中山大学吴柏林教授 研究生课程“营销管理”绝密资料_CH21
中山大学吴柏林教授 研究生课程“营销管理”绝密资料_03
The number of hours required to produce a unit of output. (for example, one pound of potatoes) The opportunity cost of sacrificing one good for another.
03-4
Interdependence and Trade
A general observation . . .
Individuals and nations rely on specialized production and exchange as a way to address problems caused by scarcity.
Farmer Rancher
03-19
The Principle of Comparative Advantage
Differences in the costs of production determine the following:
Who
should produce what? How much should be traded for each product?
Patterns of production and trade are based upon differences in opportunity costs.
03-8
A Parable for the Modern Economy
Imagine . . .
only two goods: potatoes and meat only two people: a potato farmer and a cattle rancher
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。
CH05 中山大学吴柏林教授,Philip Kotler 营销管理,绝密资料
CHAPTER5--S CANNING THE M ARKETING E NVIRONMENT OVERVIEW:Change in the macroenvironment is the primary basis for market opportunity. The company must start its search for opportunities and possible threats with the firm's macroenvironment. The macroenvironment consists of all the actors and forces that affect the company's operations and performance. Companies need to understand the trends and megatrends characterizing the current macroenvironment. This is critical to identify and respond to unmet needs and trends in the marketplace.The macroenvironment consists of six major forces; demographic, economic, natural, technological, political/legal, and social/cultural. The demographic environment shows a worldwide explosive population growth, a changing age, ethnic and educational mix, new types of households, geographical shifts in population, and the splintering of a mass market into micro-markets. The economic environment shows an emphasis on global income distribution issues, low savings and high debt, and changing consumer-expenditure patterns. The natural environment shows potential shortages of certain raw materials, unstable cost of energy, increased pollution levels, and the changing role of governments in environmental protection.The technological environment exhibits accelerating technological change, unlimited opportunities for innovation, varying R&D budgets, and increased regulation of technological change. The political/legal environment shows substantial business regulation, and the growth of special interest groups. The social/cultural environment shows individuals are changing their views of themselves, others, and the world around them. Despite that there is a continuing trend toward self-fulfillment, immediate gratification, and secularism. Also of interest to marketers is the high persistence of core cultural values, the existence of subcultures, and rapidly changing secondary cultural values.LEARNING OBJECTIVES:After reading this chapter students should:∙Understand some of the major forces impacting a company's macroenvironment∙Know the major trends influencing marketing decisions in the macro environment CHAPTER OUTLINE:I.IntroductionII.Analyzing Needs and Trends in the Macroenvironment - successful companies recognize and respond profitably to unmet needs and trends in the macroenvironment.III.Identifying and Responding to the Major Macroenvironmental Forces -“noncontrollables” which require a responseA.Demographic Environment1.Worldwide population growth - although it brings with it inherent risk, italso presents opportunities2.Population age mix - a strong determinant of needs3.Ethnic markets - each population group has specific wants and buyinghabits.cational groups - from illiterates to those with professional degrees5.Household patterns - traditional household is no longer the dominantpattern6.Geographical shifts in population - migration to safer countries, anddifferent types of areas7.Shift from a mass market to micromarkets - fragmentation is causingcompanies to abandon the “shotgun” approachB.Economic Environment1.Income Distribution - nations vary greatly in their level and distributionof income. It is related to industrial structure, but is also affected by thepolitical system.2.Savings, debt, credit availability - affects consumer expendituresC.Natural Environment1.Shortage of raw materials, infinite, finite renewable, and finitenonrenewable2.Increased cost of energy - oil is a finite nonrenewable resource3.Increased levels of pollution - industrial activity will inevitably harm theenvironment4.Changing role of governments in environmental protection - varies bycountryD.Technological environment1. Accelerating pace of technological change1.Unlimited opportunities for innovation2.Varying R&D budgets - US leads the world in expenditures3.Increased regulation of technological change - complex products causesafety concerns to ariseE.Political/Legal Environment1.Legislation regulating business - has three main purposes: to protectcompanies from unfair competition, to protect consumers from unfairbusiness practices, and to protect the interests of society from unbridledbusiness behavior.2.Growth of special interest groups - number and power have increasedover the last three decades, putting more constraints on marketers.F.Social/Cultural Environment - the society in which people grow up shapes theirbeliefs, values, and norms. Of interest to marketers:1. A high persistence of core cultural values2.Existence of subcultures - emerging from special life experiences orcircumstances.3.Shifts of secondary cultural values through time - Swings from "core"values over time that impact marketing efforts.IV.SummaryMarketing and Advertising1. The ad in Figure 1, from Stockholm-based Ericsson, uses a baby to capture the attention of businesspeople who make buying decisions or influence the buying of telecommunications equipment and technologies. Which of John Naisbett's megatrends are represented in this ad? Support your answers. What does this ad imply about Ericsson's response to the technological environment?Answer: Megatrends represented in the ad include: the booming global economy (Ericsson is based on Sweden but selling in 130 other countries); global lifestyles (widespread use of wireless and Internet communication technologies around the world); and the triumph of the individual (consumer needs driving more, better, customizable wireless and Internet communication products). Ericsson appears to be responding proactively to the technological environment by searching for new innovations for product development.2. Most ads include a picture of the product being promoted, but not the Energizer ad shown here. What demographic segment does this ad appear to be targeting? How do you know? What attitudes are reflected in this ad? How would other segments be likely to respond to it? If you were Energizer, what magazines would you choose to run these ads? Explain your choices.Answer: This Energizer ad seems to be targeting Generation X consumers who buy and use digital cameras, judging by the informal and slightly irreverent copy in the ad. One attitude reflected in this ad is a strong tendency toward independence; another is the importance of family ties (students may offer additional responses). Older consumers may laugh at the ad or even be somewhat offended by its irreverence. Energizer should run these ads in magazines targeted toward Generation X consumers.Focus on TechnologyThe accelerating pace of technological change is leading to marketing opportunities based on new needs and lifestyles. Consider the trend toward increased telecommuting—people working at home instead of commuting to business offices some distance away. Every year, more employees and entrepreneurs opt to work from home, creating higher demand for personal computers, printers, fax machines, telephone services, Internet access, and related goods and services.Increased sales of home office equipment and communication services are not the only consequences of this technological change. Now that more people are working from home, their lifestyles are changing, creating both opportunities and threats. For example, people who no longer drive long distances to work may buy new cars less often and use less gasoline. On the other hand, their expenditures on household meals and casual clothing will increase. Identify two more marketing opportunities and threats that result from the trend toward more telecommuting. Telecommuters are not listed in any central directory, so how can companies locate and market to this growing segment?Answer: Students may have a variety of ideas for marketing opportunities and threats resulting from the trend toward increased telecommuting. Two sample opportunities are: selling more paper for pr inters and fax machines; and selling more personal financial products to help telecommuters track expenses for working at home. Two sample threats are: lower sales of office furniture; and lower demand for large office facilities. Marketers can market to this segment in many ways; two sample ideas: reach post banner ads on popular Web sites such as Yahoo! and other Internet sites that cater to telecommuters; and advertise in specialized magazines geared toward industries with high or growing numbers of telecommuters.Marketing for the MillenniumAt the start of the new millennium, environmental concerns are driving marketing in new directions. Consider trends in the dry cleaning industry. Thousands of green cleaners are opening their doors all over the United States. Manufacturers such as Procter & Gamble and Exxon are also jumping on the green bandwagon.What are the marketing implications of this trend? Get some ideas from the links on the Web site of the nonprofit Center for Neighborhood Technology (), which promotes economic and communitydevelopment through ecological improvement. Look under "sustainable manufacturing" to find the "wet cleaning" section. Going beyond