc.behavioral; cognitived.emotional; affective(c; Difficulty 1, p. 206)2._____ theorists believe that people learn through mental processes.a.Behavioralb.Cognitivec.Affectived.Involvement(b; Difficulty 1, p. 206)3._____ theorists believe that people learn as a result of exposure to stimuli andreaction to those stimuli.a.Behavioralb.Cognitivec.Rationald.Most(a; Difficulty 1, p. 206)4.From a marketing perspective, _____ is the process by which individuals acquirethe purchase and consumption knowledge and experience that they apply to future related behavior.a.attitude formationb.consumer learningc.motivational behaviord.perception(b; Difficulty 2, p. 207)5.Most learning theorists agree that in order for learning to occur, certain basicelements must be present. Which of the following is not one of those elements?a.motivationb.attitudec.cuesd.reinforcement(b; Difficulty 2, p. 207)6.Motives serve to stimulate learning in consumers, and _____ are the stimuli thatgive direction to those motives.a.responsesb.cuesc.attitudesd.sensory receptors(b; Difficulty 2, p. 208)7.Cues serve to direct consumer drives only when they are consistent withconsumer _____.a.responsesb.expectationsc.behaviorsd.feelings(b; Difficulty 3, p. 208)8.How individuals react to a drive or cue constitutes their _____.a.intentionb.responsec.attituded.cognitive behavior(b; Difficulty 3, p. 208)9.Behavioral learning theories are also known as _____ theories.a.stimulusb.stimulus-responsec.instrumentald.observational(b; Difficulty 1, p. 209)10.Classical conditioning theory of learning is a/an _____ theory.a.behavioralb.cognitivec.observationald.outdated(a; Difficulty 2, p. 210)11.Classical theorists regarded all organisms, human and animal, as _____ entitiesthat could be taught certain behaviors through repetition.a.passiveb.activec.intelligentd.involved(a; Difficulty 2, p. 210)12.Ivan Pavlov was the first theorist to describe the _____ theory as a learning model.According to his theory, learning occurs when a stimulus that is paired withanother stimulus that elicits a known response serves to produce the sameresponse when used alone.a.behavioral learningb.classical conditioningc.observationald.stimulus generalization(b; Difficulty 2, p. 210)13.If you usually listen to the 6 o’clock news while smelling dinner as it is beingprepared, you would tend to associate the news with dinner, and eventually the sound of the 6 o’clock news alone might cause your mouth to water even if dinner was not being prepared. This is known as _____.a.instrumental conditioningb.classical conditioningc.conditional learningd.behavioral learning(b; Difficulty 2, p. 210)14.According to some researchers, optimal conditioning, which is the creation of astrong association between the conditioned stimulus and the unconditionedstimulus, requires all of the following except:a.repeated pairing of the CS and the US.b.backward conditioning, where the CS should follow the US.c. a CS and a US that logically belong together.d.all of the above(b; Difficulty 3, p. 212)15.Which of the following is not one of the three basic concepts derived fromclassical conditioning?a.repetitionb.stimulus discriminationc.stimulus generationd.stimulus generalization(c; Difficulty 3, p. 212)16._____ increases the strength of the association between a conditioned stimulusand an unconditioned stimulus.a.Involvementb.Conditioningc.Repetitiond.Positioning(c; Difficulty 1, p. 212)17.When individuals become satiated with numerous exposures to an ad, and bothattention and retention decline, this is known as _____.a.repetitionb.advertising wearoutc.reminder advertisingd.the three-hit theory(b; Difficulty 2, p. 212)18.Some marketers try to avoid advertising wearout by using _____ variations intheir ads, such as using different backgrounds, print types, or spokespeople.a.substantiveb.cosmeticc.superficiald.concealed(b; Difficulty 3, p. 212)19.Some marketers try to avoid advertising wearout by using _____ variations intheir ads by changing advertising content across different versions of anadvertisement.a.substantiveb.cosmeticc.superficiald.concealed(a; Difficulty 3, p. 212)20._____ is our ability to make the same responses to slightly different stimuli.a.Stimulus discriminationb.Stimulus generationc.Stimulus generalizationd.Classical conditioning(c; Difficulty 2, p. 214)21.Many “me too” products succeed in the marketplace because of people’s ability of_____.a.stimulus discriminationb.stimulus recognitionc.stimulus generalizationd.stimulus generation(c; Difficulty 3, p. 214)22.Manufacturers of private brands try to make their packaging closely resemble thenational brand leaders and people end up confusing them because of our natural ability of _____.a.stimulus discriminationb.stimulus recognitionc.stimulus generalizationd.stimulus generation(c; Difficulty 3, p. 214)23.The classical conditioning principle of _____ is applied by marketers to productline, form and category extensions.a.stimulus discriminationb.stimulus recognitionc.stimulus generalizationd.stimulus generation(c; Difficulty 3, p. 214)24.In _____, the marketer adds related products to an already established brand,knowing that the new products are more likely to be adopted when they areassociated with a known and trusted brand name; thus marketers take advantage of the principle of stimulus generalization.a.product form extensionb.product line extensionc.category extensiond.copycat marketing(b; Difficulty 2, p. 214)25.Offering Crest Whitestrips and Listerine PocketPaks as substitutes to the alreadyexisting whitening toothpaste and mouthwash allows marketers to take advantage of people’s stimulus generalization capabilities by offering a _____.a.product line extensionb.product form extensionc.category extensiond.“me too” product(b; Difficulty 2, p. 214)26._____ is the practice of marketing a whole line of company products under thesame brand name.a.Corporate marketingb.Family brandingc.Capital brandingd.Licensing(b; Difficulty 2, p. 216)27.Campbell’s Soup Company continues to add new food products to its product lineunder the Campbell’s brand name. This is known as _____.a.corporate marketingb.family brandingc.capital brandingd.licensing(b; Difficulty 2, p. 216)28._____ is allowing a well-known brand name to be affixed to products of anothermanufacturer.a.Corporate marketingb.Family brandingc.Capital brandingd.Licensing(d; difficulty 2, p. 217)29.Licensing is a marketing strategy that operates under the principle of _____.a.stimulus discriminationb.stimulus recognitionc.stimulus generalizationd.stimulus generation(c; Difficulty 3, p. 217)30.When a famous cartoon character is used by a manufacturer on t-shirts and caps inreturn for a fee, this is known as _____.a.capital marketingb.licensingc.family brandingd.product form marketing(b; difficulty 3, p. 218)31.All the following could be forms of licensing agreements except:a.“Always Coca-Cola” stamped on T-shirts.b.Godiva liquor products.c.Better Homes and Gardens gardening tools.d.Proctor and Gamble producing Tide tablets laundry detergent.(d; difficulty 2, p. 219)32.Counterfeit products are easier to sell because of the wide adoption of _____ inthe industry.a.product line extensionsb.product form extensionsc.licensingd.immorality(c; Difficulty 3, p. 219)33.Stimulus _____ results in the selection of a specific stimulus from among similarstimuli.a.generalizationb.recognitionc.discriminationd.selection(c; Difficulty 2, p. 219)34.The key to overcoming _____ is effective positioning. To be able to position aproduct in a way to differentiate it in our overcommunicated society.a.stimulus generalizationb.selective attentionc.stimulus discriminationd.boredom(c; Difficulty 3, p. 219)35.The product imitator hopes that the consumer will _____, whereas the marketleader wants the consumer to _____ among similar stimuli.a.discriminate; selectb.generalize; discriminatec.select; generalized.none of the above(b; Difficulty 3, p. 219)36.It is difficult to overthrow a brand leader once stimulus discrimination hasoccurred because the leader has had a longer period to teach consumers toassociate the brand name with the product. In general, the longer the period of learning:a.the less likely the consumer is to discriminate.b.the more likely the consumer is to discriminate.c.the more likely the consumer will generalize.d.none of the above(b; Difficulty 3, p. 219)37._____ learning theorists believe that learning occurs through a trial-and-errorprocess, with habits formed as a result of rewards received for certain responses or behaviors.a.Classical conditioningb.Behavioralc.Instrumental conditioningd.Cognitive(c; Difficulty 2, p. 221)38._____ is useful in explaining how consumers learn very simple kinds of behaviors;_____ is more helpful in explaining complex, goal-directed activities.a.Instrumental conditioning; repetitionb.Classical conditioning; instrumental conditioningc.Repetition; high involvementd.High involvement; classical conditioning(b; Difficulty 3, p. 221)39.Fear appeals in ad messages are a form of _____.a.positive reinforcementb.negative reinforcementc.classical conditioningd.behavioral conditioning(b; Difficulty 2, p. 221)40.Marketers of headache medicine, life insurance and mouthwash use fear appealsin their advertising. This is a form of _____.a.positive reinforcementb.negative reinforcementc.classical conditioningd.behavioral conditioning(b; Difficulty 2, p. 221)41.When a learned response is no longer reinforced to the point at which the linkbetween the stimulus and the expected reward is eliminated, it has reached the point of _____.a.decayb.extinctionc.being forgottend.reassessment(b; Difficulty 3, p. 222)42.Marketers can overcome consumer forgetting through _____, and can combatextinction through _____.a.enhanced customer satisfaction; learningb.repetition; enhanced customer satisfactionc.learning; triald.none of the above(b; Difficulty 3, p. 222)43.The objective of all marketing efforts should be to _____.a.create awarenessb.attract new customersc.maximize customer satisfactiond.promise highest quality levels(c; Difficulty 2, p. 223)44.Notifying customers of an upcoming sale, or the ability to call in a money transferand not have to come in the bank, are both forms of _____.a.relationship marketingb.product reinforcementc.illegal practicesd.negative reinforcement(a; Difficulty 3, p. 223)45.Marketers have identified three types of reinforcement schedules: _____, _____and _____.a.total; continuous; fixedb.continuous; systematic; variablec.systematic; fixed; randomd.fixed; variable; random(b; Difficulty 3, p. 223)46.A free after-dinner drink always served to patrons at a restaurant is an example ofa _____ reinforcement schedule.a.fixedb.totalc.systematicd.random(b; Difficulty 2, p. 223)47.Your local coffee shop gives you a free cup of coffee every tenth time you make apurchase. This is an example of a _____ reinforcement schedule.a.totalb.fixedc.randomd.variable(b; Difficulty 2, p. 223)48.Slot machines or gambling casinos operate on the basis of a _____ reinforcementschedule.a.fixedb.totalc.randomd.systematic(c; Difficulty 2, p. 223)49.Lotteries, sweepstakes, and door prizes are all examples of _____ reinforcementschedules.a.fixedb.totalc.randomd.systematic(c; Difficulty 2, p. 224)50.Reinforcement performed before the desired consumer behavior actually takesplace is called _____.a.timingb.learningc.shapingd.modeling(c; Difficulty 3, p. 224)51.Some car dealers realize that in order to sell new model cars, they must firstencourage people to visit their show rooms and test drive their cars. Many dealers offer small gifts, such as key chains and DVDs. This is a form of behaviorreinforcement known as _____.a.timingb.free samplingc.shapingd.modeling(c; Difficulty 3, p. 224)52.When advertisers want an immediate impact on the consumer, to introduce a newproduct, they generally use a _____ timing schedule to hasten consumer learning.a.distributedb.massedc.continuousd.random(b; Difficulty 3, p. 224)53.A distributed advertising schedule, with ads repeated on a regular basis, usuallyresults in more ____ learning.a.short termb.long termstingd.involved(b; Difficulty 3, p. 224)54._____ is the process through which individuals learn behavior by observing thebehavior of others and the consequences of such behavior.a.Shapingb.Modelingc.Reinforcementd.Recognition(b; Difficulty 2, p. 224)55.If a teenager sees an ad that depicts social success as the outcome of using acertain brand of shampoo, he or she will want to buy it. This is how advertisers use _____ to sell products.a.observational learningb.modelingc.shapingd.both a and b(d; Difficulty 3, p. 224)56.Consumer models with whom the target audience can identify are shownachieving positive outcomes to common problem situations through the use of the advertised product. This form of advertising is known as _____.a.shapingb.involvementc.observational learningd.classical conditioning(c; Difficulty 3, p. 225)57.Learning based on mental activity is called _____ learning.a.behavioralb.classicalc.observationald.cognitive(d; Difficulty 1, p. 226)58.Instead of stressing the importance of repetition or the association of a rewardwith a specific response, _____ theorists emphasize the role of motivation and mental processes in producing a desired response.a.behavioralb.conativec.observationald.cognitive(d; Difficulty 2, p. 226)59.Because information