第17章 店铺选择与购买 中山大学吴柏林教授 “消费心理与营.

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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

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。

明星代言十大误区 中山大学吴柏林教授“体验经济·体验营销”绝密资料

明星代言十大误区 中山大学吴柏林教授“体验经济·体验营销”绝密资料
由宝峰公司组织编制发布, 委托零点前进策略咨询 公 司 全 程 实 施 研 究 与 管 理 的 《宝 人 指 数— ——中 国 明 星 公
众影响力指数 2005 年度报告》 ( 见 www.horizonkey.com) 指出 , 今 年 的 明 星 广 告 影 响 力 指 数 得 分 为 65.9, 处 于 刚 刚合格的水平, 说明目前各品牌使用明星代言的成效还 只是差强人意, 在明星代言管理流程中还存在很多失 误。本文基于这项报告内容总结出广告明星代言人使用 的十大误区, 以期为商家选择明星代言人时提供一些策 略性参考。
3.10
6.代 言 人 本 人 以 前 代 言 的 那 个 品 牌 是 我 喜 欢 的
3.13
7.对于所代言的产品, 代言人本人比别人有更多的使用经验
3.15
8.代 言 人 本 人 的 身 份 和 地 位 与 我 自 己 的 身 份 和 地 位 是 相 似 或 者 是 相 同 的
2.85
9.代 言 人 本 人 的 身 份 和 地 位 是 我 一 直 向 往 的
低, 收入 较 低 , 出 生 于 40 年 代 到 60 年 代 的 蓝 领 和 无 业 人 员。可见, 差距造成向往, 社会地位越低的受众群体越喜 欢业界精英做广告代言人。
误区三: 社会地位越 高的受众越喜欢业界精 英做广告代言人
很多人都以为社会地位越高 的受众越喜欢业界精英做产品品 牌的广告代言人。然而此项研究 报告发现, 喜欢业界精英代言人 的核心受众群体是文化程度较
误区五: 名气大就一定会形成偶像效 应
名气大的明星就一定能形成偶像效应吗? 调查显示,
在 2254 名 被 访 者 中 有 638 人 表 示 心 目 中 没 有 最 有 名 的 人, 占总调查人数近三成比例。可见, 名气大的明星代言 人也未必能形成偶像效应, 因为有相当数量的受众并没 有偶像崇拜意识。

第01章消费者行为与市场营销中山大学吴柏林教授“消费心理.

第01章消费者行为与市场营销中山大学吴柏林教授“消费心理.
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结果:个人、公司、社会 消费者决策过程:问题意识、信息搜集、 评价选择、购买、使用、购后评价 市场营销策略:产品、价格、分销、 促销、服务 市场细分:识别与产品相关的需要、 对具有类似需求的消费者分群、 描述每一群体选择具有吸引力的目标群体 市场分析:公司、竞争者、环境、消费者 图1-1 市场营销战略与消费者行为(P10)
具有类似需要域的消费者被识别出来后,接下 来就应当依照人口统计变量、生活方式、媒体 使用特性等对这一细分市场的消费者进行描述。 为制定有效的营销计划,对潜在消费者应作深 入分析和了解。只有在完全了解的基础上,才 能确保我们正确识别消费者的需要域。 另外,如果我们不了解消费者在什么情景下使 用我们的产品,如何使用我们的产品,以及消 费者如何看待这些产品,用什么样的语言描述 这些产品,沟通就可能遇到障碍。

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1.5.2 传播


传播包括广告、人员分销、公共关系、包装以 及企业提供的关于它自身及其产品的其他信号。 有效的传播战略需要回答如下一系列问题: (1) 与谁沟通? (2) 我们希望沟通对目标受众产生何种影响? (3) 什么样的信息更有助于获得企业所希望的 沟通效果? (4) 采用何种沟通方式和媒体? (5) 什么时候与受众沟通?
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1.1消费者行为知识的广泛应用
1.1.1市场营销战略 1.1.2政府的管制政策 1.1.3社会市场营销 1.1.4成熟的消费者

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1.1.1市场营销战略
那些建立在明确的消费者行为知识基础 上的营销决策,较之于单纯的直觉型决 策,具有更大的成功可能性。 深入了解消费者,对于确立竞争优势十 分关键,因为它有助于减少一些决策性 失误。 本书的主要目的是帮助你获得可运用于 管理实践的消费者行为知识。

联想双品牌危机 中山大学吴柏林教授 研究生课程“营销管理”绝密资料

联想双品牌危机 中山大学吴柏林教授 研究生课程“营销管理”绝密资料

Case Research50市场观察・广告主/2007.10案例研究2007年8月1日,联想集团(Lenovo)首款在上盖带有Lenovo标志的ThinkPad皮壳版笔记本电脑正式发售,中国国内售价高达5万元;与此形成鲜明对比的是,8月2日,联想在北京推出的“天福”系列电脑,价格最低的一款只有1499元。

