营销核心概念(英文版)
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Demographic/economicenvironment
Opera-tions
Margin
Margin
Levi Strauss’
Value-Delivery Network
T8
Order
Du Pont〔Fibers〕
Milliken〔Fabric〕
Levi’s〔Apparel〕
Sears〔Retail〕
petition is between networks, not panies.The winner is the pany with the better network.
Resourcemarkets
Taxes,goods
Money
Money
Services,money
Services,money
Taxes
Taxes,goods
Services,money
Services
Taxes,goods
Goods, services
Goods, services
Resources
The Profit Triangle
Fig. 2.08
T10
Profit
Value creation
petitive advantage
Internal operations
Strategic Planning, Implementation, and Control Process
T11
Fewcustomers/distributors
Accountable
Proactive
Partnership
Proactive
Accountable
Reactive
Accountable
Reactive
Basic orreactive
Highmargin
Mediummargin
Lowmargin
Profits throughcustomersatisfaction
Customerneeds
Startingpoint
Focus
Means
Ends
〔b〕 The marketing concept
〔a〕 The selling concept
Fig. 1.07
Evolving Views of Marketing’s Role
Money
Money
Resources
Fig. 1.05
Actors and Forces in a
Modern Marketing System
T3
Environment
Suppliers
pany〔marketer〕
Marketinginter-mediaries
End-usermarket
Fuelpumps
Reliefvalve
1.00
2.33
3.67
5.00
Invest/grow
Selectivity/earnings
Harvest/divest
The Strategic-Planning Gap
Fig. 3.05
T14
Desiredsales
Diversification growth
T5a
a. Marketing as anequal function
b. Marketing as a moreimportant function
Finance
Production
Marketing
Humanresources
Finance
Humanresources
Marketing
Production
petitors
Fig. 1.06
Selling and Marketing
Concepts Contrasted
T4
Factory
Existingproducts
Selling andpromotion
Profits throughsales volume
Targetmarket
Integratedmarketing
SupportActivities
Firm infrastructure
Human resource management
Technology development
Procurement
Inboundlogistics
Outboundlogistics
Marketingandsales
Service
Market growth rate
Relative market share
Stars
Cash cow
Question marks
Dogs
?
?
?
5
4
2
1
6
8
7
.5x .4x .3x .2x .1x
Fig. 3.03
Market Attractiveness: petitive- Position Portfolio Classification
Fig. 2.04
Customer
Order
Order
Order
Delivery
Delivery
Delivery
Delivery
Levels of Relationship Marketing
Fig. 2.06
T9
Manycustomers/distributors
Mediumnumber ofcustomers/distributors
Opportunities
Threat Matrix
T16b
1
4
2
3
High
Low
High
Low
Seriousness
Probability of Occurrence
Fig. 3.08
1. petitor develops a superior lighting system2. Major prolonged economic depression3. Higher costs4. Legislation to reduce number of TV studio licenses
Customer
Marketing
Production
Humanresources
Finance
Determinants of Customer Delivered Value
Product value
Services value
Personnel value
Image value
Monetary cost
Markets
Marketers and prospects
Fig. 1.02
Flow Structure in a
Modern Exchange Economy
T2
Governmentmarkets
Manufacturermarkets
Consumermarkets
Intermediarymarkets
CorporateplanningDivisionplanningBusinessplanningProductplanning
OrganizingImplementing
MeasuringresultsDiagnosingresultsTakingcorrectiveaction
Fig. 3.01
Planning
Implementation
Control
The Boston Consulting Group’s Growth-Share Matrix
T12
3
?