cleaning fluids and equipment, identify two additional opportunities for new products related to green cleaning. If consumers are mainly motivated by convenience, should marketing for these new products stress environmental safety? How might increased competition from environmentally-sound products affect the marketing strategy for these new products? For traditional dry cleaning outlets?Answer: Students may offer various responses to these questions. Two sample marketing opportunities for new products related to green cleaning: marketing training programs and materials to teach entrepreneurs how to handle green cleaning equipment and supplies; and marketing recyclable bags, hangers, and other materials to green cleaners that want to be environmentally-friendly in more areas of their business. Environmental safety should be part of the message for these new goods and services, but the message should focus mainly on how the products help green cleaners serve their customers better, more quickly, and with less environmental waste. As more environmentally-sound products come on the market, existing products should have an easier time conveying and supporting their "green" messages because of increased consumer awareness and acceptance of similar products. Traditional dry cleaning outlets, on the other hand, may begin to lose customers or face more questions about environmental issues, which will necessitate changes in their marketing strategy.YOU'RE THE MARKETER: SONIC MARKETING PLANEvery firm has to examine its macroenvironment to understand the key developments that shape opportunities and pose threats. This environmental scanning uncovers emerging trends and changes that can potentially affect the needs of customers, the competition, and the firm's markets.Jane Melody asks you to scan Sonic's external environment for signs of change that indicate opportunities and threats for shelf stereo systems. Review Sonic's current situation and then, using library or Internet resources (or both), locate information to answer the following questions about Sonic's macroenvironment:∙What demographic changes are likely to affect Sonic's target market, buyers age 20-40? For example, check U.S. Census data () by clicking on "subjects A to Z," thenclicking "age," and accessing the state-level age projections.∙What technological changes can potentially affect product development and buyer acceptance of current product? Look at the Web site of UHF Magazine () for newsabout stereo technologies such as DVD; check industry sources for more technological trends.∙What economic trends might influence the product line's future? Check the Commerce Department's Stat-USA. site (/), especially key topics within theGeneral Economic Indicators section under the "State of the Nation" heading.∙What political-legal issues might affect Sonic and its competitors? Search the Thomas Web site () for any relevant federal legislation on import-export opportunities, usingkeyword searches such as "import + stereo" and "export + stereo." Also use search engines tofind any new regulations that affect competitors' import-export activities.Once you have completed your environmental scan, analyze the results and their implications for Sonic's marketing efforts. As your instructor directs, summarize your findings and conclusions in a written marketing plan or type them into the Marketing Situation section of the Marketing Plan Pro software. Answer: Students' answers will depend on the latest information available about the macroenvironment, including demographic changes, technological changes, economic trends, and political-legal issues. For example, they will find on the Census site that the overall population 18-24 has decreased since 1990 while the overall population 25-44 has increased. They will also be able to track these changes by gender, by region of the country, and by individual states. Demographic data such as this will help Sonic determine whether it should continue to focus on consumers aged 20-40, change the age or gender focus, and/or select particular states or region for more or less distribution and marketing emphasis. Technological trends are continually changing, so students need to analyze what they find out through UHF Magazine and other sources to determine whether Sonic has the right mix of products or needs to begin developing newproducts with new technology. Sonic must also understand how economic trends will affect consumers' ability to buy and interest in buying new shelf stereo systems. Finally political-legal changes researched on the Thomas site and other sites or sources will help Sonic determine (1) whether the environment will support profitable expansion into international markets, (2) whether overseas competitors are likely to have an easier or tougher time marketing in the United States, and (3) whether Sonic will have a more difficult time importing parts from other countries.。
知觉 选择性注意 中山大学吴柏林教授 “广告策划——实务与案例”绝密资料
David G. Myers 心理学_7e 第六章知觉选择性注意知觉大约2400年以前,柏拉图就明智地指出,我们的大脑是通过感官来知觉物体的。
为了在头脑中构筑外部世界的景象,我们首先必须觉察环境中的物理能量,然后将其编码成神经信号(传统上,人们把这一过程称作感觉)。
不仅如此,我们还必须对感觉进行选择、组织和解释(这就是传统意义上的知觉)。
因此,我们不仅要感觉原始的光与声、味道与气味,还要对其进行知觉。
我们听到的可能不是仅仅由音高和节律所构成的声音,而是儿童的哭泣声;或者不是车辆的隆隆声,而是交响乐的高潮部分。
总之,我们能够将感觉转换成知觉,解释外界刺激对我们所具有的意义。
选择性注意预览:不论何时,我们的意识就像闪光灯的光柱一样,只能集中于我们的体验的有限方面。
我们的知觉无时不在,一种知觉消失,紧接着就会出现另一种知觉。
图 6.1就可以引起多种知觉。
图中的圆圈可以被组织到若干个连贯的图像中,它们在每一个图像中都合情合理,而由不同图像所形成的知觉却在不断变换。
对尼克尔(Neeker)立方体现象也许还存在其他的解释,但无论如何,在某一时刻你可能只关注其中之一。
这说明了一个重要的原则,即我们的有意识注意具有选择性。
选择性注意(selective attention)指的是,在任何时候,我们所意识到的只占我们所经历全部事情的一小部分。
有人曾经估计,我们的5种感觉每秒共可以接收11 000 000比特信息,而我们在意识状态下仅能加工40比特(Wilson,2002)。
不过,我们仍然能够利用直觉对剩余的10 999 960比特的信息进行充分利用。
在读到此处时,你可能并没有意识到鞋子对脚底的挤压或者鼻子正处于自己的视线之中。
现在一旦你突然将自己的注意焦点转移到这些事情上,你就会觉得自己的脚被包裹着,鼻子顽固地耸立在你和书本之间。
当你注意这几句话的时候,你可能已经将视野边缘的信息排除在意识之外了。
但你可以改变这一切,你可以在注视下面的字母X时,同时注意一下书周围的东西(书本的边缘、书桌上的东西等)。
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。
联合品牌 中山大学吴柏林教授“体验经济·体验营销”绝密资料
!""#年第!期总第!"期!!!!!!!!!!!!!!!!!!!!江西财经大学学报$%&’()*%+$,)(-.,&(,/0’1,23%++,()(40)(504%(%6,41!(%7!!!""#189:;<(%7!"!!!!!!!!!!!!!!!收稿日期"!""#="#="$作者简介"许基南,江西财经大学工商管理学院副院长,副教授,博士,研究方向:企业管理和产业经济。
几乎所有的知名电脑品牌都在和英特尔联合;2002年10月12日,海尔与万达集团联姻,共同进军房地产行业,推出其联合品牌产品“万达海尔房”;柯尼卡的广告强调美国航空公司和肯特证券都使用柯尼卡复印机设备;爱立信与索尼合作,推出联合品牌索尼爱立信手机;联合品牌的例子比比皆是。
一、联合品牌及其经济学解释1、联合品牌联合品牌是两个或两个以上现有的企业品牌进行合作的一种形式,通过联合,借助相互的竞争优势,形成为具有单个企业品牌不具有的竞争力。
2、联合品牌的经济学解释以两家企业的品牌作为研究对象,同时假设:其一、一种品牌不代表不同产品,不考虑品牌延伸;其二、两种品牌针对同一细分市场,在同一竞争区域内销售,品牌间可替代性强。
那么这两个品牌之间的博弈关系就可以通过库诺特(Corunot)模型来做解释。
我们用qi∈[0,∞)代表第i个品牌的产量,ci(qi)代表成本函数,p=p(q1+q2)代表逆需求函数(P是价格,Q(P)是原需求函数)。
第i个品牌的利润函数为:!i(q1,q2)=qip(q1+q2)-ca(qi),i=1,2(q*1,q*2)是纳什均衡的产量意味着:q*1∈argmax"1(q1,q*2)=q1p(q1+q*2)-c1(q1)q*2∈argmax#2(q*1,q2)=q2p(q*1+q2)-c2(q2)得到纳什均衡必须满足一阶导数为零:!$1!q1=p(q1+q2)+q1p!(q1+q2)-c!(q1)=0!%2!q2=p(q1+q2)+q2p!(q1+q2)-c!(q2)=0假定每个企业具有相同的不变单位成本,即:c1(q1)=cq1,c2(q2)=cq2需求函数为:p=a-(q1+q2)最优化的一阶条件为:!&1!q1=a-(q1+q2)-q1-c=0!’2!q2=a-(q1+q2)-q2-c=0反应函数为:q*1=R1(q2)=12(a-q2-c)q*2=R2(q1)=12(a-q1-c)解两个反应函数,得到纳什均衡为:q*1=q*2=12(a-c)利润为:(1(q*1,q*2)=)2(q*1,q*2)=19(a-c)2若品牌1和品牌2实施联合,则联合品牌的最优产量和均衡利润的计算为:MaxQ*=Q(a-Q-c)联合品牌的最优产量:Q*=12(a-c)<q*1+q*2=23(a-c)联合品牌的利润为:+=14(a-c)2>29(a-c)2可以看出,联合品牌的总产量小于品牌1和品牌2单独竞争时的总产量,同时,联合品牌的总利润反而大于品牌1和品牌2单独竞争时的总利润。
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21 情感体验策略 中山大学吴柏林教授“体验经济·体验营销”绝密资料
主题21 情感体验策略[主题要点]情感体验策略是企业在体验营销的过程中,将情感要素引入营销理论,以此满足顾客的心理需求,建立战略性的体验营销策略。
※情感体验的基本要素。
信实施情感体验的基本要素,它与信任有紧密的联系,企业如果不能获得顾客的信任,就不可能获得信实。
注入情感元素的信实,有利于公司与顾客建立更稳固、更持久的交易关系,进而使企业能够开发和引进新的产品与服务,顺利销售给现有顾客。
企业必须通过体验创新,激发顾客的兴趣,使顾客由满意的购买者变为积极的倡导者。
情感体验注重设计、制造个性化的产品,使顾客在消费过程中享受到轻松与愉悦,建立情感纽带,成为企业的忠诚顾客。
除此之外,情感体验还需要简省,简省包括精力简省和时间简省两方面。
企业表现出对他人时间的关心,表明企业重视自己的顾客,希望帮助他们管理时间和精力。
这会加强企业与顾客的联系,把情感提升到战略的高度。
※情感体验策略的应用。
情感体验策略体现在广告、产品及其名称、促销甚至消费过程中。
详见表3.2.1。
表3.2.1 情感体验策略的应用品质量和价格,购买便利性,售后服务等)和感性成分(品牌和消费体验,品牌承诺,沟通)两方面展开,如图3.2.1所示。
图3.2.1 情感体验策略模式※情感体验策略的实现。
体验营销人员可以采取以下策略来实现消费者的情感体验需求。
保持品牌标识与形象一致,让消费者在信任中产生对品牌的挚爱和忠诚;深度沟通,让消费者在体验中由衷认同品牌情感价值;关注细节,节省消费者精力,让消费者在感动中认可和忠诚于品牌。
[参考案例] 腾讯QQ,情感QQ腾讯公司于1998年11月在深圳成立,是中国最早也是目前中国市场上最大的互联网即时通信软件开发商。
1999年2月,腾讯正式推出第一个即时通信软件——“腾讯QQ”。
腾讯QQ已有2.4亿注册用户,同时在线用户数最高超过700万。
※腾讯公司的QQ令人喜爱。
腾讯公司的QQ,一个胖胖的戴红色围巾的小企鹅,在网络上早已风靡,视觉上的识别无以替代;QQ上特有的咳嗽声、敲门声、铃声也从听觉上让用户把它和QQ自然紧密地联系在一起,甚至达到了一听到如此声音就立刻想到QQ的效果;而QQ玩具毛绒绒让人爱不释手的感觉也为腾讯带来了巨大的利润,线下QQ商品的销售成为腾讯公司四大主要收入来源之一。
论跨国公司的联合品牌战略 中山大学吴柏林教授 研究生课程“营销管理”绝密资料
第25卷第9期外国经济与管理Vol.25No.9 2003年9月Foreign Economies&Management Sep.2003中图分类号:F27617 文献标识码:A 文章编号:100124950(2003)20920002205论跨国公司的联合品牌战略3范秀成,张彤宇(南开大学国际商学院,天津300071) 摘 要:近年来,联合品牌战略在世界范围内受到越来越多的跨国公司的青睐。
本文对联合品牌战略的内涵进行了分析,并重点探讨了不同类型的联合品牌,阐述了实施联合品牌战略的优势和风险,最后对联合品牌战略的形成过程进行了探讨。
关键词:联合品牌;品牌战略;品牌管理 20世纪90年代以来,世界范围内越来越多的跨国公司实施了联合品牌战略,以期扩大品牌的影响,提升或更新品牌形象,开拓新的市场。
有的跨国公司试图通过联合品牌战略来实现规模经济,进而降低成本。
目前,联合品牌已经成为一种在餐饮、零售、航空和金融服务等行业得到广泛应用的品牌战略。
一、联合品牌的类型 “联合品牌是指(分属不同企业的)两个或多个品牌进行合作的一种形式,这些品牌在消费者心目中具有较高的认知度,而它们各自的品牌名称又都保留在联合品牌之中。
”[1]联合品牌与联合促销、战略联盟及合资企业是企业进行合作的四种主要形式。
根据联合品牌共同创造价值潜力的高低,由低到高可将其分为四种类型,并形成联合品牌共同创造价值的等级类型图(见图1)。
11接触/认知联合品牌。
这类联合品牌共同创造价值的潜力处于最低层次。
合作企业通过品牌合作向对方的顾客群展示自己的产品、服务和品牌,扩大企业在新的目标市场上的影响,提高企业品牌在新的受众中的认知度。
由于品牌合作的目标仅仅局限于同受众进行接触并提高其认知度,因此该联合品牌共同创造价值的潜力较低。
美国运通(American Express)和德尔塔航空公司(Delta Airlines)进行合作,结合德尔塔航空公司的SkyMiles计划,以联合品牌形式推出了它的Optima信用卡。
CH21 中山大学吴柏林教授,Philip Kotler 营销管理,绝密资料