同出一门,价格天地差异,可以看出联想在Lenovo和Think上不同的品牌诉求。

但为了淡化IBM和产品品牌Think之间的联系,联想不断促进企业品牌Lenovo和Think之间的融合,而这最终有可能导致双品牌危机的爆发。

企业并购导致双品牌现象频频出现企业之间的大规模并购,促使双(多)品牌现象频频出现。

世界经济稳步增长、产业加速整合等多种因素促使企业并购、大宗并购案正逐渐增多。

通过并购,大型企业之间可以迅速的形成强强联合体,短时间内迅速做大。

2002年,惠普(HP)斥资240亿美元收购康柏(Compaq);经过3年的整合期之后,惠普2006财年收入达到了917亿美元,首次超过IBM成为全球最大的IT公司。

跨国并购也成为中国内资企业实现技术跨越式发展,以及全球市场的重要途径。

2007年8月7日,联想集团宣布正在就收购欧洲PC厂商Packard Bell进行磋商。

联想主要目的就是得到其品牌的基础上,利用其在欧洲的渠道与售后服务网点。

2007年8月24日,全球最大的硬盘供应商希捷(Seagate)公司首席执行官Will-iam Watkins表示,一家中国科技公司近日表达了收购该公司的意愿。

在大型企业的并购发生之后,在同一企业之下双产品品牌共存现象普遍,双品牌战略重要性凸显。

企业通过收购得到被收购方的品牌之后,利用该品牌的知名度,可以进军新市场。

联想通过收购IBM的PC业务以及Packard Bell不仅可以进入北美和欧洲市场,更可以在一定程度上利用其渠道使Lenovo品牌走向世界。

双品牌运作规则企业的品牌策略有两个层次:一个是企业品牌层次;一个是产品品牌层次。

体验营销 主题17 建立混合式体验模式 中山大学吴柏林教授“体验经济·体验营销”绝密资料

体验营销 主题17 建立混合式体验模式 中山大学吴柏林教授“体验经济·体验营销”绝密资料

主题17 建立混合式体验模式[主题要点]当企业发现目前的品牌标识、产品展示或宣传已不再适合目标消费者、缺少竞争优势或过于简单的时候,便不再拘泥于单一的体验模块,将体验延伸到新的领域中,于是,混合式体验模式便应运而生。

※混合式体验。

混合式体验是把两种或两种以上的体验类型(包括感官、情感、思考、行动和关联五种)结合在一起产生的,是把单一的品牌体验活动转变为多种体验活动,以实现全面体验。

※战略体验模块分类。

由五种不同的体验类型形成的战略体验模块大体可以分为两类:个体体验和共同体验(即社会文化体验)。

其中,感官模块、情感模块和思考模块属于个体体验。

也就是说,在设计这些营销战略时,要将体验引导至个体消费者的感官、情感和创造性思维上来;而行动模块和关联模块则属于共同体验,是针对相关群体而产生的。

关联体验通常是与参照群体(真实群体或想象群体)相关的体验,而行动体验通常在由他人参与的情况下发生。

如表2.7.1表2.7.1 战略体验模块的分类※混合式体验模式。

个体体验的混合模式包括感官与情感混合体验模式、感官与思考混合体验模式和情感与思考混合体验模式。

共同体验的混合模式是由关联模块与行动模块组合而成的。

个体体验和共同体验的混合模式是把个人的情感、感受与思维活动、共有的行为以及更广义的社会与文化结合在一起。

混合式体验绝不是将两种或两种以上的体验类型简单叠加,它们之间要发生相互作用、相互影响,从而产生另一种全新的体验感受。

※建立混合式体验模式的方法——体验之轮。

建立混合式体验模式要遵循一定的自然次序,我们可以按照“感官—情感—思维—行动—关联”这样的顺序进行,这完全符合消费者的购买心理,详见表2.7.2。

表2.7.2 混合式体验模式的构建这一顺序始于消费者对产品、品牌的认知,然后通过理解,形成态度,最后决定购买。

但这个顺序并不是固定不变的,混合式体验的架构同样可以从思维、行动开始。

五种战略体验模块之间并不是彼此孤立的,而是一个相互联系的整体。

中山大学吴柏林教授 “广告策划——实务与案例”绝密资料_KOTLER01

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,基于消费者洞察的广告策略,绝密资料,网络视频版_04

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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情 感 与 情 绪 的 两 极 性
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

牵手奥运冠军 中山大学吴柏林教授“体验经济·体验营销”绝密资料

牵手奥运冠军 中山大学吴柏林教授“体验经济·体验营销”绝密资料

特别报道聪明的企业不会在明星价值最高的时候签约#本刊记者付惠君北京时间!""#年&月!&日!点#"分,第!&届雅典奥运会田径赛场,男子%%"米栏决赛。

中国选手刘翔一路领先,率先冲过终点,以%!秒’%的平世界纪录成绩夺得金牌。

这枚金牌也是中国田径男选手的第一枚奥运金牌!此时此刻,重庆隆鑫集团的会议室里欢声雷动,聚集在大屏幕前的员工们忘情欢呼,因为此前,隆鑫已签下刘翔作为企业摩托车形象代言人,并且作出承诺,只要刘翔能在奥运会夺冠,将重奖%""万现金。