processing occurs in stages, it is generally believed that thereare separate and sequential “storehouses” in memory where information is kept temporarily before further processing. Which of the following is not one of the storehouses?a.sensory storesb.temporary storesc.short-term storesd.long-term stores(b; Difficulty 2, p. 227)60._____ is the stage of real memory in which information is processed and held forjust a brief period.a.Sensory storesb.Temporary storesc.Short-term storesd.Long-term stores(c; Difficulty 3, p. 228)61.The amount of information available for delivery from short-term storage to long-term storage depends on the amount of _____ it is given.a.processingb.attentionc.rehearsald.capacity(c; Difficulty 2, p. 228)62.When consumers are presented with too much information, called _____, theymay encounter difficulty in encoding and storing it.a.overcapacityrmation overloadrmation overflowd.bombardment(b; Difficulty 3, p. 229)rmation is stored in long-term memory in two ways: _____, by the order itwas acquired, and _____, according to significant concepts.a.episodically; dramaticallyb.semantically; episodicallyc.dramatically; semanticallyd.episodically; semantically(d; Difficulty 3, p. 230)64.Advertising messages are most effective when they link the product’s attributeswith the benefits that consumers seek from the product because consumers tend to remember the product’s _____ rather than its _____.a.advantages; disadvantagesb.attributes; benefitsc.qualities; priced.benefits; attributes(d; Difficulty 3, p. 230)65.The greater the number of competitive ads in a product category, the lower therecall of brand claims in a specific ad. This is due to _____, which causeconfusion with competing ads.a.encoding effectsb.contradicting cuesc.interference effectsd.repetition methods(c; Difficulty 3, p. 231)66.The basic premise of the split-brain theory is that the right and left hemispheres ofthe brain specialize in the kinds of information they process. This theory is also known as_____.a.behavioral conditioningb.hemispheral lateralizationc.cognitive dissonanced.passive learning(b; Difficulty 3, p. 232)67.According to the split-brain theory, the right hemisphere of the brain isresponsible for _____, and the left hemisphere of the brain is concerned with_____.a.cognitive activities; readingb.reading; speakingc.nonverbal information; cognitived.speaking; pictorial information(c; Difficulty 3, p. 232)68.The theory of central and peripheral routes to persuasion illustrates that for highinvolvement purchases, the (both) _____ route(s) to persuasion is(are) likely the most effective marketing strategy.a.peripheralb.centralc.central and peripherald.elaborative(b; Difficulty 2, p. 235)69.To ensure a high level of comprehension of the message, many marketers conduct_____ either before or after the advertising is actually run in the media.a.posttestingb.pretestingc.copytestingd.attitude tests(c; Difficulty 3, p. 241)70.The basis of _____ is to use another product’s brand equity to enhance theprimary brand’s equity.a.licensingb.product form extensionc.co-brandingd.umbrella branding(c; Difficulty 3, p. 245)True/False Questions:71.There are two major schools of thought concerning the learning process: thebehavioral school and the cognitive school.(True; Difficulty 1, p. 206)72.All learning is deliberately sought.(False; Difficulty 2, p. 207)73.Cues serve to direct consumer drives when they are consistent with consumerexpectations.(True; Difficulty 2, p. 208)74.Learning can occur even when responses are not obvious.(True; Difficulty 3, p. 208)75.Research suggests that there is no limit to the amount of repetition that aidsretention. The more repetition, the better the retention.(False; Difficulty 2, p. 212)76.Marketers agree that seven exposures to an advertisement is enough to aidretention.(False; Difficulty 3, p. 212)77.The effectiveness of repetition of advertising is not relevant on the amount ofcompetitive ads consumers are exposed to.(False; Difficulty 3, p. 212)78.Listerine PocketPaks and Crest Whitestrips are forms of product categoryextensions.(False; Difficulty 2, p. 214)79.Licensing is a marketing strategy that operates on the principle of stimulusgeneralization.(True; Difficulty 3, p. 217)80.The longer the period of learning – of associating a brand name with a specificproduct – the less likely the consumer is to discriminate and the more likely to generalize the stimulus.(False; Difficulty 3, p. 220)81.Repetition, stimulus generalization, and stimulus discrimination are all majorapplied concepts that explain all behavioral consumer learning.(False; Difficulty 3, p. 220)82.When a learned response is no longer reinforced, it diminishes to the point ofbeing forgotten.(False; Difficulty 3, p. 222)83.Forgetting is often related to the passage of time. This is known as the process ofdecay.(True; Difficulty 3, p. 222)84.Marketers have identified three types of reinforcement schedules: total,continuous, and fixed.(False; Difficulty 2, p. 223)85.Slot machines operate on the basis of a variable reinforcement schedule. (True; Difficulty 2, p. 224)86.Reinforcement performed before the desired consumer behavior actually takesplace is called modeling.(False; Difficulty 3, p. 224)87.Massed advertising produces more initial learning, and a distributed advertisingschedule usually results in learning that persists longer.(True; Difficulty 2, p. 224)88.When advertisers want an immediate impact to counter a competitor’s blitzcampaign, they generally use a distributed advertising schedule.(False; Difficulty 2, p. 224)89.A distributed ad campaign, with ads repeated on a regular basis, results in morelong-term learning and is relatively immune to extinction.(True; Difficulty 3, p. 224)90.Short-term stores are where we receive fragments of information that last for asecond or two before we pass it into our long-term store.(False; Difficulty 1, p. 228)91.The amount of information available for delivery from the sensory stores to thelong-term storage depends on the amount of rehearsal it is given.(False; Difficulty 2, p. 228)92.All consumers pass through a complex series of mental and behavioral stages inarriving at any purchase decision.(False; Difficulty 3, p. 231)93.Hemispheral lateralization is also known as the split-brain theory.(True; Difficulty 1, p. 232)94.According to the spilt-brain theory, the left hemisphere of the brain is responsiblefor cognitive activities, such as reading and speaking.(True; Difficulty 2, p. 232)95.According to the Elaboration Likelihood Model, as the message becomes morepersonally relevant, people are more willing to expend the cognitive effortrequired to process the message arguments.(True; Difficulty 3, p. 235)96.A recent study found that a brand name explicitly conveying a product benefit(Manhattan Mini-storage) leads to the same recall levels as a non-suggestivebrand name (Acme Storage).(False; Difficulty 3, p. 239)97.Brand loyalty is the ultimate desired outcome of consumer learning.(True; Difficulty 2, p. 241)98.Attitudinal measures are used to measure brand loyalty through evaluatingconsumers’ overall feelings about the product and their p urchase intentions. (True; Difficulty 2, p. 241)99.Frequency of purchase is a definitive measure of brand loyalty.(False; Difficulty, p. 242)100.The greater the number of brands in the consumer’s evoked set, the greater the likelihood that the consumer will be brand loyal.(False; Difficulty 3, p. 243)Essay Questions:101.What is the theory of classical conditioning? Explain using an example.The theory of classical conditioning was first demonstrated by the Russian scientist Ivan Pavlov. Classical conditioning theorists regard all animals and humans as passive entities that could be taught certain behaviors through repetition. According to Pavlov, conditioned learning results when a stimulus that is paired with another stimulus that elicits a known response serves to produce the same response when used alone.Here, students may cite Pavlov’s experiment with dogs, or any other example. (Difficulty 2, p. 210)102.How do some marketers make use of the concept of stimulus generalization? Some marketers introduce im itative “me too” products that succeed in the market. Consumers confuse them with the original product they have seen advertised. Also, private label manufacturers try to make their packaging closely resemble the national brand leaders in hope of confusing customers. Such products result in millions of lost sales for well-positioned and extensively advertised brands.(Difficulty 2, p. 214)103.Give one example of each of the following:a.product line extensionb.product form extensionc.product category extensiona.introducing new flavors of Dannon yogurtb.Crest Whitestrips as another option for whitening teethc.Neutrogena offers shaving creams to men(Difficulty 1, p. 214)104.What is licensing? What is the principle behind its success?Licensing is allowing a well-known name to be affixed to products of another manufacturer. The principle behind its success is stimulus generalization. The names of famous designers, characters, and manufacturers are attached for a fee to a variety of products enabling licensees to achieve instant recognition and implied quality for the licensed products.(Difficulty 2, p. 216)105.What are the three types of reinforcement schedules used by marketers to reward customers?Total or continuous reinforcement schedules are rewards offered to customers to provide satisfaction each time the product or service is used. An example would be a certain restaurant offering its customer one free drink after every meal.Systematic, or fixed schedules, provide reinforcement every nth time the product or service is purchased. Like getting a free coffee every 10th time they purchase a coffee. Random, or variable schedules, reward customers on a random basis or on an average frequency basis. Slot machines operate on a random reward program.(Difficulty 2, p. 223)106.When and why do marketers use massed or distributed learning schedules?Marketers will use a massed learning advertising schedule when they want to produce more initial learning. That usually is used when they want an immediate impact, when introdu cing a new product, or to counter a competitor’s campaign.Marketers will use a distributed learning schedule when the goal is long-term repeat buying on a regular basis. The distributed schedule results in more long-term learning and is relatively immune to extinction.(Difficulty 3, p. 224)107.Talk about the three systems or memory storehouses, and how information is stored.There are three stages where information processing occurs. They are three separate and sequential stages.The first is called the sensory store, in which all data comes through our senses which receive fragmented pieces of information and transmit it to the brain in parallel. The image of a sensory input lasts for a second or two in the mind’s sensory store. If it is not processed immediately, it is lost immediately.The second stage is the short-term store, which is known as working memory. This is the stage where information is processed and held for just a brief period. Information in the short-term store undergoes the process known as rehearsal, and then is transferred to the long-term store. This transfer process takes 2 to 10 seconds, and if the information is not rehearsed, it is lost in 30 seconds or less.The final stage is the long-term store which retains information for relatively long periods of time. Even though some information may be lost in a few minutes, most information that makes it to long-term stores lasts for extended periods of time, sometimes up to years.(Difficulty 3, p. 227)108.What is the split-brain theory?Also known as Hemispheral lateralization, the split-brain theory is based on the premise that the right and left sides of the brain specialize in the kinds of information they process. The left hemisphere is primarily responsible for cognitive activities such as reading, speaking, and attributional information processing. The right side of the brain is concerned with nonverbal, timeless, and pictorial information. Simply put, the left brain is rational, active, and realistic, and the right side is emotional, metaphoric, impulsive, and intuitive.(Difficulty 2, p. 232)109.What is the Elaboration Likelihood Model?The ELM suggests that a person’s level of involvement during message processing is a critical factor in determining which route to persuasion is likely to be effective. For example, as the message becomes more personally relevant, people are more willing to expend the cognitive effort required to process the message arguments. Thus, when involvement is high, consumers follow the central route and base their attitudes or choices on the message arguments. When involvement is low, they follow the peripheral route and rely heavily on other message elements to form attitudes or make product choices.(Difficulty 2, p. 235)110.What is an evoked set of products and how does that relate to brand loyalty?An evoked set of products is a mix of brand names that are considered acceptable to an individual consumer; a set of brands that includes their final product choice. The greater the number of brands in the evoked set, the less likely the consumer is to be brand loyal to one specific brand.(Difficulty 3, p. 243)。