CHAPTER21--M ANAGING D IRECT AND O NLINE M ARKETING OVERVIEW:Direct and online marketing are tools of growing importance in marketing planning. Directmarketing is an interactive system of marketing, which uses one or more advertising media(direct mail, catalogs, telemarketing, electronic shopping, and so forth) to effect a measurableresponse and/or transaction at any location. It has been growing at a more rapid rate than storemarketing and is used by manufacturers, retailers, service companies and other types of organizations to provide continuity, better timing, high readership, testability, and privacy. Directmarketing benefits both customers and sellers, effecting highly targeted and efficient exchanges.Accordingly, there is a strong trend toward integrated direct marketing and database marketing. Database marketing is critical to the process of direct marketing. Companies use their databases to identify prospects, differentiate offers, build customer loyalty and reactivate customer purchases. While it requires a special investment, a well-managed database will lead to sales gains that will more than cover costs.The process for implementing direct marketing strategies includes: setting objectives, choosingmarkets and prospects, constructing an effective offer, testing the elements of the offer strategy,and measuring the likely success of the campaign.On-line marketing is the most recent development in the direct marketing process. It is a channel,one that a consumer can reach via computer and modem. The benefits are many, for both buyersand sellers. Marketers can conduct on-line marketing by creating electronic storefronts, webpages, participating in forums, news groups and bulletin boards, placing advertising on-lineand/or using e-mail.Despite the potential of direct marketing, there is controversy associated with the directmarketing process. There are Issues of concern regarding irritation, unfairness, deception andfraud, and increasingly the invasion of privacy.LEARNING OBJECTIVES:After reading the chapter the student should understand:∙Comparative benefits of direct response and e-commerce marketing∙The overall development and application of customer databases∙The overall processes and strategies related to the use of direct marketing channels∙The issues (public and ethical) related to direct marketing∙The future of direct and on-line marketing capabilitiesOUTLINEI.The Growth and Benefits of Direct Marketing - Direct marketing is an interactivemeasuring system that uses one or more advertising media to effect a measurableresponse and/or transaction at any location. Goal is long-term relationship building(direct relationshp marketing).A.The Growth of Direct Marketing and Electronic Shopping -1.catalog and direct -mail sales growing at a rate of 7% annually,compared to retail sales growth of 3%.2.Electronic - Internet traffic doubles every 100 days; 1.5 million Websites; forecast (2002) e-commerce sales of $327 billion.B.The Benefits of Direct Marketing - for both consumers and sellersII.Customer Databases and Direct Marketing - a customer database is an organized collection of comprehensive data about individual customers or prospects that is current,accessible, and actionable for such marketing purposes as lead generation, leadqualification, sales of a product or service, or maintenance of customer relationships.A.Database marketing is the process of building, maintaining, and using customerdatabases and other databases (products, suppliers, resellers) for the purpose ofcontacting and transacting. Companies can customize their product, offer,message, shipment method, and payment method to maximize customer appeal.panies use their databases in four ways: to identify prospects, decide whichcustomers should receive a particular offer, deepen customer loyalty andreactivate customer purchases.III.Major Channels for Direct MarketingA.Face-to-Face SellingB.Direct-Mail Marketing (post office, overnight carriers, fax mail, e-mail, or voicemail). How to construe an effective direct-mail campaign:1.Determine Objectives - order-response rate is usually 2%.2.Define Target Markets and Prospects3.Consider other Elements - construct an effective offer. Five components:outside envelope, sales letter, circular, reply form, and reply envelope.4.Test Direct Marketing Elements5.Measure the Campaign’s Success - breakeven response rate, determiningcustomer lifetime valueC.Catalog Marketing - on paper or CD-ROMD.Telemarketing - using the telephone to sell products/servicesE.Television and Other Major Media Direct-Response Marketing (direct-responseadvertising, at-home shopping channels, and videotext)F.Kiosk Marketing - “customer-order-placing machinesG.Online ChannelsIV.Marketing in the 21st Century: Electronic Commerce - an online channel is one that a person can reach via computer and modem. There are two types of online channels:commercial channels such as America Online, CompuServe, and Prodigy; and theInternetA.The Online ConsumerB.Online marketing: Advantages and Disadvantages1.The Benefits of Online Marketing - for buyers: convenience,information, and fewer hassles.2.For marketers: quick adjustments to marketing conditions, lower costs,relationship building, and audience sizingC.Conducting Online Marketing1.Creating an Electronic Storefront - what type of information exists on a“home page”2.Participating in Forums (discussion groups on commercial onlineservices), Newsgroups (the Internet’s version of forums), and BulletinBoards (center on a specific topic or group)3.Placing Ads Online - classified ads, ads in newsgroups, or “pop ups” ononline billboards.ing E-mail - a way to encourage feedback from prospects andcustomers.D.The Promise and Challenges of Online Marketing1.The Growing use of Integrated Direct Marketing - “maximarketing”V.Public and Ethical Issues in Direct MarketingA.Irritation, unfairness, deceptionB.Fraud and invasion of privacyVI.SummaryMarketing and Advertising1. Many nonprofit organizations, such as the Earthjustice Legal Defense Fund, use direct response advertising to solicit contributions. This magazine ad as ks consumers to call a toll-free number or visit a Web site and pledge a contribution to support lawyers fighting for the Endangered Species Act. What offer is Earthjustice making to consumers? What benefits will consumers gain from responding to this offe r? What is Earthjustice likely to do with the names of people who respond to this ad? Why?Answer: Earthjustice is offering consumers the opportunity to help save endangered species by sending money to support the legal defense fund. Consumers gain the benefit of feeling satisfied that they are supporting the environment and helping to save plants and animals at risk. Earthjustice is likely to retain the names of people who respond and send them additional information about progress toward saving endangered species—as well as additional requests for contributions to further the cause.Focus on TechnologyData mining is a sophisticated computerized analysis used by marketers to identify meaningful patterns in a data warehouse of customer purchasing information. With data mining, marketers can determine which customers are the best to target for a particular offer. They can also figure out which customers are their most profitable and then design special retention programs to reinforce those customers' loyalty.What kinds of ethical and public concerns are raised by the increased use of data warehouses and data mining? Should consumers be allowed to opt out of some company data warehouses? Should companies be required to notify consumers when their names and other personal information are added to certain data warehouses? Do you think government regulation is needed to control the collection and use of personal details in data warehouses? Defend your answer.Answer: Students will identify a number of issues raised by data warehouses and data mining, including possible violation of personal privacy, release or exchange of sensitive information, and discrimination against certain customers. Students who support allowing consumers to opt out of data warehouse s may say that this approach is already used on a voluntary basis by direct mail marketers and telemarketers. Students opposed might say that customers benefit from more and better personalized service when companies use data warehouses and data mining. Students who support notification may argue that this will reassure consumers that data is being collected, stored, and used more responsibly; those opposed to notification may argue that consumers have a right to know when and how personal data is being used. Students can build a case for or against government regulation, based on these responses.Marketing for the MillenniumAs more companies get involved in electronic commerce, they must beware of irritating consumers by sending unwanted e-mail to promote their products. Netiquette, the unwritten rules that guide Internet etiquette, suggests that marketers ask customers for permission to e-mail marketing pitches—and tell recipients how to stop the flow of e-mail promotions at any time.To see permission-based marketing in action, visit the Web site of Iomega, which makes the Zip drive and other computer storage devices (URL: ). The company constantly runs contests to encourage people to register at its site. Click to enter any contest, then read the entire entry form. You will notice that Iomega asks permission to e-mail you marketing material and to give your name to other marketers. Iomega also asks other questions, such as which of its products you own. Why would Iomega ask about your ownership of its products? Why would the company want to share your name with other marketers? What would you gain by granting permission for Iomega to give your name to others?Answer: Iomega can collect a great deal of valuable data about customers and prospects by asking Web site visitors to answer a few questions when they register for contests and other activities. Iomega would share names with other marketers in exchange for either cash payment or names collected by those marketers. Visitors who agree to have their names given to others would receive offers of goods and services that are related to personal computer usage, which can be convenient for people who want to know about the latest products.YOU'RE THE MARKETER: SONIC MARKETING PLANAs electronic commerce continues to grow, more marketers are including online as well as direct and online marketing in their marketing plans. Even manufacturers who sell their goods through wholesalers and retailers can use direct and online marketing as part of multiple vehicle, multiple-stage campaigns to boost the effectiveness of their marketing communications.You are Jane Melody's assistant at Sonic, where you are developing and coordinating marketing programs for the company's shelf stereo systems. Look again at Sonic's current situation, its goals, and its strategies. Also review the other marketing mix programs you have already planned. Then answer the following questions about creating direct and online marketing for Sonic:∙If Sonic lacks a good database, what does it need to know about its customers (the consumer market) and its distributors (the business market)? How can it gather this information?