科特勒市场营销学课件
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科特勒营销管理完整课件集萃说课讲解
隐形冠军八大特质——西蒙
强势的领导 雄心勃勃的 目标
持续创新
保护你的独一无二
强大的企业文化
高度专注
攥紧客户关系
贴近客户和 专业化营销
跻身顶级竞技场
五种目标市场选择模式
密集单一市场
产品专门化
M1 M2 M3
P1 P2 P3
有选择的专门化
M1 M2 M3
P1 P2 P3
企业组织联想
品牌个性
品牌-顾客关系
情感的益处
自我表达的益处
使用者形象
生产国
品牌资产架构
品牌资产
品牌认知
品牌体现的质量
品牌联想
品牌忠诚
专利权 营销网络 等
产品环境 保证高质量 高质量的信号 价格暗示
帮助获得信息 区别品牌 影响购买行为 创造积极的态度和感觉
降低营销成本 吸引新消费者 建设营销网络 缓和竞争对手的威胁
机会矩阵
1
4
2
3
高
低
高
低
吸引力
成功概率
Opportunities
1. 公司开发更强的照明系统 2. 开发成本更低的照明系统 3、开发一种测量照明系统利用能源效率的设备。 4. 开发向电视演播室人员传授基本知识的软件盘
威胁矩阵
1.竞争对手开发更好的照明系统。 2. 严重的长期经济萧条 3. 成本增长 4. 立法要求减少开办电视演播室。
长度 – 产品线中 产品项目总数
深度 –产品线中每个产品 品种数量
产品组合 – 所有的产品线
产品组合的粘度
各条产品线在最终用途、生产条件、分销渠道的相互关联程度
增加销售
低于平均毛利率，维持毛利水平
强势的领导 雄心勃勃的 目标
持续创新
保护你的独一无二
强大的企业文化
高度专注
攥紧客户关系
贴近客户和 专业化营销
跻身顶级竞技场
五种目标市场选择模式
密集单一市场
产品专门化
M1 M2 M3
P1 P2 P3
有选择的专门化
M1 M2 M3
P1 P2 P3
企业组织联想
品牌个性
品牌-顾客关系
情感的益处
自我表达的益处
使用者形象
生产国
品牌资产架构
品牌资产
品牌认知
品牌体现的质量
品牌联想
品牌忠诚
专利权 营销网络 等
产品环境 保证高质量 高质量的信号 价格暗示
帮助获得信息 区别品牌 影响购买行为 创造积极的态度和感觉
降低营销成本 吸引新消费者 建设营销网络 缓和竞争对手的威胁
机会矩阵
1
4
2
3
高
低
高
低
吸引力
成功概率
Opportunities
1. 公司开发更强的照明系统 2. 开发成本更低的照明系统 3、开发一种测量照明系统利用能源效率的设备。 4. 开发向电视演播室人员传授基本知识的软件盘
威胁矩阵
1.竞争对手开发更好的照明系统。 2. 严重的长期经济萧条 3. 成本增长 4. 立法要求减少开办电视演播室。
长度 – 产品线中 产品项目总数
深度 –产品线中每个产品 品种数量
产品组合 – 所有的产品线
产品组合的粘度
各条产品线在最终用途、生产条件、分销渠道的相互关联程度
增加销售
低于平均毛利率，维持毛利水平
科特勒市场营销讲义英文版课件
Data Driven Decision Making: The availability of big data has enabled businesses to make data driven decisions in marketing By analyzing customer data, businesses can understand consumer preferences and behaviors and customize their offers accordingly
Competitiveness
Marketing helps businesses differentiate their products and services from those of their competitors It enables them to establish a unique position in the market and attract customers
Innovators
These consumers are early adopters of new products and services and are attracted to novelty and uniqueness They are often open to trying new brands or products and are willing to pay higher prices for the latest trends
Consumer decision making process
Evaluation of alternatives
Once information is gathered, consumers evaluate different product or service options to determine which one best suits their needs and budget Consumers consider factors like price, quality, functionality, and brand reporting
科特勒_市场营销学1
▪ What decisions dห้องสมุดไป่ตู้ companies face in designing a sales force?
▪ How do companies recruit, select, train, supervise, motivate, and evaluate a sales force?