“我们没想到刘翔会拿冠军,这是意外之喜。

”隆鑫集团营销部负责人杨静说,“说实话,公司实行体育营销是有一定风险的,好在我们把‘宝’押对了。

但仔细想想,所谓的风险其实也不大,只要刘翔进入决赛,我们就会继续用他,当时对他的期望值是最好进入三甲。

而刘翔进入决赛的底线几乎是可以肯定的。

”据介绍,隆鑫一直以来都看好体育营销的路线,而隆鑫的品牌核心价值诉求“突破、挑战极限”,与田径非常吻合。

在敲定刘翔之前,隆鑫也拿他同其他运动员比较过,但经过一段时期的观察和分析,觉得刘翔的近期表现一直不错,经过集团内部开会讨论后,最终决定用刘翔。

今年#月与刘翔签约后,为了最大程度地扩大影响力,隆鑫开始了一系列的主题营销活动,(月至&月在全国范围内组织开展了“百年奥运梦,百万隆鑫情”签名活动,庆祝奥运百年盛典,支持中国奥运体育代表团出征雅典,并将巨型签名旗带到全国各地,召集隆鑫用户为中国奥运健儿签名助威。

奥运会后,隆鑫马上趁热打铁,迅速在中央电视台%)&套推出以刘翔夺冠为主题的隆鑫广告片,再次提升隆鑫品牌的知名度。

’月%’日,他们在重庆召开新闻发布会,重奖刘翔,并顺势推出了“翔”系列摩托车。

隆鑫的确是把“宝”押对了。

且不说刘翔的成功和骤然升起的人气让隆鑫这个品牌的知名度提高不少,单是他们与刘翔签的那份合同,价值就已翻了番。

中山大学吴柏林教授“体验经济·体验营销”绝密资料 轶名 体验营销的基本理论

中山大学吴柏林教授“体验经济·体验营销”绝密资料 轶名 体验营销的基本理论

体验营销的基本理论一、前言1、体验营销的发展史美国学者约瑟夫·派恩和詹姆斯·吉尔摩在《体验经济》一书中写到:体验经济是继农业经济、工业经济、服务经济之后第四个经济发展阶段;体验经济是企业以服务为舞台,以商品为道具,以消费者为中心,创造能够使消费者参与、值得消费者回忆的活动。

体验营销是1998年美国战略地平线LLP公司的两位创始人B-josephpine Ⅱ和JamesHgilmore提出的。

他指出:“从消费者的感官,情感,思考,行动,关联五个方面重新定义,设计营销理念。

”他们认为,消费者消费时是理性和感性兼具的,消费者在消费前,消费中和消费后的体验,是研究消费者行为与企业品牌经营的关键。

国外体验营销理论的发展经历了早期萌芽阶段、发展实践阶段,在这一阶段,关于体验消费、体验营销的基础理论已经基本形成,但没有完全达成一致,但体验营销深远的营销意义则受到了众多大企业的关注,体验营销开始逐渐在实际市场竞争中展开应用。

目前全球正在实施体验营销的有拉斯维加斯、戴尔、星巴克、麦当劳、耐克公司、环球影业等多家大型机构。

1998年《中国日报》对中国手机购买者所做的调查中发现,51%的消费者在新机型一上市时就购买,只有37%的人考虑价格,11%的消费者考虑功能;另有资料表明,我国北京、上海、深圳等地的人均GDP已达3000美元以上,人均休闲时间比五年前多了一倍。

事实表明,随着中国经济的进一步发展,消费需求多样化和个性化趋势的日益明显,消费者对心理和精神的需求已超越消费者对物质的需求而成为人们的主导需求,体验经济在中国已初露端倪。

如今我国许多大企业都已开始了实施体验营销的步伐,并取得一定成果。

中国移动推出的“动感地带”业务,从宣传口号“我的地盘我选择”开始,到彩铃、百宝箱、无限上网、音乐下载等无一不体现了个性化的定制服务,在加上举办的“街舞挑战赛”、“周杰伦演唱会”、“结盟麦当劳”等一系列活动,都引起年轻人的高度共鸣,带给他们与众不同的体验,并激发了他们的消费热情。

体验营销 主题20 店铺体验策略 中山大学吴柏林教授“体验经济·体验营销”绝密资料

体验营销 主题20 店铺体验策略 中山大学吴柏林教授“体验经济·体验营销”绝密资料

主题20 店铺体验策略[主题要点]店铺体验策略属于企业的环境管理工作,是企业重要的体验营销策略和竞争手段,通过对店铺内外进行构思、设计,为消费者提供一种特殊的、美好的体验和感觉,从而吸引顾客光顾与消费,实现体验价值。