∙How can Sonic use direct or online marketing to support consumer promotions and communications? To support trade promotions and communications?∙Which messages and channels would be most appropriate for reaching consumers who buy Sonic products? For reaching retailers who buy Sonic products? What programs would yourecommend, and when should these be scheduled?∙How can Sonic use its Web site to communicate with both consumers and retailers?Consider how the online and direct marketing programs you are recommending will mesh with Sonic's other programs and support Sonic's goals and strategies. As your instructor directs, summarize your recommendations in a written marketing plan or type them into the Marketing Mix section and the Programs and Tactics section of the Marketing Plan Pro software.Answer: Sonic needs to know some basic information about customers, at the very least: names and addresses and other demographic information; and products purchased, at what date, and at what price. The company needs more information about its distributors, including: products purchased in the past and on order for future delivery; buying practices, patterns, and policies; names and contact methods for buying center members; use of competitive suppliers; revenue and profitability history related to Sonic products. If its consumer database is incomplete, Sonic might be more successful with online marketing than direct marketing to support consumer promotions and communications. Students may suggest various methods, including using the Web site to announce and publicize promotion and communication activities. Direct marketing would be more of a factor for trade promotions and communications; students should offer a variety of ideas for the trade, including mailing all retailers announcements of consumer promotions and communications before they are released to the public. Students may suggest a number of different messages, channels, and programs for reaching consumers and retailers. They will also have creative ideas for using the Sonic Web site to communicate with consumers and retailers.。
CH10E 中山大学吴柏林教授,Kotler营销管理(第11版),绝密资料
Chapter 10—Identifying Market Segments and Selecting Target MarketsOverviewSellers can take three approaches to a market. Mass marketing is the decision to mass-produce and mass distribute one product and attempt to attract all kinds of buyers. Product-variety marketing attempts to offer a variety of products to broaden the customer base. Target marketing is the decision to distinguish the different groups that make up a market a to develop corresponding products and marketing mixes for each target market. Sellers today moving away from mass marketing and product differentiation toward target marketing because the latter is more helpful in spotting market opportunities and developing winning products marketing mixes. The key steps in target marketing are market segmentation, market targeting, and product positioning. Market segmentation is the act of dividing a market into distinct groups of buyers with different needs or responses. The marketer tries different variables to see which reveal the best segmentation opportunities. For each segment, a customer segment profile is developed. Segmentation effectiveness depends upon arriving at segments that are measurable, substantial, accessible and actionable.Next, the seller has to target the best market segment(s). The seller must evaluate the potential of each segment, which is a function of segment size and growth, segment attractiveness, and company objectives and resources. Then the seller must decide how segments to serve the seller can ignore segment differences (undifferentiated marketing), develop different market offers for several segments (differentiated marketing), or go after one or a more market segments (concentrated marketing). In choosing target segments, marketers need to consider the ethical choice of market targets, segment interrelationships and super segments, and potential segment invasion plans.Learning ObjectivesAfter reading this chapter students should:∙Understand what it means to “segment” a market∙Know the basic steps in segmenting a market∙Understand the bases used to segment consumer and business markets∙Know how to evaluate and select segments for targeting of marketing programs Chapter OutlineI.Introduction—Target marketing requires the following: identify and profile distinctgroups of buyers with distinct needs/preferences, select one or more market segments,establish and communicate distinctive benefits of the market offering to each targetsegment.II.Levels and patterns of market segmentation—buyers differ in many waysA.Levels and patterns of market segmentation1.Levels of market segmentationa)Mass—one product/marketing mix available for all buyersb)Micro marketing—the response to the decline in favor for massmarketing2.Segment marketing—a large identifiable group within a market.Midpointbetween mass and individual marketing3.Niche Marketing—a narrowly defined smaller group whose needs notcurrently met effectively4.Local Marketing—programs targeted to the needs and wants of localcustomer groups5.Individual Customer Marketing—“one to one” marketinga)Mass-customization and choiceboard.b)Customerization—empowering customers with the means todesign their own products.6.Self—a form of individual marketing in which the consumer takes moreresponsibility for determining which brands and products to buy. (i.e.,shopping over the Internet)B.Patterns of market segmentation—homogenous, diffused, clustered preferencesC.Market segmentation procedure—survey, analysis, profile1.Focus on needs-based market segmentation and market portioningD.Effective segmentation—segments must be: measurable, substantial, accessible,differentiable, actionableIII. Segmenting consumer and business marketsA.Bases for segmenting consumer markets1.Geographic—nations, states, regions, counties, cities, neighborhoods2.Demographic—age and life cycle, gender, income, generation, socialclass3.Psychographic—lifestyle, personality, values4.Behavioral—based on purchase occasions, benefits, user status, usagerate, loyalty status, buyer-readiness stage, and attitudeB.Multi-attribute segmentation (geoclustering): assumes people who live near eachother and exhibit similar traits from all of the above segmentation bases1.Geoclustering via PRIZM clusters (American dreams, rural industria,gray power, country squires)—focus on increasing diversity.2.Targeting multiple segments—because consumers no longer can beneatly pigeonholed into one segment.C.Bases for segmenting business markets1.Based on their stage in the purchase decision process, channelpreferences2.Types of buyers: programmed, relationship, transaction, bargain hunters.3.Customer groups: price-oriented (transactional selling), solution oriented(consultative selling), strategic value (enterprise selling)IV.Market targetingA.Evaluating and selecting the market Segments (factors: Segment size and growth,segment structural attractiveness, company objectives and resources)1.Single-segment concentration—firm concentrates on one market only forits one product2.Selective specialization—firm selects a number of attractive andappropriate segments and develops products that appeal to each segment3.Product specialization—firm focus is on a product it can sell to severalsegments4.Market specialization—firm satisfies multi-faceted needs of oneparticular group5.Full market coverage—firm serves all customer groups with productsthey might needa)Undifferentiated marketing—entire market receives the sameprogramb)Differentiated marketing—different programs for differentsegmentsB.Additional considerations1.Ethical choice of market targets—targeting sometimes generatescontroversy2.Segment-by-segment invasion plans—enter one at a time to avoidrevealing total expansion plans3.Intersegment cooperation—all segment managers work together toimprove overall company performanceV.SummaryLecture—Understanding Market SegmentsThis lecture is intended for use with Chapter 10, “Identifying Market Segments and Selecting Target Markets.” Students should now begin to understand that marketing and marketers cannot be all things to all people, and there is a need for increasing focus and segmentation. Teaching Objectives∙To appreciate the value of segmenting and targeting markets∙To comprehend the process through which marketers engage in segmentation∙To learn about companies/industries making use of segmentationDiscussionInstructor note: consider one or more of the computer applications exercises as a basis for some of the discussion related to this subjectIntroduction—Understanding the IssueMarket segmentation is a process based on factual information rather than marketer intuition. The value of market segmentation is obvious. Customers are different and are likely to be attracted to different products throughout various stages in their lifetimes. For an illustration of this concept, consider the automobile industry.Note: To develop this issue, ask students to offer the names of various brands and models (placed on the board). Then, ask them to identify which brands and models are likely to appeal to specific