▪ How can salespeople improve their skills in selling, negotiation, and carrying on relationship marketing?
Copyright © 2003 Prentice-Hall, Inc.
21-3
Sales Representative
Copyright © 2003 Prentice-Hall, Inc.
21-5
Designing the Sales Force
▪ Leveraged sales force ▪ Direct (company) sales force ▪ Contractual sales force
▪ Sales-Force Structure
See text for complete table
21-7
Copyright © 2003 Prentice-Hall, Inc.
Designing the Sales Force
▪ Sales-Force Size
▪ Workload approach:
▪ Customers are grouped into size classes ▪ Desirable call frequencies are
21-4
▪ How do companies recruit, select, train, supervise, motivate, and evaluate a sales force?
▪ How can salespeople improve their skills in selling, negotiation, and carrying on relationship marketing?
Copyright © 2003 Prentice-Hall, Inc.
21-3
Sales Representative
Copyright © 2003 Prentice-Hall, Inc.
21-5
Designing the Sales Force
▪ Leveraged sales force ▪ Direct (company) sales force ▪ Contractual sales force
▪ Sales-Force Structure
See text for complete table
21-7
Copyright © 2003 Prentice-Hall, Inc.
Designing the Sales Force
▪ Sales-Force Size
▪ Workload approach:
▪ Customers are grouped into size classes ▪ Desirable call frequencies are
21-4
科特勒市场营销讲义
models & data Acknowledges the cost & value of
information Maintains “healthy” skepticism Is ethical
©2000 Prentice Hall
©2000 Prentice Hall
Demand
Company Demand
The nature of high-performance businesses
How to attract & retain customers Improving customer profitability Total quality management
©2000 Prentice Hall
©2000 Prentice Hall
Simple Marketing System
Communication
Industry (a collection
of sellers)
Goods/services Money
Market (a collection
of Buyers)
©2000 Prentice Hall
Satisfied Customers:
Are loyal longer Buy more (new products & upgrades) Spread favorable word-of-mouth Are more brand loyal (less price
sensitive) Offer feedback Reduce transaction costs
©2000 Prentice Hall
Macroenvironmental Forces
information Maintains “healthy” skepticism Is ethical
©2000 Prentice Hall
©2000 Prentice Hall
Demand
Company Demand
The nature of high-performance businesses
How to attract & retain customers Improving customer profitability Total quality management
©2000 Prentice Hall
©2000 Prentice Hall
Simple Marketing System
Communication
Industry (a collection
of sellers)
Goods/services Money
Market (a collection
of Buyers)
©2000 Prentice Hall
Satisfied Customers:
Are loyal longer Buy more (new products & upgrades) Spread favorable word-of-mouth Are more brand loyal (less price
sensitive) Offer feedback Reduce transaction costs
©2000 Prentice Hall
Macroenvironmental Forces
科特勒市场营销学1ppt课件
What decisions do companies face in designing a sales force?
How do companies recruit, select, train, supervise, motivate, and evaluate a sales force?
Copyright © 2003 Prentice-Hall, Inc.
21-5
Designing the Sales Force
Leveraged sales force Direct (company) sales force Contractual sales force
Sales-Force Structure
established for each class The number of accounts in each size class is
How can salespeople improve their skills in selling, negotiation, and carrying on relationship marketing?
Copyright © 2003 Prentice-Hall, Inc.
21-3
Sales Representative
Chapter 21 Managing The Sales Force
by
PowerPoint by Milton M. Pressley University of New Orleans
Copyright © 2003 Prentice-Hall, Inc.
21-1
Kotler on Marketing
See text for complete table
How do companies recruit, select, train, supervise, motivate, and evaluate a sales force?
Copyright © 2003 Prentice-Hall, Inc.
21-5
Designing the Sales Force
Leveraged sales force Direct (company) sales force Contractual sales force
Sales-Force Structure
established for each class The number of accounts in each size class is
How can salespeople improve their skills in selling, negotiation, and carrying on relationship marketing?
Copyright © 2003 Prentice-Hall, Inc.
21-3
Sales Representative
Chapter 21 Managing The Sales Force
by
PowerPoint by Milton M. Pressley University of New Orleans
Copyright © 2003 Prentice-Hall, Inc.