店铺设计主要包括外观设计、内部环境设计、营业布局和商品配置、商品陈列等。

※店铺外观设计。

店铺外观设计主要指对店铺建筑外观、招牌、门面、出入口、橱窗等进行的体验设计。

各部分的重要作用和设计要求详见表3.1.1。

表3.1.1 店铺外观设计※店铺内部环境设计。

店铺内部环境包括店堂的装修、设备设施配置、营业布局和通道以及店铺的环境气氛四个主要方面。

具体设计要求如表3.1.2所示。

表3.1.2 店铺内部环境设计※商品配置。

店铺的商品配置是将所经营的各类商品精心规划安排在最适合的部位进行陈列和销售。

※商品陈列。

即商品在商场内摆放和展示的形式。

商品陈列的目的是为了恰到好处地展示商品,突出宣传商品的特点,吸引顾客的注意,方便顾客挑选,增加商品销售出去的机会,同时还可以美化店容、展现商店经营风貌和特色。

商品陈列的合理性标准是整洁丰满、艺术美观。

[参考案例]李宁旗舰,店铺体验2004年6月26日,李宁公司在北京的第一家旗舰店驶入了北京最繁华的王府井商圈,而在这个过程中,他们充分采用了体验营销这一先进方法。

※背景介绍。

该店占地面积达700多平力米,分上下两层,第一层男子区,第二层女子区。

该旗舰店经营体育用品的种类包括篮球、足球、网球、青少年时尚运动等体育领域的训练及专业用品。

2004年8月28日,该旗舰店的姊妹店——李宁“赢之殿”在王府井重装上阵。

“赢之殿”店内面积达到500平力米,在短短的两个月内,李宁公司在北京打造两大旗舰,以领航终端,占据商战的最高点。

※体现文化精髓。

王府井两家旗舰店中,除展示李宁的系列主流产品,给顾客提供舒适的购物空间外,还专门设置了李宁文化展示专区,展示公司和品牌的发展历程及所倡导的文化精髓——“一切皆有可能”。

中山大学吴柏林教授 “广告策划——实务与案例”绝密资料_KOTLER17

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“广告策划与策略”绝密资料_CHAP17.

中山大学吴柏林教授“广告策划与策略”绝密资料_CHAP17.
Face-to-Face
Online
Direct-Mail
Kiosk
Catalog
TV Marketing
To accompany A Framework for Marketing Management by Kotler
Telemarketing
© 2001 Prentice Hall
Quick Quiz
Conducting 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:
Challenges On-line Marketers Face
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
Forums Newsgroups Bulletin board Web communities
To accompany A Framework for Marketing Management by Kotler © 2001 Prentice Hall

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_02a1

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_02a1

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注意的一般动机: 注意的一般动机:
有用的信息 支持性的信息 刺激性的信息 娱乐性(趣味) 娱乐性(趣味)的信息
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哪一副照片更吸引你的注意力?
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基于消费者洞察的 基于消费者洞察的
广告策略_02a1
吴柏林.广告策划——实务与案例.北京:机械工业出版社.2010年 吴柏林.广告策划——实务与案例.北京:机械工业出版社.2010年4月 ——实务与案例 .2010
二、消费者的认知心理(上_1) 消费者的认知心理( 的认知心理 )
课程视频: 课程视频
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注意 Golf Club 1999
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注意的刺激特征: 注意的刺激特征:
大小与强度 重复或变化 动态与静态 色彩及对比 版面或位置 突破与新奇
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Wu Bolin Consumer Behavior
BMW 靓女跳入空泳池
2010-10-10 Wu Bolin Consumer Behavior

中山大学吴柏林,基于消费者洞察的广告策略,网络视频版_01b

中山大学吴柏林,基于消费者洞察的广告策略,网络视频版_01b
按照公司要求,三位应聘者,奔赴各地,知难 而进,闯江湖,卖木梳。 期限到,诸君交差。面对公司主管,A君满腹 冤屈,涕泗横流,声言:10日艰辛,仅卖出一 把木梳。自己前往寺庙推销,不料遭众僧责骂 ,被轰出山门。在归途之中,偶遇一游方僧人 。自己将木梳奉上,并含泪哭诉。游僧动了恻 隐之心,才解囊买下。
Wu Bolin:Consumer Behavior
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百年“冷战”
—— 可口可乐与百事可乐在需求 各层面上的策略与竞争
2010/10/15
Wu Bolin:Consumer Behavior
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有助消化 年轻前卫
反叛变异
提神醒脑 老少咸宜
正统稳健
……
2010/10/15
Wu Bolin:Consumer Behavior
2010/10/15 Wu Bolin:Consumer Behavior
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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_
2010/10/15
Wu Bolin:Consumer Behavior
2010/10/15
Wu Bolin:Consumer Behavior
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3.需要、动机 与消费行为激发
唤起消费者的需要:消费动机激 发; 消费者的优势需要:消费主题与 产品定位; 消费者的动态需要:消费主题的 变化与演进。
2010/10/15 Wu Bolin:Consumer Behavior
2010/10/15
Wu Bolin:Consumer Behavior
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与人们之间感情相关的需要 交往