characteristics—age, income, gender, etc. From this illustration, it will become obvious that not all products appeal to everyone on a mass level.The segmentation process involves dividing a market into distinct groups of buyers who might require separate products or marketing mixes, recognizing that all buyers have unique needs and wants. Still, it is usually possible in consumer markets to identify relatively homogeneous portions or segments of the total market according to shared preferences, attitudes, or behaviors that distinguish them from the rest of the market. These segments may require different products and/or separate mixes, and in the contemporary one-to-one marketing approach segmentation is a critical step.Targeting and PositioningMarket targeting is the follow-up to the segmentation process and is the process of evaluating each market segment’s attractiveness and selecting one or more segments to enter. Given effective market segmentation, the firm must choose which markets to serve and how to serve them. In targeting markets to serve, the firm must consider its resources and objectives in setting strategy.Market positioning is the process of formulating competitive positioning for a product and a detailed marketing mix. The firm must have a plan for how to present the product to the consumer, and the product’s position is defined by how consumers view it on important attributes. The Text discusses this concept in detail.The consumer market is often segmented according to variables such as: demographics, psychographics, geographic location, behavior, etc. Major segmentation variables for business markets obviously vary from the consumer market. The important variables here are as follows: Demographics: Industry segmentation focuses on which industries buy the product. Company size can be used. Geographic location may be used to group businesses by proximity.Operating Variables: Business markets can be segmented by technology (what customer technologies should we focus on?), user/nonuser status (heavy, medium, light), or customer capabilities (those needing many or few services).Purchasing Approaches: Five approaches are possible.1.Segment. “Segmentation” can be by purchasing function organization (centralized ordecentralized)2.Power structure (selecting companies controlled by a functional specialty)3.The nature of existing relationships (current desirable customers or new desirablecustomers)4.General purchase policies (focus on companies that prefer some arrangements over otherssuch as leasing, related support service contracts, sealed bids)5.Purchasing criteria (focus on noncompensatory criteria such as price, service, or quality).In addition, there can be situational factors that influence the business marketsegmentation effort. Situational segmentation may be based upon urgency (such as quick delivery needs), specific application (specific uses for the product) or size of order (fewlarge or many small accounts)Personal Characteristics: Personal comparisons can lead to segmentation by buyer-seller similarity (companies with similar personnel and values), attitudes toward risk (focus on risk-taking or risk-avoiding companies), or loyalty (focus on companies that show high loyalty to their suppliers.There are several steps in the segmentation and target marketing process, but first it is necessary to establish that the market can be segmented. As mentioned in the text, some of the questions a company should answer with regard to determining candidates for segmentation are:∙Can the market(s) be identified and measured?∙Is the segment large enough to be profitable? Related issue: Is the segment stable and long-term?∙Is the segment reachable?∙Is the segment responsive?∙Is the segment expected not to change quickly?∙Can the segment be protected (protectability)? In other words, can competitors choose to target this segment easily and with a high level of success∙Interaction with other segments? Meaning: will the different messages received cause confusion about the product among different segments?∙What is the risk with this segment or segmentation action?Examples of this process in action follow:Finding “Healthy” Customers in the Medical IndustryAs members of its industry begin to understand the mass-market approach is no longer viable, health care providers are moving from a product orientation to a marketing orientation. Market segmentation has become a tool that is widely used by a financially squeezed health care industry. Aiming their marketing efforts at those segments of the market that are likely to prove most profitable helps to conserve their limited resources. Some of the characteristics health care providers use to choose the proper target markets include: underlying needs, demographics, and patterns of behavior.Because hospitals maintain detailed information on patients, the information necessary to determine the “typical” patient is available. Through medical and business records, health care marketers have access to usage rates for a predetermined number of years, services received, payment (or nonpayment) history and, at the simplest level, name and address information. The search for data also can extend to external sources, such as state agencies, trade associations, and syndicated sources. Once the marketer has gathered this data, he / she can begin the process of analyzing it to determine market share for the various lines of health care services.Overlaying demographic with psychographic information allows hospitals to learn about the people who compose the market. By combining this information with its own product line mix, and disease incidence rates, segmentation opportunities become readily apparent. For example, one hospital recently recognized the potential for outpatient substance-abuse counseling services among upscale members of the business community. Although a competitor currently offered an in-patient program, the target group most likely to utilize the service found the in-patient option unappealing for many reasons, one of which was that many potential patients lived in close proximity to the hospital.Based on an understanding of its target market, the marketing-oriented hospital developed an outpatient program and spoke directly to the target audience via promotional efforts in publications and television. A direct mail effort also targeted the businesses where those upscale patients were likely to be found. As a result, the hospital gained significant market share and wonthe favor of the community. This was no small feat in today’s competitive health care marketplace.Senior Citizens Enjoy Surfing . . . the InternetMany members of the older generation are out to dispel beliefs that they are resistant to new technology. Internet clubs, consisting of members who are in their later years, have been formed all over the United States. The seniors use the Internet to obtain many types of new information, order products, and meet and / or “chat” with other seniors throughout the country. A number of marriages have evolved out of these connections.Smart marketers realize that this segment of the market represents a substantial audience for products advertised via the Internet. Why? One reason is the information explosion. Consider the amount of information that is available on the Internet. In today’s society, few of us in the work force have the leisure time available to spend learning about the power of the Internet. We tend to bookmark the information we need on a regular basis but rarely venture out on extensive “surfing” expeditions. Retired persons do have this kind of time, so when they log on to the Internet, they are likely to stay a while. In addition, many of the people in their golden years have physical limitations that may restrict their mobility. The Internet is an ideal way to stay connected to the outside world and beat the loneliness that may ensue from an inability to venture beyond their home.Note: It is important to note here that when a marketer considers the needs of one segment over all other segments, controversy is likely to ensue. A good way to begin a discussion in this topic area is to ask students for some of the dangers and/or disadvantages that may result from segmenting and targeting markets.Source: Adapted from a report presented on Good Morning America.Marketing and Advertising1. With the headline “Adult Entertainment,” the ad in Figure 1 beckons to a particularsegment of the consumer market. Bahlsen knows that consumers of all ages generally like cookies, yet the company is signaling its segmentation strategy through the headline,body copy, and illustration.a. Which variables is Bahlsen using to segment the overall consumer market?b. Based on these variables, how would you describe the targeted segment?c. Why would segmentation be effective for identifying market segments in thissituation?Answera.Bahlsen appears to be using the demographic variables of age (signaled by theword “adult” in the headline and copy) and family life cycle (“the kids are finallytucked away” and “the kids are going to grow...”). It is also using the behavioralvariables of occasions (implied usage during the evening, after the kids havebeen taken care of) and benefits (“adult entertainment” and “indulge yourself”phrases signal the benefit of enjoyment. Students may also mention thebehavioral benefit of cost-savings (because of the in-ad coupon), among othervariables.b.One way to describe the segment is: parents who want to enjoy themselvesduring child-free evenings and who want to save money on such indulgences.c.Segmentation is effective in this situation because Bahlsen knows that an adult’staste in cookies is often different from a child’s taste in cookies, so adults can besingled out as a substantial, differentiable, and measurable segment. In addition,Bahlsen believes that adults would