schiffman15_tif 中山大学吴柏林教授 “广告心理学(清华大学出版社2010)”绝密资料

Chapter 15: Consumer Influence and the Diffusion of Innovations Multiple Choice Questions:1._____ is the process by which one person informally influences the actions orattitudes of others.a.Advertisementb.Promotionc.Opinion leadershipd.Sales(c; Difficulty 1, p. 500)2.Opinion leadership is closest to which of the following concepts?a.advertisingb.word of mouthc.e-mail newslettersd.adoption process(b; Difficulty 1, p. 500)3.Which of the following is not one of the elements of opinion leadership?a.takes place between two or more peopleb.it is informalc.must be a face to face interactiond.it is interpersonal(c; Difficulty 2, p. 500)4.Which of the following does not fall into the category of opinion leadership?a. a classmate recommending a movie she saw last nightb. a friend just returning from vacation with pictures recommends you use apolarizing filter when taking photos for outdoor sceneryc. a family decides to ask the neighbors who already have a swimming pool whichcompany they should call to build oned.the local cellular phone store associate tells you about the latest model of Nokiaphones they just shipped in(d; Difficulty 1, p. 500)5.Individuals who actively seek information and advice about products are called_____.a.opinion leadersb.opinion receiversc.word of mouth communicatorsd.opinion seekers(d; Difficulty 1, p. 500)6.When an opinion seeker has no prior knowledge of the subject area (product orservice), then he is more likely to seek information from:a. a family member.b. a stranger.c. a salesperson.pany brochures.(a; Difficulty 3, p. 500)7.Which of the following is not one of the top three countries in the world inInternet usage?a.Japanb.the United Kingdomc.the United Statesd.Germany(b; Difficulty 3, p. 501, table 15-1)8.Which of the following countries is the last in terms of Internet usage?a.Japanb.Chinac.Russiad.Spain(d; Difficulty 3, p. 501, table 15-1)9.The majority of young Japanese receive their e-mail:a.at the office.b.at home.c.through their cell phones.d.through their PDAs.(c; Difficulty 2, p. 501)10.Which of the following is not another term used for viral marketing?a.buzz marketingb.wildfire marketingc.Web marketingd.avalanche marketing(c; Difficulty 2, p. 501)11._____ is the marriage of e-mail and word of mouth.a.Viral marketingb.Web marketingc.Internet marketingd.Modern marketing(a; Difficulty 1, p. 501)12._____ describes the strategy that encourages individuals to pass on a marketingmessage to others, creating the potential for exponential growth in the message’s exposure and influence.a.Internet marketingb.Buzz marketingc.Strategic marketingd.Global marketing(b; Difficulty 2, p. 501)13.Which of the following companies was a leader in usage of viral marketing?a.hotmailc.Nike(a; Difficulty 3, p. 501)14.Opinion leaders are highly credible sources because:a.they are usually highly educated.b.they dispense information that is positive.c.they are perceived as objective concerning the advice they dispense.d.all of the above(c; Difficulty 2, p. 503)15.Negative experiences are shared up to _____ times more than positiveexperiences with a product or service.a. 3b.7c.10d.20(c; Difficulty 3, p. 503)16.The most aggressive opinion leader will:a.tell you where to shop.b.tell you how best to use a product.c.tell you who provides the best service.d.advise you to buy or avoid a specific product.(d; Difficulty 2, p. 503)17.Which of the following is the most common category with opinion leaders?a.travelb.restaurantsputer hardware/softwared.automotive(b; Difficulty 3, p. 504, table 15-2)18.When does an opinion seeker most likely turn into an opinion leader in a specificproduct category?a.when they have started seeking information from company sourcesb.when they have bought the product and are experiencing postpurchase dissonancec.neverd.when they begin to ask opinion leaders for information and feedback(b; Difficulty 3, p. 505)19.Which of the following is not one of the motivations of opinion leaders?a.self-involvementb.postpurchase dissonancec.social involvementd.direct financial benefit(d; Difficulty 1, p. 505)20.Which of the following is a motivator of opinion receivers?a.reduce postpurchase uncertaintyb.gain attention or statusc.reduce search timed.feel like an adventurer(c; Difficulty 3, p. 506, table 15-3)21.Male purchase pals are used mostly as sources of all the following except:a.product category expertiseb.product informationc.price informationd.moral support(d; Difficulty 2, p. 507)22.Female purchase pals are used mainly for:a.price informationb.retail store informationc.moral supportd.all of the above(c; Difficulty 2, p. 507)23.Which of the following is not a characteristic of a surrogate buyer?a.has a high level of accountabilityb.search and screening of alternatives is very rigorousc.second opinion taken on rare occasionsd.likely to have used the product personally(d; Difficulty 3, p. 507, table 15-4)24.Which of the following is most likely not an example of surrogate buyer?a. a doctor’s medical prescriptionb.you take your car to a dealership for an oil changec. a wardrobe consultant for help in purchasing a new business wardrobed. a classmate telling you about a movie she saw last night(d; Difficulty 2, p. 507)25.Which method of opinion leadership measurement is most commonly used?a.the self designating methodb.the sociometric methodc.the key informant methodd.the objective method(a; Difficulty 2, p. 508)26.Which of the following methods of opinion leadership measurement measures theperson-to-person informal communication of consumers concerning products or product categories?a.the self designating methodb.the sociometric methodc.the key informant methodd.the objective method(b; Difficulty 2, p. 508)27.Which of the following methods of opinion leadership measurement is measuredby carefully selecting people who are keenly aware of or knowledgeable about the nature of social communications among members of a specific group?a.the self designating methodb.the sociometric methodc.the key informant methodd.the objective method(c; Difficulty 2, p. 508)28.Which of the following is not a key characteristic of opinion leaders?a.They have a keen sense of knowledge and interest in a particular area.b.They are likely to be more innovative than the rest of the population.c.They are more gregarious than the general population.d.They are usually highly educated.(d; Difficulty 2, p. 511)29.Approximately _____ percent of the people studied in a consumer researchproject are classified as opinion leaders with respect to some product category.a.10b.18c.33d.42(c; Difficulty 2, p. 511)30._____ posses a wide range of information about many different types of products,retail outlets, and other dimensions of markets.a.Opinion leadersb.Market mavensc.Innovatorsd.Opinion seekers(b; Difficulty 1, p. 512)31.Which of the following is not likely to be a characteristic of a market maven?a.They clip more coupons than the general population.b.They have a more favorable attitude toward direct mail.c.They have greater market expertise.d.Their influence is mostly limited to high involvement products.(d; Difficulty 3, p. 512)32.The _____ portrays opinion leaders as direct receivers of information fromimpersonal mass-media sources, who in turn transmit this information to themasses.a.two-step flow of communication theoryb.multi-step flow of communication theoryc.adoption process theoryd.three-step flow of communication theory(a; Difficulty 2, p. 513)33.Which of the following is a strategy used by marketers to stimulate opinionleadership?a. A company hired people to go to department stores and “talk up” certain productsto lingering customers.b. A company hired people to go to bars and order drinks made using their product,making the bartender think it was a fad drink.c. A company sent a talk show host a product to give to her studio audience.d.all of the above are methods used by companies(d; Difficulty 2, p. 514)34.According to the White House Office of Consumer Affairs, _____ percent ofunhappy customers will not do business again with the company that is the source of their dissatisfaction.a.40b.50c.75d.90(d; Difficulty 3, p. 515)35.A dissatisfied customer will share his or her grievance with at least _____ otherpeople.a. 3b. 6c.9d.13(c; Difficulty 2, p. 515)36.Which of the following rumors is least likely to cause negative word of mouth?a.The product was produced under unsanitary conditions.b.The product contained a culturally unacceptable ingredient.c.The firm is owned or influenced by an unfriendly foreign country.d.The firm is run by an inexperienced executive.(d; Difficulty 1, p. 515)37.The most dangerous negative word of mouth is spread fastest:a.at community events.b.through the Internet.c.via talk shows.d.in an editorial of a local newspaper.(b; Difficulty 3, p. 516)38._____ is the process of exploring consumer acceptance of new products andservices.a.Innovativenessb.The diffusion of innovationsc.Viral marketingd.Opinion leadership(b; Difficulty 1, p. 517)39._____ are those who are first to purchase a new product or service.a.Opinion leadersb.Innovatorsc.Early adoptersd.Market mavens(b; Difficulty 2, p. 517)40.Which of the following is not one of the basic elements of the diffusion ofinnovations process?a.the innovationb.the channels of communicationc.the social systemd.the political system(d; Difficulty 2, p. 517)41.A _____ definition of a product considers a product new if the company isproducing it for the first time.a.firmb.productc.marketd.consumer(a; Difficulty 1, p. 518)42.A _____ has the least disruptive influence on established patterns of consumption.It involves the introduction of a modified product rather than a totally newproduct.a.continuous innovationb.dynamically continuous innovationc.discontinuous innovationd.modified innovation(a; Difficulty 3, p. 518)43.A _____ is somewhat disruptive with regards to established patterns ofconsumption, but still does not alter established behavior patterns.a.continuous innovationb.dynamically continuous innovationc.discontinuous innovationd.modified innovation(b; Difficulty 3, p. 518)44.A _____ requires consumers to adopt new behavior patterns.a.continuous innovationb.dynamically continuous innovationc.discontinuous innovationd.modified innovation(c; Difficulty 3, p. 518)45.A _____ definition of a product considers a product new if the consumers haverecently been exposed to the product.a.firmb.productc.marketd.consumer(c; Difficulty 1, p. 518)46.A _____ definition of a product considers a product new if the product is new inthe eyes of the customer.a.productb.firmc.marketd.consumer(d; Difficulty 1, p. 519)47.Which of the following approaches to define a new product or service is mostfavored by researchers?a.product-oriented definitionb.firm-oriented definitionc.market-oriented definitiond.consumer-oriented definition(d; Difficulty 1, p. 520)48.The degree to which a product or service is perceived as superior to existingsubstitutes makes it a factor in accepting or rejecting it faster. This is known as _____.a.relative advantagepatibilityc.observabilityplexity(a; Difficulty 1, p. 521)49.The degree to which a potential consumer feels a new product is consistent withtheir present needs, values and practices, is a measure of its _____, which is a contributing factor in accepting or rejecting it faster.a.relative advantagepatibilityc.observabilityplexity(b; Difficulty 1, p. 521)50.The degree to which a new product is capable of being tried on a limited basis iscalled _____, which is a contributing factor in accepting or rejecting it faster.a.trialabilitypatibilityc.observabilityplexity(a; Difficulty 1, p. 521)51.The Gillette Mach3 razor was adopted quickly because of its:a.lower price.patibility.c.observability.plexity.