消费者的注意和理解 中山大学吴柏林教授 “广告策划——实务与案例”绝密资料

消费者的注意和理解 中山大学吴柏林教授 “广告策划——实务与案例”绝密资料

Frank.R.Kardes.消费者行为与管理决策.北京:清华大学出版社.2003.6第二章消费者的注意和理解导言从直接经验获取产品知识从间接经验获取产品知识注意力限制在日常生活中,消费者可能遇到很多直接和间接信息,太多的信息使他们不可能逐个处理或思考所有与产品相关的数据。

如果消费者不得不仔细思考每一个广告、每一个包装的标签以及他们看到或听到的每一个市场营销方面的信息,那么他们就几乎不会有时间来处理其他事情。

这也就是说,消费者具有注意力限制(limits of attention)。

对于市场上提供的营销信息,他们仅对他们遇到的很少一部分信息注意。

准确地讲,人们能够处理多少信息?根据哈佛大学心理学家George Miller(1956)的理论,人们可以同时注意7个(加或减2个)单位的信息。

一个信息单位可以很小——例如单个数字、字母、词汇或概念,也可以很大——例如一连串的数字、字母、词汇或概念(Newell,Simon,1972)。

信息单位的大小取决于一个人的知识水平或经验水平:当知识增加的时候,信息单位也随之增加(Newell,Simon,1972)。

所以,与新手相比,专家注意并思考更大单位的信息。

由于人们只能同时注意7个左右单位的信息,太多的信息很容易使人们不知所措。

例如,杂货店可能销售12种或更多不同品牌的洗碟用清洁剂,而且清洁剂的包装可以是大包装(如32盎司)、中等包装(如16盎司)和小包装(如8盎司)。

如果这12种不同品牌的清洁剂都有大中小3种包装,消费者就会面对36种不同的选择。

将这36种选择尽其可能进行成对比较,消费者将不得不进行1 200多次比较[361/(36—2)!=1 260]!大多数消费者是不愿意花费如此多的时间和精力,从36种可选商品中选出其中的一种晶牌。

但是,如果信息是以一种容易比较的方式提供,那么,对36种不同品牌的洗碟用清洁剂进行比较就会非常容易。

例如,可以将36种选择列成“汇总表”,最好的商品排在开始,较好的商品排在其后,接着排列第三好的商品,如此等等(Russo,1977;Russo,Staelin,Nolan,Russell,Metcalf,1986)。

第17章 店铺选择与购买 中山大学吴柏林教授 “消费心理与营.

第17章 店铺选择与购买 中山大学吴柏林教授 “消费心理与营.
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17.2 店铺选择与产品选择
消费者在做出购买决定时,一般有三种 选择顺序:
①先品牌后店铺; ②先店铺后品牌; ③同时选择品牌和店铺。
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消费者首先选择品牌还是商店,对制造商的营 销策略有何影响呢?
品牌优先的选择顺序意味着需要塑造品牌形象 和具有个性的广告以及比较狭窄的分销渠道。
在任何一种情况下,原价都应予以标明。 零售商在运用价格广告时应慎重,因为这些广
告反映的不仅仅是被广告商品的价格,而且也 反映了商店整体的价格水平。
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18.3.4 店铺位置与规模
在其他条件大致相同的情况下,消费者一般会 就近选择购物点。
在其他条件都相同的情况下,除非消费者特别 注重快速服务或方便,否则,较大的零售店会 比较小的更受欢迎。
店的物质环境来引导购物者产生特定的情感反 应。
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图17-5 商店气氛和购买者行为(P572)
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17.5.5 产品脱销
脱销是指商店中的某种品牌暂时缺货。 表17-5总结了脱销可能产生的影响。在
这些可能的后果中,没有一项是有利于 脱销的商店或品牌的。
45
表17-5 产品脱销的影响(P573)
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17.5.3 降价与促销
根据美国、英国、日本和德国做的调查,销售在价格 刚刚降低时,会有大幅上升,随着时间推移或者降价 结束,销售又会落回到正常水平。
降价带来的销售增长有四个来源: (1) 现有品牌使用者提前购买未来所需的产品(储存)。 (2) 竞争品牌的使用者可能会转向降价品牌。。 (3) 从来没有使用这类产品的消费者也许会购买该产品,
研究表明,分部定价能够产生更多的需求,同 时消费者回忆起来的总成本要低于总体定价时 的情境。

