市场营销学泰斗菲利普科特勒的营销管理第十一版

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市场营销学泰斗菲利普科特勒的营销管理第十一版

预算制定
根据企业战略目标，制定合理的营销预算，确保各项活动的资金支持
。
营销计划
根据市场需求、竞争态势等因素，制定具体的营销计划，包括产品定
位、渠道选择、促销策略等。
预算与计划的协调
根据实际执行情况，及时调整预算和计划，确保资源的合理分配和有
效利用。
营销绩效评估与调整
绩效评估标准
制定明确的绩效评估标准，包括销售额、市场份额、客户满意度等指标，以便对营销效果进行客观评价。
品牌策略
02
通过品牌名称、标志、口号等元素，塑造品牌形象，增强消费
者对品牌的认知度和信任感。
品牌扩展与延伸
03
利用成功的品牌形象，扩展产品线或推出新品牌，以实现品牌
的多元化和市场扩张。
价格策略与渠道策略
价格策略
根据产品的定位、市场需求、竞争状况等因素，制定合理的价格策略，以实现销售利润的最大化。
特点
市场营销以顾客为中心，强调对顾客需求的满足，同时关注竞争和营销组合的开发。
市场营销的重要性
满足消费者需求
市场营销通过研究消费者需求，设计和提供合适的产品和服务，满足消费者的需求和欲望
。
实现企业目标
市场营销是企业实现其目标的重要手段，它帮助企业了解市场环境、确定目标市场、制定合适的营销策略，从而促进企
VS
全球市场营销面临的挑战
全球市场营销面临着诸多挑战，如文化差异、法规限制、物流难题等，需要企业在实践中不断学习和积累经验。
跨文化沟通的重要性与技巧
跨文化沟通的重要性
在全球市场营销中，跨文化沟通至关重要。由于不同地域的文化背景、价值观念和行为习惯存在差异，企业需要通过有效的跨文化沟通来消除误解和冲突，建立信任和合作关系。

菲利普科特勒《市场营销原理》第11版中文第一章

交换和关系
• 当人们开始通过交换（exchange）来满足欲望和需求的时候，就出现了营销。
• 营销包括与想要某种产品、服务、思想或其他事物的目标人群建立和保持合理交换关系的所有活动。
• 营销目标除了吸引新顾客和创造新交易，还要保持老顾客，并让他们在公司的业务有所增长。
市场
• 市场（market）指某种产品的实际购买者和潜在购买者的集合。
❖狭义定义：营销是指和顾客建立有利可图、充满价值的交换关系。
❖营销（marketing）：企业为了从顾客身上获得利益回报，创造顾客价值和建立牢固顾客关系的过程。
营销过程
为顾客创造价值和建立顾客关系
从顾客身上收获价值作为回报
了解市场及顾客需求和欲望
设计顾客驱动的营销战略
构建传递卓越价值的营销方
选择服务对象
• 公司首先必须决定它要服务谁，这是通过把市场划分为不同的顾客（市场细分）和选择它将要针对的那部分顾客（选择目标市场）来实现的。
• 减需求营销
选择价值方案
• 公司价值方案（value proposition）
• 公司必须决定怎样为其顾客服务——在市场中它该如何定位，如何实现差异化。
第一章
营销：管理有价值的顾客关系
1.1 什么是营销 marketing？
❖ 最简单的定义—— 营销是在某种利润水平下让顾客满意
❖ 营销的目标：向顾客承诺高销 marketing？
❖广义定义：营销是通过创造和交换产品价值，从而使个人或群体满足欲望和需要的社会管理过程。
建立客户资产
➢客户关系管理的最终目的是产生高额的客户资产。
➢客户资产（customer equity）——企业所有现有和潜在客户的终身价值的折现总和。

ch08-kotler营销管理(第11版)-课件

Chapter Objectives
▪ In this chapter, we focus on six questions:
▪ What is the business market, and how does it differ from the consumer market?
▪ What buying situations do organizational buyers face?
8-21
The Purchasing/
Procurement Process
▪ General Need Description and Product Specification
▪ Product value analysis
▪ Supplier Search
▪ Vertical hubs ▪ Functional hubs ▪ Direct extranet links to
major suppliers ▪ Buying alliances
▪ Company buying sites ▪ Request for proposals (RFPs)
Copyright © 2003 Prentice-Hall, Inc.
8-22
Copyright © 2003 Prentice-Hall, Inc.
x
Product reliability
.30
x
Service reliability
.10
xபைடு நூலகம்
Supplier Flexibility
.10
x
Total score: .30(4) + .20(3) + .30(4) + .10(2) + .10(3) = 3.5