react differently to marketing programstargeting them as a segment, compared with programs targeting children as asegment. Finally, Bahlsen can measure the size, purchasing power, andcharacteristics of the adult segment it is targeting. Students may offer otherappropriate explanations, as well.2. Hertz is a well-known brand among consumers and business travelers who need to rent acar. As shown in Figure 2, the company targets specific segments within businessmarkets.a.Which of the major segmentation variables does Hertz appear to be using on itsbusiness markets?b.Which of the three business buyer groups identified by Rackham and Vincentismight Hertz be stressing in this ad?c.What personal characteristics might be particularly important in this segment ofHertz’s business markets?Answera.Hertz is using company size (“small business”), situational factors (use of rentalcars), and purchasing approaches (“tight budgets” indicates cost-savingpurchasing criteria) to segment the business market. Students may suggestadditional factors, as well, such as geography and age (in tiny type, the adspecifies that customers must be 25 years old and U.S. or Canadian residents).b.Hertz seems to be addressing price-oriented business customers in this ad,because of the emphasis on special low rates and Club Express membership at“no extra cost.” Some students may argue that Hertz is stressing solution-orientedbusiness customers, because the ad discusses how customers can “save time withHertz #1 Club Express,” a value-added feature that provides the benefit ofhelping small business owners expedite the rental process.c. Loyalty may plan an important role in the segment of the business market that Hertz is targeting. By encouraging customers to enroll in and use Club Express membership, Hertz can deliver faster and more convenient service; coupled with special low small-business rates, this combination may lead business customers to become loyal users of Hertz services. Students may also may a good case for attitudes toward risk, because renting from a well-known agency can reduce the risk that business customers might perceive in the process.Online Marketing TodayFor Levi Strauss, the key to successful mass customization is to make clothing that meets customers’ expectations for fit as well as style. Customers can customize an existing Levi’s style (such as the 502 button-fly model) or start from scratch to create a one-of-a-kind pair of jeans, khaki pants, and shorts by mixing and matching color, length, and other style choices. Still, the company recognizes that there is no substitute for accurate body measurements. As a result, its Original Spin site allows online visitors to learn about the process, review their options, and even fill out an order form. To complete the transaction and place an order, however, customers must go to a local store to be measured.Visit the Original Spin site () and follow the links to learn how the process works. Also, follow the links to find the nearest Original Spin retail site and to examine the order form. Which of the four types of segmentation variables is Levi Strauss applying in its mass customization strategy? How does the Web site support or reinforce the segmentation strategy? Why would Levi Strauss insist that reorders be funneled through the stores rather than submitted online? What improvements can you suggest to make the Original Spin site more effective in attracting or serving customers?AnswerLevi Strauss appears to be applying all four major types of segmentation variables. First, it has designated certain stores as Original Spin stores, which is a geographic variable that effectively segments the market by proximity to these stores. Second, it uses the demographic variable of gender to segment the market by offering different styles for men and women. Third, it uses the psychographic variables of lifestyle and personality by inviting consumers to customize pants for work (khakis) and play (jeans and shorts) and allowing them to express their personalities through the design of this clothing. Finally, it applies behavioral variables such as benefits (because customers seek both good fit and unique styling) to segment the consumer market.The Original Spin site supports the segmentation strategy in several ways. For example, the featured models are both male and female, sending a signal that both genders can enjoy the benefits of Original Spin. In addition, the site offers a store locator so customers can find out where to get measured and submit orders. Because Levi Strauss has an extensive store network, it can offer customers more personalized attention and check incoming orders for errors or omissions by having reorders funneled through the stores rather than submitted online. Students may offer a variety of innovative improvements to make the Original Spin site more effective in attracting or serving customers. As just one example, they may suggest that Levi Strauss offer live text chat with customer service representatives who can view options with customers and offer advice.You’re the Marketer—Sonic PDA Marketing PlanDefining a target marketing strategy through market segmentation is a critical aspect of any marketing plan. The purpose is to identify and describe distinct market segments, target specific segments, and then pinpoint the differentiating benefits to be stressed.In your role as Jane Melody’s assistant, you are responsible for market segmentation and targeting for Sonic’s new PDA product. Look back at the SWOT analysis, market needs information, and competitive data you previously documented in the marketing planning process. Then answer the following questions about Sonic’s market segments and target markets:∙Which variables should Sonic use to segment its consumer markets? For example, in addition to income and geography, does Sonic want to focus on consumers who havespecific lifestyles, needs, or attitudes?∙Which variables should Sonic use to segment its business markets?∙How can Sonic evaluate the attractiveness of each identified segment? Should Sonic market to one consumer segment and one business segment or target more than one ineach market? Why?∙Should Sonic pursue full market coverage, market specialization, product specialization, selective specialization, or single-segment concentration? Why?Next, consider how your decisions about segmentation and targeting will affect Sonic’s marketing efforts. Depending on your instructor’s directions, summarize your conclusions in a written marketing plan or enter them in the Market Analysis and Target Markets sections of the Marketing Plan Pro software. Also, note any additional research you may need in the Marketing Research section of the software.AnswerThe answers to these questions depend, in part, on the data students have gathered for earlier marketing-plan exercises and the decisions they made for those exercises. In general, Sonic would benefit by targeting specific consumer segments based on their busy work and home lifestyles; their needs for a product that delivers the benefit of helping organize their lives and stay in touch while away from home and office; and positive attitudes toward PDA (personal digital assistant) technology, including wireless Web and e-mail access. Students may suggest additional variables for Sonic to use, as well.For business markets, Sonic can use demographics (such as industry and company size) and situational factors (need for specific applications such as on-the-go access to e-mail or ability to input data in the field). Again, students may offer other ideas for suitable variables to segment the business market.Sonic can evaluate the attractiveness of each identified segment by determining whether it is measurable, substantial, accessible, differentiable, and actionable. The company will probably need to conduct research to support this evaluation. The decision to market to one or more segments in each market depends on how well each segment fits with Sonic’s goals and objectives and its resources, such as the marketing budget.Students can make a compelling case for Sonic pursuing either product or selective specialization. With product specialization, the company will sell its PDA products to both consumer and business segments that need the primary communication and information exchange benefits. With selective specialization, the company will identify specific segments that would respond to the PDA offer, thereby diversifying the risk. However, Sonic should not pursue full market coverage at this time, in part because different segments may have different needs and in part because the cost is too much for a start-up. In addition, single-segment concentration may prove too narrow to be profitable for Sonic.Marketing Spotlight—Marriott InternationalMarriott International grew to an international hospitality giant from humble roots as a single root beer stand started by John and Alice Marriott in Washington, D.C. during the 1920s. The Marriotts added hot food to their root beer stand, renamed their business the Hot Shoppe, which they incorporated in 1929. They began building a regional chain of restaurants. As the number of Hot Shoppes in the Southeast grew, Marriott expanded into in-flight catering by serving food on Eastern, American, and Capital Airlines beginning in 1937. In 1939, Hot Shoppes began its food service management business when it opened a cafeteria in the U.S. Treasury building. The company expanded into another hospitality sector in 1957, when Hot Shoppes opened its first hotel in Arlington, Virginia. Hot Shoppes, which was renamed Marriott Corporation in 1967, grew nationally and internationally by way of strategic acquisitions and entering new service categories, and by 1977 sales topped $1 billion.In the pursuit of continued growth, Marriott continued to diversify its business. The 1982 acquisition of Host International made it America’s top operator of airport food and beverage facilities. Over the course of the following three years, Marriott added 1,000 food service accounts by purchasing three food service companies, Gladieux, Service Systems, and Saga Corp.。