(b; Difficulty 1, p. 521)52.Consumers hesitate to adopt technology products for four main reasons. Which ofthe following is not one of them?a.fear of technical complexityb.fear of obsolescencec.fear of social rejectiond.fear of price reduction(d; Difficulty 3, p. 521)53.The term _____ is used to describe the situation in which the increase ininformation and opinions available to the consumer is so great that it seriously impairs decision making.a.innovation overloadrmation overloadc.diffusion of innovationd.innovation complexity(a; Difficulty 2, p. 523)54.A modern social system will ease the diffusion of innovations. Which of thefollowing is not a characteristic of a modern social system?a. a positive attitude toward changeb. a general respect for education and sciencec. a system in which members see themselves in similar or parallel roles in thefutured.an emphasis on rational and ordered social relationships rather than on emotionalones(c; Difficulty 3, p. 535)55.Time is the backbone of the diffusion process. It pervades the study of diffusionin three distinct but interrelated ways. Which of the following is not a timediffusion factor?a.the amount of purchase timeb.the rate of adoptionc.the identification of adopter categoriesd.the rate of product disposal(d; Difficulty 3, p. 525)56.Purchase time refers to:a.the amount of time that elaps es between consumers’ initial awareness of a newproduct or service and the point at which they purchase or reject it.b.the amount of time that elapses between purchase cycles of a specific productcategory.c.where a consumer stands in relation to other consumers in terms of time.d.how long it takes a new product or service to be adopted by members of a socialsystem.(a; Difficulty 2, p. 525)57.Five adopter categories are cited as important to marketers. Innovators are thefirst _____ percent of people who are venturesome and eager to try new things.a..5b. 2.5c.13.5d.34(b; Difficulty 3, p. 527, table 15-9)58.Of the five adopter categories, the _____ are known to be deliberate. They adoptnew ideas after deliberating for some time.a.early adoptersb.early majorityte majorityd.skepticals(b; Difficulty 3, p. 527, table 15-9)59.The late majority of consumers in the adoption process comprise _____ percent ofthe population.a. 2.5b.13.5c.34d.16(c; Difficulty 3, p. 528, figure 15-9)60.Which adopter category contains the largest number of opinion leaders?a.innovatorsb.early adoptersc.early majorityd.none of the above(a; Difficulty 2, p. 527)61.The shortest adoption process would be the adoption of _____.a.fashionb.fadsc.product classesd.brands(b; Difficulty 2, p. 528)62.Which of the following products was adopted—by the first 10 percent of the massmarket—the quickest in the United Kingdom?a.telephonesb.fax machinesc.personal computersd.cable TV(c; Difficulty 3, p. 529, table 15-10)63.When Hewlett-Packard introduces its latest microchip at a very high price toconsumers who are willing to pay top dollar for the latest technology, thengradually lowers the price in a stepwise fashion to attract additional marketsegments, it is practicing a _____ strategy.a.market penetrationb.market skimmingc.diffusiond.product obsolescence(b; Difficulty 2, p. 529)64.According to the five stages of the adoption process, a consumer goes through thestages, starting out with the first stage which is _____.a.need recognitionb.awarenessc.interestd.trial(b; Difficulty 2, p. 531)65.The stages in the adoption process end:a.with consumer trial of the product.b.with consumer adoption of the product.c.with consumer rejection of the product.d.either b or c(d; Difficulty 2, p. 531)66.Personal and interpersonal sources become most important in the _____ stage ofthe adoption process.a.awarenessb.trialc.adoptiond.evaluation(c; Difficulty 3, p. 533, figure 15-12)67.Impersonal and mass media sources become most important in the _____ stage ofthe adoption process.a.awarenessb.trialc.adoptiond.evaluation(a; Difficulty 3, p. 533, figure 15-12)68.Which of the following is not a characteristic of the consumer innovator?a.dogmaticb.have a need for uniquenessc.are inner-directedd.are variety seeking(a; Difficulty 2, p. 535)69._____ is the degree of uncertainty or fear about the consequences of a purchasethat a consumer feels when considering the purchase of a new product.a.Perceived riskb.Variety seekingc.Inner directednessd.Venturesomeness(a; Difficulty 1, p. 535)70.Consumer innovators are likely to have all the following media habits except:a.they have a greater total exposure to magazines.b.they are more likely to read general interest magazines.c.they are less likely to watch television.d.all the above are characteristics of consumer innovators(b; Difficulty 3, p. 536)71.Demographics of consumer innovators are different from non-innovators. Whichof the following is not necessarily a characteristic of a consumer innovator?a.relatively youngb.more likely to be formally educatedc.are financially more secured.more mail than female(d; Difficulty 3, p. 538)True/False Questions:72.Opinion leadership and word of mouth communications are very different.(False; Difficulty 1, p. 500)73.Once an opinion leader, always an opinion leader, in any other product category.(False; Difficulty 2, p. 500)74.An opinion leader may be an opinion seeker in another product category at thesame time.(True; Difficulty 2, p. 500)75.Opinion leadership only takes place in a face to face setting.(False; Difficulty 1, p. 500)76.Viral marketing was named that because it allows a message to spread like a virus.(True; Difficulty 1, p. 501)77.Viral marketing is the marriage of e-mail and word of mouth.(True; Difficulty 2, p. 501)78.More men than women use instant messaging services.(False; Difficulty 3, p. 502, table 15-2)79.Opinion leaders never gain anything from dispensing advice.(False; Difficulty 3, p. 503)80.Opinion leaders only dispense positive product information.(False; Difficulty 2, p. 503)81.Opinion leaders are more likely to dispense positive product information.(True; Difficulty 2, p. 503)82.Opinion leaders only dispense information but do not give advice.(False; Difficulty 2, p. 503)83.Opinion leadership is brand specific.(False; Difficulty 2, p. 504)84.An opinion leader may become one in order to reduce any postpurchasedissonance they might be feeling.(True; Difficulty 3, p. 505)85.Female purchase pals are used more for moral support than for productinformation.(True; Difficulty 2, p. 507)86.The most popular measurement method of opinion leadership is the self-designating method.(True; Difficulty 3, p. 508)87.Opinion leaders usually belong to the same age group as their opinion receivers. (True; Difficulty 3, p. 511)88.Research shows that an unsatisfied customer will tell nine other people about theirgrievance.(True; Difficulty 3, p. 515)panies will go as far as creating opinion leaders to see their product succeed. (True; Difficulty 2, p. 516)90.The first set of people who purchase a new product are called early adopters. (False; Difficulty 1, p. 517)91.Researchers agree that a new product is considered new as long as it is new to anindividual consumer.(False; Difficulty 1, p. 517)92.A continuous innovation has the least disruptive influence on established patterns. (True; Difficulty 2, p. 518)93.A market oriented definition of a new product is when it has been on the marketfor a short period of time.(False; Difficulty 3, p. 518)94.All new products have equal potential for consumer acceptance.(False; Difficulty 1, p. 520)95.When the Gillette Mach3 razor was introduced, it lacked compatibility withexisting usage patterns.(False; Difficulty 1, p. 521)96.Consumer Reports are consulted more often when the product lacks trialability. (True; Difficulty 3, p. 523)97.The innovator adopter category contains the majority of opinion leaders. (False; Difficulty 2, p. 527)98.The first stage in the adoption process is need recognition.(False; Difficulty 3, p. 531)99.Personal sources of opinion leadership are more important during the awarenessstage than impersonal sources.(False; Difficulty 3, p. 533, figure 15-12)100.Innovators tend to view more television than non-innovators.(False; Difficulty 3, p. 537)101.Innovators in one product category tend not to be consumer innovators in another product category.(True; Difficulty 3, p. 538)Essay Questions:102.Opinion leaders are the source of information and advice. Give three types of product information they are likely to transmit during a conversation.1. Which of several brands is best2. How to best use a specific product3. Who provides the best service(Difficulty 1, p. 503)103.How is opinion leadership a two-way street?Consumers who are opinion leaders in one product-related situation may become opinion receivers in another situation, even for the same product. Also, an opinion leader may become influenced by an opinion receiver as the result of a product-related conversation.(Difficulty 2, p. 505)104.Talk about three motivations of opinion leaders and opinion receivers.Opinion leaders:1. To reduce post purchase dissonance2. To gain attention and status3. To feel like an adventurerOpinion receivers:1. Reduce the risk of making a purchase commitment2. Reduce search time3. Learn how best to use or consume a product(Difficulty 3, p. 506, table 15-3)105.What are three characteristics of opinion leaders and three characteristics of surrogate buyers?Opinion leaders:1. Have an informal relationship with end users2. Does not get paid for advice3. Likely to have used the product personallySurrogate buyers:1. Have a formal relationship with end user2. Usually hired and gets paid3. May have not used the product personally(Difficulty 3, p. 507, table 15-4)106.What is the key informant method of opinion leadership measurement?A key informant is a person who is keenly aware of or knowledgeable about the nature of social communications among members of a specific group. The key informant is asked to identify those individuals in the group who are most likely to be opinion leaders.The key informant does not have to be a member of the group under study. (Difficulty 2, p. 509)107.What are four characteristics of an opinion leader?1. Sociable2. Willing to talk3. Self-confident4. Innovative(Difficulty 3, p. 511, table 15-6)108.What are some common rumors that have plagued marketers in recent years in an unfavorable way? Talk about four of these types of rumors.1. the product being produced under unsanitary conditions2. the product containing an unwholesome or culturally unacceptable ingredient3. the product included a cancer-causing element or agent4. the firm being owned by an unfriendly foreign country, or religious cult (Difficulty 2, p. 515)109.What are the three product oriented definitions of a new product?1. A continuous innovation has the least disruptive influence on established patterns.2. A dynamically continuous innovation is somewhat more disruptive than acontinuous innovation but still does not alter the established behavior.3. A discontinuous innovation requires consumers to adopt new behavior patterns. (Difficulty 3, p. 518)110.The issue of complexity is especially important when attempting to gain market acceptance for high-tech products. What types of technological fear factors act as barriers to new product acceptance?1. Fear of technical complexity2. Fear of social rejection3. Fear of rapid obsolescence4. Fear of physical harm(Difficulty 3, p. 521)111.What is lacking in the stages of the adoption process?The traditional adoption model is simple and insightful. It does not adequately reflect the full complexity of the consumer adoption process. It does not adequately acknowledge that there is quite often a need or problem-recognition stage that consumers face before acquiring an awareness of potential options or solutions.Also, it does not adequately provide for the possibility of evaluation and rejection of a new product after each stage, especially after trial.Finally, it does not explicitly include postadoption or postpurchase evaluation, which can lead to a strengthened commitment or a decision to discontinue use.(Difficulty 3, p. 531)。