中山大学吴柏林教授“体验经济·体验营销”绝密资料 体验式营销 18页

中山大学吴柏林教授“体验经济·体验营销”绝密资料 体验式营销 18页
体验式营销
2001 年8月21日,联想推出了全新的商用电脑——开天系列。联想副总裁陈绍 鹏宣称:这一产品系列体现了联想对产业的思考和对客户的理解,是用联想用 “全面客户体验”理念打造的“全三维品质”精品。联想认为,在全面客户体验 时代,不仅需要对用户深入和全方位的了解,而且还应把对使用者的全方位体验 和尊重凝结在产品层面,让用户感受到被尊重、被理解和被体贴。 9月4日,惠普公司与康柏公司达成250亿美元的并购交易,成为IT新老大。消 息传来,举世震惊。惠普公司总裁费奥利娜(Carly Fiorina) 提出了构造“全面客 户服务模式”(Total Customer Experience),带领新惠普由传统的产品经济、服 务经济全面转向体验经济。 10月25日,被微软公司形容为设计最佳和性能最可靠的新一代操作系统 Windows XP全球面市,比尔盖茨宣称该新操作系统为人们“重新定义了人、软 件和网络之间的体验关系”。“XP”来自“Experience”,其中文意思即是体验。 12月2日,美国未来学家阿尔文托夫勒来到中央电视台《对话》节目现场。 这位曾经预测了“第三次浪潮”到来的托夫勒再次向大家预言:服务经济的下一 步是走向体验经济,人们会创造越来越多的跟体验有关的经济活动,商家将靠提 供体验服务取胜。 一时间,体验这个词在各种媒体上一下子热了起来,不但在IT领域,传统产 业的企业也纷纷一起来关注体验。但到底何谓体验,何谓体验式营销,如何执行 一个体验式营销战略呢?看了下文,我想你将会有一个较为深度的认识。
1、到底何谓体验?
所谓体验“experiences”就是人们响应某些刺激“stimulus”(例如, 是由企业营销活动为消费者在其购买前与购买后所提供的一些刺激) 的个别事件“private events”。体验通常是由于对事件的直接观察或 是参与造成的,不论事件是真实的,还是虚拟的。体验会涉及到顾客 的感官、情感、情绪等感性因素,也会包括知识、智力、思考等理性 因素,同时也可因身体的一些活动。体验的基本事实会清楚的反射于 语言中,例如描述体验的动词:喜欢、赞赏、讨厌、憎恨等,形容词: 可爱的、诱人的、刺激的、酷毙的等等。根据心理语言学家已经研究 表明,类似这些与体验相关的词汇在人类的各种语言(如:汉语、英 语、德语、日语等)中都是存在的。 体验通常不是自发的而是诱发的,当然诱发并非意味顾客是被动 的,而是说明营销人员必须采取体验媒介。最后一点,体验是非常复 杂的,没有两种体验是完全相同的,人们只能通过一些标准,来将体 验分成不同的体验形式。企业的营销人员如其关心一些特别的个别体 验,还不如探讨一下营销战略,考虑你要为顾客提供那一类体验形式, 并如何才能提供永久的新奇。

体验营销 主题02 消费者体验心理 中山大学吴柏林教授“体验经济·体验

体验营销 主题02 消费者体验心理 中山大学吴柏林教授“体验经济·体验

主题02 消费者体验心理[主题要点]影响购买者消费行为的关键性因素是消费者的个性和心理,所以在开展体验营销之前,首先要明确消费者的体验心理,依此判断消费者需求,进而开展针对性较强的体验设计,诱导顾客尝试、参与,最终赢得顾客忠诚。

※消费者需求动机。

根据美国人本主义心理学家马斯洛对消费需求动机的七分法划分理论,在人的需求结构层级体系中,越是处于高处的消费者需求,其心理需求就越明显,情感需求越强烈。

在体验经济中,马斯洛对人性分析的这些需求都会得到某种程度上的生理和心理满足。

详见表1.2.1表1.2.1 消费者需求动机※消费者个性心理。

人与人之间由于各自的遗传基因和社会生活实践的差别,会形成各自特有的心理与行为特点,这就是个性心理。

消费者个性心理特征包括气质、性格和能力,它导致每个顾客具有独特的风格、心理活动及行为表现。

※不同年龄消费者体验心理分析。

不同年龄的消费者,其体验心理存在着差异,即自我实现需求不同。

详见表1.2.2表1.2.2不同年龄段消费者体验心理不同职业阶层消费者体验心理分析。

我国城镇居民家庭可分为富有、富裕、小康、温饱、贫困五种阶层,详见表1.2.3表1.2.3 不同职业阶层消费者体验心理[参考案例]强生公司整体市场的切入在外国品牌尚未大举进入中国台湾的时候,洗发露市场呈现出众多竞争品牌纷纷加入的典型产品成长期特征。