开展体育营销提升品牌价值 中山大学吴柏林教授 研究生课程“营销管理”绝密资料
体育运动是为企业提供市场的营销平台,认识它的商业价值和营销魅力,可以更好地推广品牌和提升品牌价值。
韩国三星集团在20世纪80年代初名气尚小,但自成为TOP全球赞助商、开展体育营销以来,很快就提升了品牌价值。
2002年其品牌价值已达83亿美元,成为该年度全球百强品牌中升值幅度最大的企业。
未来几年将有几个重大的国际体育赛事在我国举行,如2007年女足世界杯、2008年北京奥运会、2010年广州亚运会等,都会为企业体育营销带来机遇。
但体育营销花费巨大,加上引入我国时间很短,缺乏经验,令许多中小企业望而却步。
中小企业最大的弱势是资金少、实力弱,若按常规思路通过体育营销来提高品牌的知名度和品牌的价值,必然投资和风险巨大。
所以要有“四两拨千斤”的创新思路,借助外部的力量造声势,同时还要对战略进行周密的规划。
制定持续的体育营销战略建设品牌体育营销是一个循序渐进的深入消费者心里、改变消费者心理的过程,它的效果只有经过长期不懈的努力方能实现。
但我国很多企业进行体育营销缺乏周密和科学的规划,如2003年皇家马德里足球队来华比赛,赞助商是“七匹狼”服装商,他们为此付出了400万元的赞助费,当时确实热闹了几天,但是,“皇马”一走,广告效应也就结束了。
这样的“单枪匹马式”的体育营销不仅不能提升品牌形象,反而成为企业的累赘。
中小企业进行体育营销规划应注重以下三点:1.注重规划的连续性。
体育营销应是“连环套”,尤其对于中小企业来说,自身实力有限,更需要对这种营销方式进行周密的规划和科学的管理,使其环环相扣,避免资源的浪费。
2.注重体育营销与整合营销相结合。
体育营销还应是“组合拳”,即进行“整合营销”。
要很好的达到体育营销的战略目标,企业各个职能部门要统一行动,各种沟通手段并用,一并出击才能造成较大的声势和深刻现象。
3.注意规划思路的创新性。
如果说资金实力雄厚的大企业能用“银子”砸出消费者深刻的印象,中小企业要达到同样的效果就只能靠出奇制胜了。
CH02 中山大学吴柏林教授,Philip Kotler 营销管理,绝密资料
CHAPTER2--BUILDING CUSTOMER SATISFACTION THROUGHQUALITY,SERVICE AND VALUEOVERVIEWToday's customers face a growing range of choice in the products and services they can buy. They are making their choice on the basis of their perceptions of quality, service, and value. Companies need to understand the determinants of customer value and satisfaction. Customer delivered value is the difference between total customer value and total customer cost. Customers will normally choose the offer that maximizes the delivered value.Customer satisfaction is the outcome felt by buyers who have experienced a company performance that has fulfilled expectations. Customers are satisfied when their expectations are met and delighted when their expectations are exceeded. Satisfied customers remain loyal longer, buy more, are less price sensitive, and talk favorably about the company.A major challenge for high performance companies is that of building and maintaining viable businesses in a rapidly changing marketplace. They must recognize the core elements of the business and how to maintain a viable fit between their stakeholders, processes, resources and organization capabilities and culture. Typically, high performing businesses develop and emphasize cross-functional skills rather than functional skills (overall project management and results versus functional strengths (best engineers, etc.). They also build their resources into core capabilities that become core competencies, distinctive abilities and competitive advantages. This, along with a corporate culture of shared experiences, stories, beliefs and norms unique to the organization, are the keys to their success.To create customer satisfaction, companies must manage their value chain as well as the whole value delivery system in a customer-centered way. The company's goal is not only to get customers but even more importantly, to retain customers. Customer relationship marketing provides the key to retaining customers and involves providing financial and social benefits as well as structural ties to the customers. Companies must decide how much relationship marketing to invest in different market segments and individual customers, from such levels as basic, reactive, accountable, proactive, to full partnership. Much depends on estimating customer lifetime value against the cost stream required to attract and retain these customers.Total quality marketing is seen today as a major approach to providing customer satisfaction and company profitability. Companies must understand how their customers perceive quality and how much quality they expect. Companies must then strive to offer relatively higher quality than their competitors. This involves total management and employee commitment as well as measurement and reward systems. Marketers play an especially critical role in their company's drive toward higher quality.LEARNING OBJECTIVES:After reading this chapter students should:∙Know what constitutes customer value and satisfaction∙Know how leading companies organize to produce and deliver high customer value and satisfaction∙Know how companies can retain customers as well as attract customers∙Know how companies can determine customer profitability∙Know how companies can practice total quality marketing strategyCHAPTER OUTLINE:I.IntroductionII.Defining Customer Value and SatisfactionA.Customer Value1.Customer delivered value - the difference between total customer valueand total customer cost, or “profit” to the customer. Total customervalue is the expected bundle of benefits.2.Total customer cost - bundle of costs consumers expect to incur inevaluating, obtaining and using the product or service.3.Customer value assessment - weighing the value against all of the costsB.Customer Satisfaction1.Perceived performance and expectations - contribute to overallsatisfaction2.Methods of tracking and measuring customer satisfaction - see Text. III.The Nature of High-Performance BusinessesA.Stakeholders - customers, employees, suppliers, distributorsB.Processes - work flows through an organization, to achieve cross functional skillsC.Resources - labor, power, materials, machines, information, energy, etc., toachieve core competence, distinctive ability(ies) and competitive advantage.anization and Organizational Culture - structures, policies. Corporate Cultureis the shared experiences, stories, beliefs, and norms that characterize anorganization.IV.Delivering Customer Value and SatisfactionA.Value Chain - used as a tool for identifying ways to create more value. Ninevalue creating activities.B.Value-Delivery Network - to be successful a firm has to look for competitiveadvantages beyond its own operations. Theme that building a better network canbe a highly successful differentiation tactic that leads to greater customersatisfaction.V.Attracting and Retaining Customersputing the Cost of Lost Customers - compute customer defection rate (4-stepprocess)B.The Need for Customer Retention - cost of attracting a new customer is 5 timesthat of retaining a satisfied current customer.C.Relationship Marketing: The Key - there is a process to attracting and retainingcustomers. There are five levels of customer relationship building, and threecustomer-value building approaches:1.Adding Financial Benefits - frequency marketing programs and clubmarketing programs2.Adding Social Benefits- individualize and personalize customerrelationships3.Adding Structural Ties -help customers manage themselves.VI.Customer Profitability: The Ultimate Test - a profitable customer is a person, household, or company that over time yields a revenue stream that exceeds by an acceptable amount the company’s cost stream of attracting, selling, and servicing the customer. A company should not attempt to pursue and satisfy all customers.VII.Implementing Total Quality ManagementA.Total Quality Marketing (TQM) - Most customers will no longer accept ortolerate average quality performance. There is an intimate connection amongproduct and service quality, customer satisfaction and company profitability.B.The role of Marketing now is extended beyond external marketing activities tointernal marketing roles to act as the Customer's watchdog within theorganization.VIII.SummaryMARKETING A ND ADVERTISING1. Toyota, like many automotive manufacturers, emphasizes excellent product quality and high customer satisfaction. But what exactly is quality—and how can Toyota prove that it offers excellent quality? The Toyota ad in Figure 1 shows one approach. What element of quality is the ad stressing, and how does this element satisfy customer needs? Is the ad focusing on performance or conformance quality? What are the implications for customers? For Toyota's marketing strategy?Answer: This Toyota ad is emphasizing performance quality, specifically the ability of the Sienna model to withstand a crash better than any other vehicle ever tested. This element of quality satisfies customers' needs for safety. The implications for customers are that those who worry about accidents can choose the Sienna and feel safer than they would in any other vehicle. The implications for Toyota's marketing strategy are that the company can promote the car to audiences that worry about accidents, including parents with children and anyone else who wants to feel safer when they drive, on the basis of evidence from credible third-party crash tests. This is a powerful competitive edge.2. Roadway Express wants to be the trucking firm of choice for companies that choose to outsource their shipping function, as the ad in Figure 2 indicates. What is Roadway's core competence? Why would Rawlings, the customer featured in the ad, prefer to outsource to Roadway rather than handle its own shipments? What capability does Roadway appear to be emphasizing in this ad?Answer: Roadway's core competence is its exceptional on-time delivery. Rawlings would prefer to outsource shipments because Rawlings's core competence is baseball equipment. Therefore, Rawlings wants to own and nurture its core resources and competence while outsourcing less critical activities such as delivery. Roadway is emphasizing customer linking in this ad; this is clear from its use of the Rawlings testimonial, indicating how happy Rawlings is as a Roadway customer. It is also clear from the insertion of the Rawlings URL at the bottom of the ad—equal in size to the Roadway URL—that Rawlings and Roadway consider themselves partners.FOCUS ON TECHNOLOGYHow can a company use its Web site for cost-effective customer-relationship building? Fuji Film Company maintains an extensive Internet presence for consumers and business customers. Generally, the profit margins in consumer