论商业广告的文化伦理责任,中山大学吴柏林教授,广告策划：实务与案例,机械工业出版社,2010年版,绝密教学资

收稿日期　1996年12月17日商业经济与管理1997年第2期（杭州商学院）王剑峰　陈漭论商业广告的文化伦理责任众所周知,广告是通过社会舆论的形式来实现其作用的,在大众传媒日益发达的今天。

商业广告已成为一种独特的社会文化,而且,这种社会文化正以其强大的冲击力影响着大众的心态和日常生活。

毫无疑问,不健康、不道德、不文明的广告倾向势必会给社会造成很大的危害。

广告的社会责任问题已成为一个越来越突出的社会问题,揭示商业广告所肩负的社会责任,唤醒商业企业和广告制作人的社会责任心正是本文的立意所在。

一、商业广告肩负着传递优良的民族传统的责任。

两千多年的中华文明史所孕育的传统文化渊远流长,博大精深,其影响在社会生活中无处不在。

比如:传统的商业活动中,具有广告宣传性质的店名、牌匾等无不深深打上传统文化的烙印。

象“全聚德”、“同仁堂”等百年老店,其店名本身就直接映射出儒家文化重仁、贵和的传统观念,而这些老店之所以流芳百世,业绩长存,与其店名所昭示的经营理念,文化底蕴是密不可分的。

根据广告心理的研究,人们通过广告在接受一种产品或服务的同时,也在接受一种文化观念,文化观念的认同,必然促进对广告所宣传的产品和服务的认同;同时广告的内容也会对文化风俗产生或好或坏的影响。

以上所例举的传统店名既暗合了传统文化的观念,又无形之中巩固倡导着传统的文化和美德。

反观现在的许多店名(包括商品品牌的宣传),超越民族文化的背景,脱离普通大众的生活,一味地求洋求怪,除了助长崇洋媚外,自贬民族文化的心理之外还能带来什么呢?!李政道教授在一次演讲中曾经说过:一个完全依赖祖先的民族是没有希望的,一个忘记过去的民族也是没有前途的。

现代化往往存在着一个与传统文化的嫁接问题,纵观世界各国的现代化,没有一个是在完全排斥和放弃自己传统文化的条件下实现的。

著名教授贾春峰先生曾提出过“文化力”的概念,认为在现代社会中,文化是推动经济和社会全面发展的内驱力,也是未来国际竞争中求胜的筹码,而文化力的一个重要组成部分就是传统文化,。