当时强生婴儿洗发露是真正的“婴儿”洗发露,因此理所当然它只是一个针对婴儿的妈妈,诉求她们购买并为婴儿使用的产品。

※忽然一变背后的目标转型。

胖乎乎的小脚丫、柔软的手指头、圆墩墩的小屁股、细嫩的皮肤和稚气可爱的神态,这些都是以往强生婴儿护肤品电视广告主角的必用元素。

然而,2005年秋冬季节开始,强生公司在电视广告中一改以婴儿作为主角使用护肤和沐浴产品的宣传模式,改由婴儿的母亲为主角亲身体会强生润肤露的护肤功效:在上海卫视、浙江卫视、武汉电视台等播放的强生婴儿柔嫩身体润肤露广告片中,年轻妈妈在使用了强生婴儿柔嫩身体润肤露后,细致柔滑、光泽润白的肌肤如婴儿般细腻,并且赢得了尚在蹒跚学步阶段婴儿“惊异”和“羡慕”的眼光,同时引出“给您婴儿般的肌肤”这句主题画外音。

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办公室”的感觉。
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网上购物者的人口特征:
较高的学历; 较高的收入; 白人; 男性; 居住在东北部和西部; 除24岁以下和64岁以上的人群比其他人群更少
只为,网上购物者没有显示除年龄差别。
7
17.1.2店铺零售
1.品牌店; 2.大型零售店; 3.小型商店; 4.购物中心; 5.非店铺式环境。
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1.基于心理的购物导向:
不积极型购物者(15%) 积极型购物者(12.8%) 服务型购物者(10%) 传统型购物者(14.1%) 易变型购物者(8.8%) 价格型购物者(10.4%)。 过渡型购物者(6.9%)
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2.大学生的基于动机的购物导向:
变色龙型。 搜索型。 冬眠型。 掠夺型。 清道夫型。
店铺优先的选择顺序则要求零售商和制造商注 重店内广告、通过重点或关键性渠道分销、布 置好货架空间以及加强人员服务等等。
表17-1揭示了其他战略性的含义。
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表17-1 建立在消费者选择顺序基础上的营销策略(P557)
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17.3 影响零售店铺选择的因素
18.3.1 店铺形象 18.3.2 商店品牌 18.3.3 零售广告 18.3.4 店铺位置与规模
如图17-1所描述的,仅仅估量被广告产品的购 买情况远远低估了零售广告的实际影响。
价格往往不是消费者选择零售店的主要原因。 对很多零售商来说,通过强调服务、选择范围
或给消费者带来的情感利益,效果可能会更好。
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图17-1 由于广告商品吸引进入商店的购物者的消费(P560)
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价格广告决策
其次,不同的消费群体喜爱各种零售店 铺的不同层面。
因此,对大多数零售商来说,塑造符合 目标市场需求的形象极为重要。
15
传统上,百货商店试图“向所有人提供所有东 西”。
结果,在8 0年代,当市场越来越细分化的时候, 它们在更为专业化的竞争对手面前损失惨重。 原因是,百货商店的形象过于散乱以致无法吸 引消费者。
陈列地点的变化会影响店内陈列的效果
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餐巾纸
润肤软膏
图17-4 购物点展示对销售的影响 资料来源:P O PA I / K m a rt / P rocter & Gamble Study of P-O-P Effectiveness in Mass
Merchandising Store s( Englewood,NJ: Point-of-Purchase Advertising Institute, 1993). 39
第17章 店铺选择与购买
消费者选择零售店铺的过程,即消费者首先意 识到需要为解决某个问题选择一家商店,然后 他会进行内部和可能的外部调查,评价相关店 铺,最后按照某种决策规则做出选择。
本章将描述消费者在选择商店时经常会使用的 评价标准、影响使用这些标准的消费者特征以 及影响购买数量和所购品牌的店内因素。
基于商店规模与距离来计算商店吸引力水平的 一种方法叫做零售吸引力模型或零售引力模型。 这个模型的一般形式是:
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零售吸引力模型
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1.对于便利品或小件商品来说,吸引力系数通 常很大。对于需要高度介入的耐用品如汽车, 或特殊商品如婚礼礼服来说,人们则更愿意多 跑路去购买。在这种情况下,吸引力系数很小。
2
17.1 零售概述 17.2 店铺选择与产品选择 17.3 影响零售店铺选择的因素 17.4 消费者特征与店铺选择 17.5 影响品牌选择的店内影响因素 17.6 购买
3
17.1 零售概述
17.1.1因特网零售 17.1.2店铺零售
4
17.1.1因特网零售
弗里斯特研究所根据于因特网相关的购 买特征将产品和服务分为三大类:
35
购物点广告研究所( PPAI)使用了如下 一些概念:
具体性计划购买。 一般性计划购买。 替代。 非计划购买。 店内决策。
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表17-4 消费者购买行为(P568)
17.5.2 店内陈列
图17-4列出店堂陈列对6类产品销售产生 的影响。产品类型会影响店内陈列的有 效性。
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18.3.1 店铺形象
某个消费者或目标市场对一个零售店铺 所有特点的整体印象,被称为店铺形象。
构成店铺形象的9个方面2 3项具体的组成 成分。
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商店形象构成层面与构成要素(P558)