products are too small to allow for expensive outreach beyond basic marketing. Yet Kodak, Fuji's archrival, invites consumers to become members of its Web site. Members receive Kodak information via e-mail and are able to upload their own photo images for inclusion in electronic postcards.Visit the Web sites of Kodak () and Fuji Film (), and examine how each reaches out to consumers. What can Fuji learn from Kodak's membership approach? How can Fuji use its Web site to stay in touch with consumers on a regular basis?Answer: Fuji might want to adapt Kodak's membership approach. This would allow Fuji to learn more about its consumer markets and provide consumers with value-added services that will build and strengthen relationships over the long term. Fuji might also want to use a membership approach to build relationships with the other market segments it serves, including profess ionals and businesses. Fuji can offer contests, weekly or monthly special events, and other inducements to keep consumers coming back to its Web site; this way, Fuji can stay in touch with consumers on a regular basis. Fuji can also periodically e-mail announcements to consumers who become members, another way to stay in touch. Students can use their creativity to develop ways for Fuji to use its Web site to strengthen relationships with individual consumers. MARKETING FOR THE MILLENNIUMLogistix is testing Web Agent software from Aspect Telecommunications that allows an employee and a customer to view the same Web screen simultaneously while they are having a telephone conversation. Web Agent is only one of the products Aspect offers for teleweb applications. Visit Aspect's Web site () and locate its integrated call center solutions. Try an on-line demo of one of the featured products or read the detailed description of Web Agent. How does this Aspect product deliver value to Logistix? What value does it add for the business customer who contacts Logistix through its call center? How can Logistix use this product to build relationships with its business customers? What relationship-building obstacles do you think Logistix might encounter early in the next millennium—and how should the company respond?Answer: The Aspect Web Agent software delivers value to Logistix because the program allows the firm to more conveniently communicate with and service customers who access Internet pages, a process that is more complex without Aspect's specialized software. In turn, this more convenient service and communication adds to customer satisfaction and strengthens customer relationships, ultimately boosting customer retention and slowing customer defect ions for Logistix. It also adds value for business customers who contact Logistix through the call center, because they get immediate assistance with questions or problems without having to log off the Internet, dial up Logistix, and try to put into words exactly what they need.Logistix can use this software to build relationships with business customers by encouraging them to access the company's Web site and simultaneously call the company to discuss any questions or problems they may have with products or information. Over time, business customers are likely to find this system so convenient that they will buy more from Logistix because of the value-added service. One relationship-building obstacle Logistix might encounter early in the next millennium is an evolution in Internet technology that allows every competitor to handle customer calls the way Web Agent does today—but without specialized software. This will erode Logistix's competitive edge in customer service. The company can respond to this obstacle by continuing to explore new communication methods for immediate customer service through multiple channels (Internet, telephone, and others). Students will offer various answers to question of obstacles in the new millennium.。
0303 营销管理支持系统及其内在运行机制 中山大学吴柏林教授,广告策划与策略,广东经济出版社,绝密资料
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体验营销 主题13 设计体验商品和服务 中山大学吴柏林教授“体验经济·体验营销”绝密资料
主题13 设计体验商品和服务[主题要点]在设计并确定体验主题后,体验营销便进入到体验实现阶段,即如何以体验为导向设计、制作和销售商品与服务。
※体验产品设计。
将好的体验附加到产品中,能提高产品的感知质量。
实体产品制造商不仅要关注产品的技术或功能质量,更要重视顾客在使用其产品时的感觉和感受,使产品“体验化”。
表2.3.1 提升产品可体验性的途径※体验产品的设计特征。
体验时代的产品设计特征主要包括游戏化、娱乐性,人性化、互动参与性,非物质化、虚无性和情感化、纯精神性。
详见表2.3.2。
表2.3.2 体验产品的设计特征※体验服务设计。
由于服务生产和消费的不可分割性,服务是企业用以展示和传递体验的天然平台。
在服务过程中,企业除了完成基本的服务提供外,完全可以有意识地向顾客传递他们所看重的体验。
如海尔的维修人员在服务结束时,会用自带的抹布将门口的地面很细心地擦一遍,即使是根本没有弄脏,这个看似无足轻重的服务细节,却能给消费者带来美好而难忘的体验。
※体验式服务内容。
体验式服务包括免费交付、负责安装、信贷、承诺等,其中最重要的是交付、安装、维修等售后服务和咨询、引导、介绍等售前服务,以及顾客所要求的其它特别服务,这些服务统称为销售服务。
服务是对产品实施体验营销的绝好工具,最能体现为顾客着想,以顾客为中心的思想,甚至可以通过为顾客提供定制化的服务,对顾客实施一对一的营销,给顾客留下难忘的整体体验。
[参考案例]麦当劳的体验商品和服务自1955年麦当劳在芝加哥东北部开设第一家真正意义上的现代连锁店至今,公司一直秉承一套极为严格的服务营销制度,这使得麦当劳成为当今世界上最知名的全球性快餐服务零售品牌。
2003年,麦当劳公司在全球118个国家设有3万多家连锁店,是当今世界上最成功的快餐连锁店,仅在2002年10月份一个月的全球销售收入就达35亿美元。
※快餐的核心产品是现场烹饪、调制的食物和饮料。
麦当劳公司向顾客提供的核心食品始终只是汉堡包、炸薯条、冰激凌和软饮料等,然后通过市场调查,在了解各国消费者实际需求的基础上,麦当劳狠抓不同国家的消费者在饮食习惯、饮食文化等方面存在着的差别稍作变化。
CH01 中山大学吴柏林教授,Kotler营销管理(第11版),绝密资料
Copyright © 2003 Prentice-Hall, Inc.
The three major challenges faced by businesses today are globalization, advances in technology, and deregulation. Which of these affords the greatest opportunity for established businesses? Which affords the greatest opportunities for new businesses? Why?
1-16
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Figure 1-1: A Simple Marketing System
1-17
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Marketing Concepts and Tools
Marketplace, Marketspace, and Metamarket
1-13
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The Scope of Marketing
Places Properties Organizations Information Ideas Goods Services Experiences Events Persons
2. No demand
See text for complete table
Copyright © 2003 Prentice-Hall, Inc.
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
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。
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H 0 : = 20 H1 : ≠ 20
SX = S / n = 5 / 25 =1
Univariate Hypothesis Test Utilizing the t-Distribution
The researcher desired a 95 percent confidence, and the significance level becomes .05.The researcher must then find the upper and lower limits of the confidence interval to determine the region of rejection. Thus, the value of t is needed. For 24 degrees of freedom (n-1, 25-1), the t-value is 2.064.
X = 3 .7 S = 2.66 n = 17
upper limit = 3 .7 + 2 .12 ( 2 .66 17 ) = 5 .07
Lower limit = 3 . 7 2 . 12 ( 2 . 66 17 ) = 2 . 33
Hypothesis Test Using the t-Distribution
Significance Level
Critical probability in choosing between the null hypothesis and the alternative hypothesis
Significance Level
Critical Probability Confidence Level Alpha Probability Level selected is typically .05 or .01 Too low to warrant support for the null hypothesis
State of Null Hypothesis in the Population Ho is true Ho is false Decision Accept Ho Correct--no error Type II error Reject Ho Type I error Correct--no error
2
Hypothesis Test of a Proportion
π is the population proportion p is the sample proportion π is estimated with p
Hypothesis Test of a Proportion
H0 : π = . 5 H1 : π ≠ . 5
The null hypothesis that the mean is equal to 3.0:
H o : = 3 .0
The alternative hypothesis that the mean does not equal to 3.0:
H 1 : ≠ 3 .0
A Sampling Distribution
Degrees of Freedom
Abbreviated d.f. Number of observations Number of constraints
Confidence Interval Estimate Using the t-distribution
= X ± t c .l . S X
Sp =
(0.6)(0.4)
100
.24 = 100
= .04899
= .0024
.6 .5 p π = Zobs = .04899 Sp .1 = 2.04 = .04899
tobs
X 22 20 = = SX 1 2 = 1 =2
Testing a Hypothesis about a Distribution
Chi-Square test Test for significance in the analysis of frequency distributions Compare observed frequencies with expected frequencies “Goodness of Fit”
Univariate Hypothesis Test Utilizing the t-Distribution
Suppose that a production manager believes the average number of defective assemblies each day to be 20. The factory records the number of defective assemblies for each of the 25 days it was opened in a given month. The mean X was calculated to be 22, and the standard deviation, S ,to be 5.
Calculating Zobs
x z = sx
obs
Alternate Way of Testing the Hypothesis
Z obs
X = SX
Alternate Way of Testing the Hypothesis
Z obs
3.78 3.78 3.0 = = SX .1
=3.0
x
A Sampling Distribution
α=.025
α=.025
=3.0
x
A Sampling Distribution
LOWER LIMIT
UPPER LIMIT
=3.0
Critical values of
Critical value - upper limit
S = + ZS X or + Z n 1. 5 = 3.0 + 1.96 225
Chi-Square Test Estimation for Expected Number for Each Cell
E ij =
R iC n
j
Chi-Square Test Estimation for Expected Number for Each Cell
Ri = total observed frequency in the ith row Cj = total observed frequency in the jth column n = sample size
– Null hypothesis – Alternative hypothesis
Null Hypothesis
Statement about the status quo No difference
Alternative Hypothesis
Statement that indicates the opposite of the null hypothesis
Univariate Hypothesis Test Chi-square Example
X
2
(O1 E1 ) =
E1
2
(O2 E2 ) +
E2
2
Univariate Hypothesis Test Chi-square Example
X
2
(60 50) =
=4
2
50
(40 50) +
50
Critical values of
= 3.0 + 1.96(0.1)
= 3.0 + .196
= 3.196
Critical values of
Critical value - lower limit
= - ZS X or - Z
S n
1.5 = 3.0 - 1.96 225
Accept null Reject null
Null is true
CorrectCorrectno error
Type I error
Null is false
Type II error
CorrectCorrectno error
Type I and Type II Errors in Hypothesis Testing
Hypothesis
Unproven proposition Supposition that tentatively explains certain facts or phenomena Assumption about nature of the world
Hypothesis
An unproven proposition or supposition that tentatively explains certain facts or phenomena
Scale of measurement
PARAMETRIC STATISTICS
NONPARAMETRIC STATISTICS
t-Distribution
Symmetrical, bell-shaped distribution Mean of zero and a unit standard deviation Shape influenced by degrees of freedom
Lower limit :
tc.l . S X = 20 2.064 5 / 25
= 20 2.064(1) = 17.936
(
)
Upperlimit:
+ t c.l. S X = 20 + 2.064 5 / 25