CH17E 中山大学吴柏林教授,Kotler营销管理(第11版),绝密资料

Part V—MANAGING AND DELIVERING MARKETING PROGRAMSChapter 17—Designing and Managing Value Networks and Marketing ChannelsOverviewValue network and marketing channel decisions are among the most complex and challenging decisions facing the firm. Each channel system creates a different level of sales and costs. Once a particular marketing channel is chosen, the firm usually must adhere to it for a substantial period. The chosen value network or channel will significantly affect and be affected by the other elements in the marketing mix.Middlemen typically are able to perform channel functions more efficiently than the manufacturers. The most important channel functions and flows are information, promotion, negotiation, ordering, financing, risk taking, physical possession, payment and title. These marketing functions are more basic than the particular retail and wholesale institutions that may exist at any time, and when a channel member no longer provides value-added service it can and often is replaced by another channel member or a new means of distribution.Manufacturers face many channel alternatives for reaching a market. They can choose selling direct or using one, two, three or more intermediary channel levels. Channel design calls for determining the service outputs (lot size, waiting time, spatial convenience, and product variety), establishing the channel objectives and constraints, identifying the major channel alternatives (types and number of intermediaries, specifically intensive, exclusive, or selective distribution), and the channel terms and responsibilities. Each channel alternative has to be evaluated according to economic, control, and adaptive criteria.Channel management calls for selecting particular middlemen and motivating them with acost-effective trade relations mix. The aim is to build a “partnership” feeling and joint distribution programming. Individual channel members must be periodically evaluated against their own past sales and other channel members’ sales. Channel modification must be performed periodically because of the continuously changing marketing environment. The company has to evaluate adding or dropping individual middlemen or individual channels and possibly modifying the whole channel system.Marketing channels are characterized by continuous and sometimes dramatic change, especially with the changes brought by the growth of the Internet as a major marketing tool and channel of distribution. For example, the new competition in retailing no longer involves competition between individual firms but rather between retail systems. Three of the most significant trends are the growth of vertical, horizontal, and multichannel marketing systems. All channel systems have a potential for vertical, horizontal, and multichannel conflict stemming from such sources as goal incompatibility, unclear roles and rights, differences in perception, and high dependence. Managing these conflicts can be sought through superordinate goals, exchange of persons, co-optation, joint membership in trade associations, diplomacy, mediation, and arbitration. Marketers should continue to explore and respond to the legal and moral issues involved in channel development decisions.Learning ObjectivesAfter reading the chapter the student should understand:∙The role and function of intermediaries∙The issue of channel levels∙How service outputs determine channel design∙How to evaluate channel alternatives∙What are the major channel management decisions∙Channel dynamicsChapter OutlineI.Introduction—notes the emergence of the value network view of the individualbusinesses. Deals with all the upstream (suppliers) and downstream (customers) variables II.What is a value network and marketing-channel systemA.Value network—a system of partnerships and alliances that a firm creates tosource, augment and deliver its offerings1.Firm decision regarding emphasis upstream versus downstream2.Makes firm more aware of where problems can occur3.Encourages more online development with business partnersB.Marketing channels1.Interdependent organizations2.Making product or service available for use or consumption3.More use today of “hybrid” channels (direct, online, indirect)4.Customers expect more channel integration (buy from any of the hybridchannels and obtain from any of the others)III.What work is performed by marketing channels?1.Smooth the flows of goods and services2.Save manufacturer money, time and specialized effortB.Channel functions and flowsrmation2.Promotion3.Negotiation4.Ordering5.Financing6.Risk taking7.Physical possession8.Payment9.TitleC.Channel levels—zero to three levels, can be longerD.Service sector channels—focus on location and minimizing levelsrmation highway channels (information industry)1.Expansion of bandwidth, internet, extranets, intranetspanies to provide this: content (Disney); consumer devices (Palm,etc.), components (Lucent); conduit (AT&T)IV.Channel-design decisionsA.Analyze customers’ desired service output levels (lot size, waiting time, spatialconvenience, product variety, and service backup)B.Establish objectives and constraints—based on:1.Product characteristics2.Strengths and weaknesses of intermediariespetition’s channels4.Environmental changesC.Identify major channel alternatives1.Types of intermediaries2.Number of intermediariesa)Exclusive distribution—one or a select fewb)Selective distribution—more than a few, less than allc)Intensive distribution—as many outlets as possible3.Terms and responsibilities of channel membersD.Evaluate the major alternatives1.Economic criteria—sales versus costs2.Control and adaptive criteria—degree of intermediary commitmentV.Channel-management decisionsA.Selecting channel members—evaluate experience, number of lines carried,growth and profit record, solvency, cooperativeness, and reputationB.Training channel members—prepare the channel member employees to performmore effectively and efficientlyC.Motivating channel members—coercive, reward, legitimate, expert, or referentpower1.More sophisticated companies try to form partnerships2.Can evolve into long-term distribution programmingD.Evaluating channel members—sales quota attainment, average inventory levels,customer delivery time, treatment of damaged and lost goods, and cooperation inpromotional and training programsE.Modifying channel arrangements—system will require periodic modification tomeet new conditions in the marketplaceVI.Channel dynamicsA.Vertical marketing systems1.Corporate and administered VMS—corporate (under single ownership),administered (one member emerges as dominant in channel)2.Contractual VMS—program integrationa)Wholesaler-sponsored voluntary chainsb)Retailer cooperativesc)Franchise organizationsd)Manufacturer-sponsored retailer franchise (Ford dealers) ormanufacturer-sponsored wholesaler franchise (Coca Colabottlers)3.The new competition in retailing—between systems, not individualsB.Horizontal marketing systems1.Two or more unrelated firms put together resources or programs.2.Each firm lacks the capital, technology, marketing resources or othervariables to take on the venture alone3.Can be permanent or temporaryC.Multichannel marketing systems1.Multichannel marketing—single firm uses two or more marketingchannels to reach one or more customer segments—advantages:increased coverage, lower cost, customized selling2.Planning channel architecture (companies thinking through their channelarchitecture—which are efficient and not, and developing new means)3.Roles of individual firms in a multichannel system: (insiders, strivers,complementers, transients, outside innovators)D. Conflict, cooperation, and competition1.Types of conflict and competitiona)Vertical channel conflictb)Horizontal channel conflictc)Multichannel conflict2.Causes of channel conflicta)Goal incompatibilityb)Unclear roles and rightsc)Differences in perceptiond)“Over” dependence3.Managing channel conflict (responses)a)Adoption of superordinate goalsb)Exchange of people between channel levelsc)Co-optation—winning support at different levelsd)Joint membership in and between trade associationse)Diplomacy, mediation, arbitrationE.Legal and ethical issues in channel relations1.Exclusive dealing2.Exclusive territories3.Tying agreements4.Dealers’ rightsVII.SummaryLecture—Measuring Channel PerformanceThis lecture provides a discussion of distribution/channel strategy in the contemporary marketing setting and the role and value of effective channel strategy in the overall marketing process and strategy. It is useful to update the examples utilized so that students will be able to identify readily with this concept, based on their general knowledge of the companies and products involved in the lecture/discussion.Teaching Objectives∙To stimulate students to think about the critical issues, pro and con, for a firm when it develops or modifies its channel strategy∙Points to consider in proceeding with a modification of the distribution strategy∙Role of various channel and distribution strategies and policies in helping the firm achieve a balanced position vis ávis the customer and the competitionDiscussionBackgroundOne of the more important functions in today’s complicated marketing environment is how to measure the performance of channel members. Whether the analysis involves an independent or vertical marketing environment, the problem is similar. There are means for following and measuring the results of this activity, and this discussion will focus on one such method. Before beginning the formal evaluation of the channel, there are several considerations.∙Degree of manufacturer control over the channel members. If there is a strong contractual relationship there will be a much greater expectation for information onperformance.∙Importance of channel members. If the manufacturer uses many intermediaries, the evaluation will be more comprehensive versus those using fewer intermediaries. Forexample, major appliance dealers receive much more comprehensive analysis frommanufacturers largely due to the number and degree of service and support involved,versus a tire dealer. Major tire dealers in the past tended to be company stores, so thecompanies did less analysis on the independents.∙Nature of the product. Obviously, the more complex the product, the more the evaluation.Because complexity can usually mean more after sale services, the criteria tend to befocused more on issues of target market satisfaction.∙The number of channel members. Intensive distribution normally involves cursory examination, but for selective distribution the analysis tends to be much morecomprehensive.Performance EvaluationPerformance evaluation clearly will be more comprehensive than day-to-day monitoring efforts. Accordingly, there are typically three levels in developing a performance audit vehicle:∙Develop measurement criteria∙Evaluate channel members against the criteria∙Take corrective actions, as neededThe measurement criteria for the channel member should include the following:∙Sales performance: This critical measurement includes both sales to the channel member and member sales to its customers. This may or may not be a reliable measure, depending on the perishability of the product. For example, convenience stores tend to get a greatdeal of information from its franchisees. The key variables here are current versushistorical sales, comparisons to quotas, and cross comparisons to other channel members.The 80/20 rule is important in the last measure.∙Inventory maintained: This major indicator provides information on the degree to which the member maintains stock or meets stocking requirements as specified in anyagreements between the manufacturer and the channel member. It is important tounderstand whether this agreement is formal or informal. Also, although this is an areawhich often is difficult to perform, there are six key questions that can help with themeasurement:1.Total inventory level2.Breakdown by units/types/pricesparisons between the member estimates and purchases of related andcompetitive lines4.Condition of the inventory holding facilities5.Quality of inventory control and record-keeping6.Selling capabilities—it is worthwhile to evaluate the abilities of the channelmember by appraising their salespeople. One way to do this is to cross-check thisinformation with other members of the channel. You should check the number ofsalespeople working with the manufacturer’s line, the technical knowledge andcompetence of the sales people and the level of interest the salespeople have inthe manufacturer’s products.∙Attitudes of the channel member: Usually this is not done until there is a drop in performance. The best way to handle it is to survey the attitudes through face-to-facecontact and also solicit feedback from the member’s clients, salespeople, the competition and related sources.∙Competition faced by the member: This refers to competition from other intermediaries and from other product lines carried by the manufacturer’s direct channel members. Thequestions might include how does the member do against the competition. Then, the issue is of more support required from the manufacturer. To probe this issue further, it wouldbe appropriate to ask for names of the competitors and how they rank them. This willhelp you determine the degree to which the member understands the competitive arena. ∙General growth prospects for the channel member: This measurement provides you with an awareness of how knowledgeable and sophisticated the member is regarding thegeneral and area economies and the potential growth in each of them.