21-1
Kotler on Marketing
See text for complete table
市场营销学泰斗菲利普科特勒的营销管理最新版ppt课件
▪ What challenges does a company face in developing new products?
▪ What organizational structures are used to manage new-product development?
▪ What are the main stages in developing new products, and how can they be managed better?
精选ppt
Copyright © 2003 Prentice-Hall, Inc.
12-16
Some of the most notable “drop-errors” have come from the most recognizable names in American business. Xerox saw the potential of the copy machine, IBM and Eastman Kodak did not. IBM thought the personal computer market would be miniscule. Can you think of any “drop-errors” that the company didn’t survive?
精选ppt
12-7
Copyright © 2003 Prentice-Hall, Inc.
Organizational Arrangements
▪ New-product deployment requires specific
criteria – one company established the
▪ What organizational structures are used to manage new-product development?
▪ What are the main stages in developing new products, and how can they be managed better?
精选ppt
Copyright © 2003 Prentice-Hall, Inc.
12-16
Some of the most notable “drop-errors” have come from the most recognizable names in American business. Xerox saw the potential of the copy machine, IBM and Eastman Kodak did not. IBM thought the personal computer market would be miniscule. Can you think of any “drop-errors” that the company didn’t survive?
精选ppt
12-7
Copyright © 2003 Prentice-Hall, Inc.
Organizational Arrangements
▪ New-product deployment requires specific
criteria – one company established the
科特勒-市场营销学课件
• Leveraged sales force • Direct (company) sales force • Contractual sales force
• Sales-Force Structure
PPT学习交流
6
Table 21.1: Sales-Force Structures
Territorial: Each sales representative is assigned an exclusive territory. This sales structure results in a clear definition of responsibilities. It increases the rep’s incentive to cultivate local business and personal ties. Travel expenses are relatively low because each rep travels within a small area.
make per year is determined • The total number of sales representatives
needed is determined
Territory shape: Territories are formed by combining smaller units, such as counties or states, until they add up to a territory of a given potential or workload. Companies can use computer programs to design territories that optimize such criteria as compactness, equalization of workload or sales potential, and minimal travel time.
• Sales-Force Structure
PPT学习交流
6
Table 21.1: Sales-Force Structures
Territorial: Each sales representative is assigned an exclusive territory. This sales structure results in a clear definition of responsibilities. It increases the rep’s incentive to cultivate local business and personal ties. Travel expenses are relatively low because each rep travels within a small area.
make per year is determined • The total number of sales representatives
needed is determined
Territory shape: Territories are formed by combining smaller units, such as counties or states, until they add up to a territory of a given potential or workload. Companies can use computer programs to design territories that optimize such criteria as compactness, equalization of workload or sales potential, and minimal travel time.
科特勒-市场营销学ppt课件
▪ What decisions do companies face in designing a sales force?
▪ How do companies recruit, select, train, supervise, motivate, and evaluate a sales force?
▪ Robert McMurry’s sales representative types:
▪ Deliverer ▪ Order taker ▪ Missionary ▪ Technician ▪ Demand creator ▪ Solution vendor
Copyright © 2003 Prentice-Hall, Inc.
The successful salesperson cares first for the customer, second for the products.
Copyright © 2003 Prentice-Hall, Inc.
21-2
Chapter Objectives
▪ In this chapter, we answer the following questions:
▪ How can salespeople improve their skills in selling, negotiation, and carrying on relationship marketing?
Copyright © 2003 Prentice-Hall, Inc.
21-3
Sales Representative
Chapter 21 Managing The Sales Force
by
PowerPoint by Milton M. Pressley University of New Orleans
▪ How do companies recruit, select, train, supervise, motivate, and evaluate a sales force?
▪ Robert McMurry’s sales representative types:
▪ Deliverer ▪ Order taker ▪ Missionary ▪ Technician ▪ Demand creator ▪ Solution vendor
Copyright © 2003 Prentice-Hall, Inc.
The successful salesperson cares first for the customer, second for the products.
Copyright © 2003 Prentice-Hall, Inc.
21-2
Chapter Objectives
▪ In this chapter, we answer the following questions:
▪ How can salespeople improve their skills in selling, negotiation, and carrying on relationship marketing?
Copyright © 2003 Prentice-Hall, Inc.