10x 4x 2x 1.5x 1x
20%-18%-16%-14%-12%-10%- 8%- 6%- 4%- 2%- 0
Fig. 3.04
T13
Strong
Medium
Weak
BUSINESS STRENG来自HMARKET ATTRACTIVENESS
5.00
3.67
2.33
1.00
Low
Medium
High
Hydraulicpumps
Joints
Clutches
Flexiblediaphragms
Aerospacefittings
Threats
The McKinsey 7-S Framework
Skills
Strategy
Structure
Systems
T17
Sharedvalues
Staff
Style
Fig. 3.09
Marketing-Mix Strategy
Salespromotion
Advertising
Salesforce
T15
1. Market- penetration strategy
〔Diversificationstrategy〕
3. Product- development strategy
2. Market- development strategy
Currentmarkets
Newmarkets
Currentproducts
Integrative growth
Intensive growth
Currentportfolio
Sales
Time 〔years〕
Strategic-planninggap
10
5
0
Three Intensive Growth Strategies: Ansoff’s Product/Market Expansion Grid
Core Concepts of Marketing
T1
Products 〔goods, services, and ideas〕
Value, cost, and satisfaction
Needs, wants, and demands
Exchange and transactions
Relationships and networks
T20
Targetcustomers
Product
Promotion
Place
Price
Marketinginformationsystem
Marketingplanningsystem
Marketingorganizationsystem
Marketingorganization andimplementation
Publicrelations
Direct mailandtelemarketing
Targetcustomers
Distri-butionchannels
Promotion Mix
Fig. 3.13
T19
pany
Products
ServicesPrices
Offer Mix
Factors Influencing pany Marketing Strategy
Fig. 1.09
Evolving Views of Marketing’s Role
T5b
Fig. 1.09
c. Marketing as themajor function
d. The customer as thecontrolling factor
Marketing
Finance
Humanresources
Newproducts
Fig. 3.06
Opportunity Matrix
T16a
1
4
2
3
High
Low
High
Low
Attractiveness
Success Probability
Fig. 3.08
1. pany develops a more powerful lighting system2. pany develops a device for measuring the energy efficiency of any lighting system3. pany develops a device for measuring illumination level4. pany develops a software program to teach lighting fundamentals to TV studio personnel
Time cost
Energy cost
Totalcustomervalue
T6
Psychic cost
Totalcustomercost
Customerdeliveredvalue
T6
Fig. 2.01
The Generic Value Chain
Fig. 2.03
T7
Primary Activities
Production
Customer
Humanresources
Finance
Production
Marketing
Evolving Views of Marketing’s Role
T5c
Fig. 1.09
e. The customer as the controllingfunction and marketing as theintegrative function
Opera-tions
Margin
Margin
Levi Strauss’
Value-Delivery Network
T8
Order
Du Pont〔Fibers〕
Milliken〔Fabric〕
Levi’s〔Apparel〕
Sears〔Retail〕
petition is between networks, not panies.The winner is the pany with the better network.
Resourcemarkets
Taxes,goods
Money
Money
Services,money
Services,money
Taxes
Taxes,goods
Services,money
Services
Taxes,goods
Goods, services
Goods, services
Resources
The Profit Triangle
Fig. 2.08
T10
Profit
Value creation
petitive advantage
Internal operations
Strategic Planning, Implementation, and Control Process
T11
Fewcustomers/distributors
Accountable
Proactive
Partnership
Proactive
Accountable
Reactive
Accountable
Reactive
Basic orreactive
Highmargin
Mediummargin
Lowmargin
Profits throughcustomersatisfaction
Customerneeds
Startingpoint
Focus
Means
Ends
〔b〕 The marketing concept
〔a〕 The selling concept
Fig. 1.07
Evolving Views of Marketing’s Role
Money
Money
Resources
Fig. 1.05
Actors and Forces in a
Modern Marketing System
T3
Environment
Suppliers
pany〔marketer〕
Marketinginter-mediaries
End-usermarket
Fuelpumps
Reliefvalve
1.00
2.33
3.67
5.00
Invest/grow
Selectivity/earnings
Harvest/divest
The Strategic-Planning Gap
Fig. 3.05
T14
Desiredsales
Diversification growth
T5a
a. Marketing as anequal function
b. Marketing as a moreimportant function
Finance
Production
Marketing
Humanresources
Finance
Humanresources
Marketing
Production
petitors
Fig. 1.06
Selling and Marketing
Concepts Contrasted
T4
Factory
Existingproducts
Selling andpromotion
Profits throughsales volume
Targetmarket
Integratedmarketing
SupportActivities
Firm infrastructure
Human resource management
Technology development
Procurement
Inboundlogistics
Outboundlogistics
Marketingandsales
Service
Market growth rate
Relative market share
Stars
Cash cow
Question marks
Dogs
?