∙Other criteria : Includes financial status, character, reputation and quality of services. Applying these performance criteria involves three different approaches:1.First, there is a separate performance evaluation, utilized primarily when there isintensive distribution and a limited sales, inventory and selling capability. The goal hereis easy and fast, but it offers little insight into the operations of the business.2.Second, the multiple criteria are combined informally. The goal here is to combine thecriteria into an overall judgment. There are, however, some pros and cons:a.One advantage of this approach is that it is not only still fairly informal but alsoflexible in use and applicationb.This measure adds in the element of experience, but it can be arbitrary when themember does well in one area but not so well in other areasc.In addition, it is tough to use the same comparisons between channel members,and there is no one quantitative index to show overall performance3.The third measure is the multiple criteria combined informally. The steps here are:plete all criteria operational measuresb.Assign weights in terms of importancec.Evaluate on the basis of a scale of 1 to 10d.Multiply the score times the weight to achieve a product for each factore.Sum the factors to obtain an overall statusThe advantage of the third method is that it provides weights and measures to provide an explicit and overall quantitative index. Although this may be viewed as a bit artificial in some ways, it also is easier to rely on a number to start with and then develop ameliorating qualitative data to make a final conclusion.Marketing and Advertising1. Ford has introduced a certification program to identify dealerships that are among thebest in customer satisfaction. This ad alerts car and truck buyers to look for the bluethumbprint symbol at their local Ford dealerships.a. What type of vertical marketing system does the Blue Oval Certified FordDealership program represent?b. How might the Blue Oval certification program affect Ford’s channel dynamics?c. Over time, how might Ford establish and apply criteria to evaluate its channelmembers?Answera. The Blue Oval Certified Ford Dealership program is a form of manufacturer-sponsored retailer franchise. Each dealer is independent but must meet Ford’sspecifications.b. This certification program might divide Ford’s dealer base into two distinctgroups: those with certification and those without. Consumers might thenperceive that dealers without the certification are not as good as those with thecertification, which could change the sales volume at both dealer groups.Students may offer other reactions, as well.c. Ford could develop a certain set of criteria to evaluate channel membersaccording to sales, customer satisfaction levels, cooperation, and so on. Then itwould evaluate all dealers at least once per year based on these criteria,communicate the results to the dealers, and plan to either upgrade the activities oflow-scoring dealers or drop the low-scorers. Ask students to discuss theimplications of warning and dropping dealers.Online Marketing Today—Peoples BankAs mentioned earlier, Peoples Bank, based in Connecticut, uses its Web site as a key channel for reaching individuals, business customers, and prospects. Not only can customers e-mail the bank with questions, they can click on a link to have a bank representative call them with further information or choose another link if they want to chat online. In addition, prospects can open new accounts online, print out and fax account applications, and even order printed checks with a few keystrokes. Now the company has expanded its financial services offerings by adding insurance products for consumers and businesses.Visit the Peoples Web site (). After looking at the home page, follow the linkto read about Online Services and click for a demonstration of People’s Online. Next, follow the Insurance link and dig deeper by clicking on Auto, Home, and Other Personal Insurance. What role is playing in the distribution of these insurance products? What is the length of the channel the bank uses to distribute its own checking account products? How would you describe the channel positioning of People’s Bank?Answer is not the provider of the insurance products featured on its Web site, merely a distributor in the channel. On the other hand, it is the provider of the checking account products it offers directly to consumers and businesses, which means a zero-level channel. The channel positioning of People’s Bank can be described using words such as convenient and value-added. Ask students to discuss a possible People’s Bank positioning statement based on their perceptions of what the bank is trying to accomplish with its Web site.You’re the Marketer: Sonic PDA Marketing PlanManufacturers need to pay close attention to their value networks and marketing channels. By planning the design, management, evaluation, and modification of their marketing channels, manufacturers can ensure that their products are available when and where customers want to buy.At Sonic, you have been asked to develop a channel strategy for the company’s new personal digital assistant (PDA). Based on the information you previously gathered and the decisions you have already made about the target market, the product, and the pricing, answer the following questions about your marketing channels:∙What forward and backward channel flows should Sonic plan for?∙How many levels would be appropriate for the consumer and business markets you are targeting?∙In determining the number of channel members, should you use exclusive, selective, or intensive distribution? Why?∙What levels of service output do Sonic customers desire? How do these levels affect Sonic’s channel strategy?∙How should Sonic support its channel members?After you have answered the questions, document your recommendations about marketing channels and strategy in a written marketing plan. Alternatively, type them into the Marketing Mix and the Channels sections of the Marketing Plan Pro software.AnswerSonic must plan forward channels to allow consumers and business customers to buy its PDAs from suitable dealers and retailers. It must also plan backward channels to allow for the return flow of defective or broken PDAs and unsold merchandise being returned by dealers. Sonic may have to use two levels (wholesalers and retailers) to reach the consumer and business markets; it may also have to sell directly to business markets that buy in volume, such as large corporations. Sonic should plan for selective distribution, because—as a new company entering an established product category—it may not be able to sign up all the distributors it would like. Also, Sonic will want to use only channel members who are knowledgeable about PDAs, can offer the right levels of service, and who reach the targeted customer segments.In terms of service output levels, consumers would like to buy in lots of one (or two), although business customers may require larger lot sizes. Customers will generally want to avoid delays in receiving their purchased items, and they will want easily accessible locations for buying the PDA (spatial convenience). Service backup, particularly availability of service and credit, will also be important. These are all considerations that Sonic must bear in mind when selecting and evaluating channel members. Finally, students will have various suggestions for ways that Sonic can support its channel members. Some sample ideas: motivating channel members through allowances and sales contests; driving traffic to channel members through advertising. Marketing Spotlight: Disney Licensed ProductsThe Walt Disney Company is routinely recognized as having one of the strongest brands in the world. Much of its success lies in its flourishing television, movie, theme park, and other entertainment ventures. These different vehicles have created a host of well-loved characters and a reputation for quality entertainment. Disney promotes in name and its characters with Disney Consumer Products, a division comprising seven business areas that sell Disney-themed products through a variety of channels.The Disney Store: Bringing the Disney magic to premium shopping centers in the United States and overseasMerchandising licensing: Selectively authoring the use of Disney characters on high- quality merchandisePublishing. Telling the Disney story in books, magazines, comics, and artMusic and audio: Playing favorite Disney songs and stories on tape and compact disc Computer software. Programming Disney “fun” into home computers and computer game systemsEducational production: Casting the characters in award-winning films for schools and libraries Catalog marketing: Offering Disney products via top catalogsDisney licensed products are available at retail locations such as booksellers, music stores, newsstands, and grocery and convenience stores. Disney offers a vast range of items on its online shopping site, , and on many other e-commerce Web sites. Products can also be found at Disney Store locations and at gift shops in Disney theme parks. Numerous catalogs, for both home and education buyers, also sell Disney licensed products. The pervasiveness of the product offerings is staggering—all in all, there are over 3 billion entertainment-based impressions of Mickey Mouse received by children in total every year, equivalent to 10 million impressions a day.Disney started licensing its characters for toys made by Mattel in the 1950s. Disney Licensing is now responsible for more than 3,000 contracts and for 16,000 products with top manufacturers worldwide. Disney licenses its standard characters (i.e., Mickey, Minnie, Donald, Goofy, and Pluto) and filmed entertainment (i.e., theatrical releases such as “Aladdin,”“Lion King,” and “Toy Story,” and TV properties such as “Duck Tales” and “Madeline”). To capitalize on the popularity of these characters, Disney developed a family of brands for Disney licensed products. Each brand was created for a specific age group and distribution channel. Baby Mickey & Co., targeting infants, and Mickey & Co., targeting kids and adults, are sold at department and specialty gift stores. Disney Babies, targeting infants, Mickey’s Stuff for Kids, targeting boys and girls, and Mickey Unlimited, targeting teens and adults, are sold through mass-market channels. Disney combined the names and characters into a specially designed logo. Each could be used in a wide range of product categories, including apparel and accessories, toys, home furnishings, social expressions and novelties, sporting goods, and gifts.One of Disney’s most successful licensed characters is Winnie the Pooh. Pooh products, which existed since Disney’s 1966 animated short “Winnie the Pooh and the Honey Tree,” have recently become a virtual goldmine. Between 1995 and 1998, the total licensing market for Winnie the Pooh grew from $390 million to $3.3 billion. By 2000, Pooh products generated an estimated $6 billion in sales for Disney. By comparison, Disney’s other core characters—Mickey, Minnie, Goofy, Donald Duck, and Pluto—grew only 20 percent over the same period.In 2000, retail sales for Disney licensed products totaled $13 billion, which amounted to 70 percent of revenue for Disney Consumer Products. Andrew P. Mooney, president of Disney Consumer Products, thinks this figure can eventually reach $75 billion, or 1 percent of the global retail market. A first step toward this goal was to partner with AmeriKid Foods to develop co-branded packaged goods products based on core Disney properties, rather than short-term promotions based around current movie releases. This partnership was designed to change the fact that as of 2001, Disney had no larger than a 3 percent share in any of the food and beverage categories in which it had licensed products. The addition of the AmeriKid Foods partnership gave Disney more products in the grocery and convenience channel.Sources: Bruce Orwall. “Disney’s Magic Transformation?” Wall Street Journal, October 4, 2000, p. B1; Stephanie Thompson. “The Mouse in the Food Aisle.”Advertising Age, September 10, 2001, p. 71.Questions1.Are there any downside associations with the AmeriKids program? Is product licensingan unlimited situation? Can it be overdone?2.Consider other products where the co-branding concept has a similar potential.3.What marketing strategy changes should Disney consider andor make if it intends toreach the $75 billion level, given the fact that others are now moving into the arena? Isthere evidence that Disney is reaching some branding and distribution limits? Suggested Responses1.Any brand that is well developed and controlled has to be careful that it does notoverextend the brand franchise to the point that takes on a generic aura. To do so,especially in an era of fast paced competition and competitors, can be dangerous. Product licensing may be carried on indefinitely if the appeal is either universal or classic, and the image it presents keeps up with the times (Betty Crocker, Brawny, etc.). It can beoverdone, however, if it spreads the name and image into products and/or services thatseem to have no relationship.2.There are many possible good answers here, but the best answers likely would emphasizeproducts that present the highest potential in terms of carryover to and with children who can associate the value of one product with the other.3.One meaningful strategy would be to seek out areas of activity that reinforce the currentsuccesses and bring in new demographic and psychographic targets. In addition,developing the international market, using the same proven strategies, adapted locally,would be useful.Since 1996, Disney failed to match its stellar growth of the 1980s and early 1990s.During 2000 and 2001 advertising revenues in its TV operations, in particular its national network ABC, were hit, theme park attendance fell off, the line-up of movie releases was passable (though none did especially well) and Disney stores and retail sales weremediocre at best.Disney closed more than 100 of the 400-odd Disney stores, applied shorter hours to the theme parks, laid-off 4,000 employees and conducted cost cutting in movie production. A near full-on retreat from the Internet also is underway. Finally, it has been clear to many in the media and elsewhere that with Disney’s almost monopoly position (brand image, not absolute economics), the goal is to dominate every market they have and charge the maximum price (according to Larry Gerbrandt, chief content officer at Kagan World Media, a media research and consulting firm, Associated Press, March 10, 2002).Analytical Tools for Marketing Management: New Product PlanningP roblemsCreate a three-year payout plan based on the following information:1.The number of cases sold in the market for year one is estimated at 8,000,000. Estimatesindicate that the market will grow at a rate of 10 percent per year.2.The average share estimated for year one is 10 percent, for year two it is estimated at 12percent, and for year three, 20 percent.。