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营销者在制定零售策略时,需要大量地 使用有关形象的数据。这是因为:
首先,营销者控制着许多决定店铺形象 的要素;
1.方便品:低风险任意选购品。 2.选择品:需要很多信息、大额购买的产
品。
3.补充品:中等成本和高购买频率的产品。
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1.网上购物的好处: 广泛性、价格、方便性。 2.网上购物的缺陷: (1)消费者不能直接检查产品实体; (2)缺乏在购物过程中的社会体验; (3)缺乏主动性和刺激性; (4)缺乏逛商店提供给人们的“离开家里和
自有品牌不仅为零售店带来了可观的利润,而
且如果发展得当的话,它们还会成为零售店铺 的重要特色,即成为吸引消费者到该店购物的 原因之一。
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18.3.3 零售广告
零售商运用广告来向消费者宣传它们的特点尤 其是产品的销售价格。
总体而言,受广告产品影响而进入商店的人中, 大约有50%会购买这些产品。
购物点陈列位置对Listerine牙刷销售的影响
资料来源:P O PA I / Wa r n e r- L a m b e rt Canada P-O-P Effectiveness
Study(Englewood, NJ: Point-of-Purchase Advertising Institute, 1992).
在任何一种情况下,原价都应予以标明。 零售商在运用价格广告时应慎重,因为这些广
告反映的不仅仅是被广告商品的价格,而且也 反映了商店整体的价格水平。
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18.3.4 店铺位置与规模
在其他条件大致相同的情况下,消费者一般会 就近选择购物点。
在其他条件都相同的情况下,除非消费者特别 注重快速服务或方便,否则,较大的零售店会 比较小的更受欢迎。
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17.5 影响品牌选择的店内影响因素
店内因素诱发更多或更进一步的信息处 理,从而影响最终的购买决策。
有5个变量单独或一起影响着店内品牌的 选择:店内陈列、减价、商店布局、脱 销和销售人员。
如通17-3。
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图17-3 超市购买决策:2 / 3的选择在店内做出
资料来源:The 1995 POPAI Consumer Buying Habits Study(Englewood, NJ: Point-of-
因为它比替代品或没有该产品时能带来更多的价值。 (4) 不经常在此店购物的消费者,也许会来光顾和买该
品牌。
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消费者部分根据减价商品的数目和性质来判断 店铺的品质和形象。因此零售商言考虑价格策 略:一方面要考虑打折商品的销售,另一方面 要考虑打折对店铺形象的影响。
大量购物者(一次性购买大量商品者)喜欢天 天低价,也希望在大多数降价销售的商品中少 量商品降价幅度比其他销售同类商品的商店大。
冲动型购买一般是指消费者在店内做出的购买, 这些购买并不在消费者进店前计划的购买之列。 冲动型购买或其更准确的代名词——计划外购 买,常含有缺乏理性和缺乏评价选择的意味。
与其认为店内选择是随机的或非逻辑性的购买, 不如将其视为消费者在店内获取了附加信息的 结果,这样更有利于制定有效的营销策略。
2.吸引力系数随着购买物品的清单的长度而变 化。
3.消费者惠顾某家商店部分是由它的店址相对 于其他零售店的位置以及消费者总体购物模式 所决定。
4.吸引力模型还有待于调整以适应因特网渠道。
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17.4 消费者特征与店铺选择
17.4.1知觉风险 17.4.2购物导向
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17.4.1知觉风险
Purchase Advertising Institute,1995), p.18.
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17.5.1 计划外购买的性质 17.5.2 店内陈列 17.5.3 降价与促销 17.5.4 店内气氛 17.5.5 产品脱销 17.5.6 销售人员
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17.5.1 计划外购买的性质
研究表明,分部定价能够产生更多的需求,同 时消费者回忆起来的总成本要低于总体定价时 的情境。
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17.5.4 店内气氛
商店气氛通常受到下列可控因素的影响:灯光、
布局、商品陈列、室内设施、地板、色彩、声 音、气味、销售人员的着装与行为、其他顾客
的数量、特征和行为。不可控因素包括:消费
者的数量、特征和行为。 “气氛化”指一种过程,即营销经理利用零售
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17.5.3 降价与促销
根据美国、英国、日本和德国做的调查,销售在价格 刚刚降低时,会有大幅上升,随着时间推移或者降价 结束,销售又会落回到正常水平。
降价带来的销售增长有四个来源: (1) 现有品牌使用者提前购买未来所需的产品(储存)。 (2) 竞争品牌的使用者可能会转向降价品牌。。 (3) 从来没有使用这类产品的消费者也许会购买该产品,
所谓参考价格,是指与其他价格相比较的有关
价格。
外部参考价格是营销者提供的,可以使消费者
用来与现行价格做比较的价格;
内部参考价格则是消费者从记忆中提取出来用
以与市场价格做比较的价格或价格范围。
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零售商最好的办法就是标出促销价格以及:① 所能节省的金额(如果金额很大的话);②所 能节省的比例(如果比例很大的话);③所能 节省的金额和比例。
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