?
?
5
4
2
1
6
8
7
.5x .4x .3x .2x .1x
Fig. 3.03
Market Attractiveness: petitive- Position Portfolio Classification
Fig. 2.04
Customer
Order
Order
Order
Delivery
Delivery
Delivery
Delivery
Levels of Relationship Marketing
Fig. 2.06
T9
Manycustomers/distributors
Mediumnumber ofcustomers/distributors
Opportunities
Threat Matrix
T16b
1
4
2
3
High
Low
High
Low
Seriousness
Probability of Occurrence
Fig. 3.08
1. petitor develops a superior lighting system2. Major prolonged economic depression3. Higher costs4. Legislation to reduce number of TV studio licenses
Customer
Marketing
Production
Humanresources
Finance
Determinants of Customer Delivered Value
Product value
Services value
Personnel value
Image value
Monetary cost
Markets
Marketers and prospects
Fig. 1.02
Flow Structure in a
Modern Exchange Economy
T2
Governmentmarkets
Manufacturermarkets
Consumermarkets
Intermediarymarkets
CorporateplanningDivisionplanningBusinessplanningProductplanning
OrganizingImplementing
MeasuringresultsDiagnosingresultsTakingcorrectiveaction
Fig. 3.01
Planning
Implementation
Control
The Boston Consulting Group’s Growth-Share Matrix
T12
3
?
10x 4x 2x 1.5x 1x
20%-18%-16%-14%-12%-10%- 8%- 6%- 4%- 2%- 0
Fig. 3.04
T13
Strong
Medium
Weak
BUSINESS STRENG来自HMARKET ATTRACTIVENESS
5.00
3.67
2.33
1.00
Low
Medium
High
Hydraulicpumps
Joints
Clutches
Flexiblediaphragms
Aerospacefittings
Threats
The McKinsey 7-S Framework
Skills
Strategy
Structure
Systems
T17
Sharedvalues
Staff
Style
Fig. 3.09
Marketing-Mix Strategy
Salespromotion
Advertising
Salesforce
T15
1. Market- penetration strategy
〔Diversificationstrategy〕
3. Product- development strategy
2. Market- development strategy
Currentmarkets
Newmarkets
Currentproducts
Integrative growth
Intensive growth
Currentportfolio
Sales
Time 〔years〕
Strategic-planninggap
10
5
0
Three Intensive Growth Strategies: Ansoff’s Product/Market Expansion Grid
Core Concepts of Marketing
T1
Products 〔goods, services, and ideas〕
Value, cost, and satisfaction
Needs, wants, and demands
Exchange and transactions
Relationships and networks
T20
Targetcustomers
Product
Promotion
Place
Price
Marketinginformationsystem
Marketingplanningsystem
Marketingorganizationsystem
Marketingorganization andimplementation
Publicrelations
Direct mailandtelemarketing
Targetcustomers
Distri-butionchannels
Promotion Mix
Fig. 3.13
T19
pany
Products
ServicesPrices
Offer Mix
Factors Influencing pany Marketing Strategy
Fig. 1.09
Evolving Views of Marketing’s Role
T5b
Fig. 1.09
c. Marketing as themajor function
d. The customer as thecontrolling factor
Marketing
Finance
Humanresources
Newproducts
Fig. 3.06
Opportunity Matrix
T16a
1
4
2
3
High
Low
High
Low
Attractiveness
Success Probability
Fig. 3.08
1. pany develops a more powerful lighting system2. pany develops a device for measuring the energy efficiency of any lighting system3. pany develops a device for measuring illumination level4. pany develops a software program to teach lighting fundamentals to TV studio personnel
Time cost
Energy cost
Totalcustomervalue
T6
Psychic cost
Totalcustomercost
Customerdeliveredvalue
T6
Fig. 2.01
The Generic Value Chain
Fig. 2.03
T7
Primary Activities
Production
Customer
Humanresources
Finance
Production
Marketing
Evolving Views of Marketing’s Role
T5c
Fig. 1.09
e. The customer as the controllingfunction and marketing as theintegrative function