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To accompany A Framework for Marketing Management by Kotler
2001 Prentice Hall
Let’s Discuss
Public and Ethical Issues
17.6
Discuss these concerns that customers have about direct marketing:
To accompany A Framework for Marketing Management by Kotler 2001 Prentice Hall
To accompany A Framework for Marketing Management by Kotler 2001 Prentice Hall
Reasons for Direct Market Growth
Market “demassification” Effort of “traditional shopping” Continuous access Next-day delivery Specialty items Increase in computer power
To accompany A Framework for Marketing Management by Kotler
17.3
2001 Prentice Hall
Benefits of Direct Marketing to Companies
Customized offers Ongoing relationships with customers Mailing lists for any market Can achieve higher readership Alternative media and message testing Privacy Measurable response
Irritation
Deception and fraud Invasion of privacy
2001 Prentice Hall
Unfairness
To accompany A Framework for Marketing Management by Kotler
17.7
Direct Marketing Channels
17.1
Chapter 17 Objectives
Identify the benefits of direct marketing. Discuss how companies can use integrated direct marketing for competitive advantage. List public and ethical issues raised by direct market techniques. Explain what channels direct marketers can use to reach individual prospects and customers. Discuss what marketing opportunities on-line channels provide.
Forums Newsgroups Bulletin board Web communities
To accompany A Framework for Marketing Management by Kotler 2001 Prentice Hall
Let’s Discuss
Challenges On-line Marketers Face
Face-to-Face Online Direct-Mail
Kiosk
Catalog
TV Marketing
To accompany A Framework for Marketing Management by Kotler
Telemarketing
2001 Pr On-line Marketing
17.8
What three ways can a company establish an electronic presence on the Web? What are “microsites”? How can companies place ads on the Web? Explain each of the following:
17.2
To accompany A Framework for Marketing Management by Kotler
2001 Prentice Hall
Benefits of Direct Marketing to Consumers
Fun, convenient, hassle-free Saves time Larger merchandise selection Comparison shopping Ease of ordering products
17.9
Share with the class your personal feelings about the following: Limited consumer exposure and buying Skewed user demographics and psychographics Chaos and clutter Security Ethical concerns Consumer backlash
To accompany A Framework for Marketing Management by Kotler
17.4
2001 Prentice Hall
17.5
Uses for Databases
Identify prospects Match customers, offers Deepen customer loyalty Reactivate customers