21-3
Sales Representative
Chapter 21 Managing The Sales Force
by
PowerPoint by Milton M. Pressley University of New Orleans
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• Deliverer • Order taker • Missionary • Technician • Demand creator • Solution vendor
PPT学习交流
4
Designing the Sales Force
• Sales-Force Objectives and Strategy
established for each class • The number of accounts in each size class is multiplied by
the corresponding call frequency • The average number of calls a sales representative can
• Common tasks for salespeople
• Prospecting • Targeting • Communicating • Selling • Information gathering • Allocating
PPT学习交流
5
Designing the Sales Force
Chapter 21 Managing The Sales Force
by
PowerPoint by Milton M. Pressley University of New Orleans
PPT学习交流
1
Kotler on Marketing
The successful salesperson cares first for the customer, second for the products.
• How can salespeople improve their skills in selling, negotiation, and carrying on relationship marketing?
PPT学习交流
3
Sales Representative
• Robert McMurry’s sales representative types:
PPT学习交流
2
Chapter Objectives
• In this chapter, we answer the following questions:
• What decisions do companies face in designing a sales fecruit, select, train, supervise, motivate, and evaluate a sales force?
Territory size: Territories can be designed to provide equal sales potential or equal workload. Territories of equal potential provide each rep with the same income opportunities and provide the company with a means to evaluate performance. Territories can also be designed to equalize the sales workload so that each rep can cover the territory adequately.
• Leveraged sales force • Direct (company) sales force • Contractual sales force
• Sales-Force Structure
PPT学习交流
6
Table 21.1: Sales-Force Structures
Territorial: Each sales representative is assigned an exclusive territory. This sales structure results in a clear definition of responsibilities. It increases the rep’s incentive to cultivate local business and personal ties. Travel expenses are relatively low because each rep travels within a small area.
Territory shape: Territories are formed by combining smaller units, such as counties or states, until they add up to a territory of a given potential or workload. Companies can use computer programs to design territories that optimize such criteria as compactness, equalization of workload or sales potential, and minimal travel time.
make per year is determined • The total number of sales representatives
needed is determined
See text for complete table
PPT学习交流
7
Designing the Sales Force
• Sales-Force Size
• Workload approach:
• Customers are grouped into size classes • Desirable call frequencies are
PPT学习交流
4
Designing the Sales Force
• Sales-Force Objectives and Strategy
established for each class • The number of accounts in each size class is multiplied by
the corresponding call frequency • The average number of calls a sales representative can
• Common tasks for salespeople
• Prospecting • Targeting • Communicating • Selling • Information gathering • Allocating
PPT学习交流
5
Designing the Sales Force
Chapter 21 Managing The Sales Force
by
PowerPoint by Milton M. Pressley University of New Orleans
PPT学习交流
1
Kotler on Marketing
The successful salesperson cares first for the customer, second for the products.
• How can salespeople improve their skills in selling, negotiation, and carrying on relationship marketing?
PPT学习交流
3
Sales Representative
• Robert McMurry’s sales representative types:
PPT学习交流
2
Chapter Objectives
• In this chapter, we answer the following questions:
• What decisions do companies face in designing a sales fecruit, select, train, supervise, motivate, and evaluate a sales force?
Territory size: Territories can be designed to provide equal sales potential or equal workload. Territories of equal potential provide each rep with the same income opportunities and provide the company with a means to evaluate performance. Territories can also be designed to equalize the sales workload so that each rep can cover the territory adequately.
• Leveraged sales force • Direct (company) sales force • Contractual sales force
• Sales-Force Structure
PPT学习交流
6
Table 21.1: Sales-Force Structures
Territorial: Each sales representative is assigned an exclusive territory. This sales structure results in a clear definition of responsibilities. It increases the rep’s incentive to cultivate local business and personal ties. Travel expenses are relatively low because each rep travels within a small area.
Territory shape: Territories are formed by combining smaller units, such as counties or states, until they add up to a territory of a given potential or workload. Companies can use computer programs to design territories that optimize such criteria as compactness, equalization of workload or sales potential, and minimal travel time.
make per year is determined • The total number of sales representatives
needed is determined
See text for complete table
PPT学习交流
7
Designing the Sales Force
• Sales-Force Size
• Workload approach:
• Customers are grouped into size classes • Desirable call frequencies are