市场营销战略与市场细分

选用教材营销管理[美]菲利普•科特勒著第十一版上海经济出版社第四章市场营销战略与市场细分教学目的：通过本章学习使学生理解企业要在制定正确的市场营销战略的基础上学会使这些策略协调配合，得到最佳的市场营销组合战略，基于此进行具体的市场细分与选择目标市场的营销活动。

教学重点：市场营销组合战略的含义、编制营销计划、市场细分教学难点：怎样编制营销计划、市场细分的策略教学时数： 6学时（讲授、讨论）教学内容与步骤：Chapter 4Marketing Strategy, Market Segments andSelecting Target MarketsIn this chapter, we will address the following questions:■How can a company make suitable market mix strategies ?■How can a company identify the segments that make upa market?■What criteria can a company use to choose the most attractive target market?Strategic planning: three key areas and four organizational levelsStrategic planning calls for action in three key areas: The first is managing a company's businesses as an investment portfolio. The second involves assessing each business's strength by considering the market's growth rate and the company's position and fit in that market. The third is establishing a strategy. For each business, the company must develop a game plan for achieving its long-run objectives.To understand marketing management, we must understand strategic planning.Most large companies consist of four organizational levels; the corporate level, the division level, the business unit level, and the product level. Corporate headquarters is responsible for designing a corporate strategic plan to guide the whole enterprise; it makes decisions on the amount of resources to allocate to each division, as well as on which businesses to start or eliminate. Each division establishes a division plan covering the allocation of funds to each business unit within the division. Eachbusiness unit develops a strategic plan to carry that business unit into a profitable future. Finally, each product level (product line, brand) within a business unit develops a marketing plan for achieving its objectives in its product market.The marketing plan operates at two levels: strategic and tactical. The strategic marketing plan lays out the target markets and the value proposition that will be offered, based on an analysis of the best market opportunities. The tactical marketing plan specifies the marketing tactics, including product features, promotion, merchandising, pricing, sales channels, and service.The marketing plan is the central instrument for directing and coordinating the marketing effort. Today, the marketing department does not set the marketing plan by itself. Plans are developed by teams, with inputs and sign-offs from every important function. These plans are then implemented at the appropriate levels of the organization. Results are monitored, and corrective action is taken when necessary.Corporate and division strategic planningBy preparing statements of mission, policy, strategy, and goals, headquarters establishes the framework within which the divisions and business units prepare their plans. Some corporations give a lot of freedom to their business units to set their own sales and profit goals and Strategies, Others set goals for their business units but let them develop their own strategies. Still others set the goals and participate in developing individual business unit strategies.Defining the corporate missionAn organization exists to accomplish something: to make cars, lend money, provide a night's lodging, and so on. Its specific mission or purpose is usually clear when the business starts. Over time the mission may change, to take advantage of new opportunities or respond to new market conditions. changed its mission from being the world's largest online bookstore to aspiring to become the world's largest online store. eBay changed its mission from running online auctions for collectors to running online auctions covering all kinds of goods.Establishing strategic business unitsMost companies operate several businesses. They often define their businesses in terms of products: They are in the "auto business" or the "clothing business"; but Levitt argued that market definitions of a business are superior to product definitions.The purpose of identifying the company's strategic business units is to develop separate strategies and assign appropriate funding. Senior management knows that its portfolio of businesses usually includes a number of 'yesterday's has-beens" as well as” tomorrow’s breadwinners.' Yet it cannot rely on impressions; it needs analytical tools to classify itsbusinesses by profit potential. Two of the best-known business portfolio evaluation models are the Boston Consulting Group model and the General Electric model.The boston consulting group approachThe Boston Consulting Group (BCG), a leading management consulting firm, developed and popularized the growth-share matrix shown in Figure 4.2. The eight circles represent the current sizes and positions of eight business units in a hypothetical company. The size of the circle depends on the dollar volume of each business. Thus, the two largest businesses are 5 and 6. The location of each business unit indicates its market growth rate and relative market share.THE GROWTH-SHARE MATRIX the market growth rate on the vertical axis indicates the annual growth rate of the market in which the business operates. In Figure 4.2, it ranges from 0 percent to 20 percent. A market growth rate above 10 percent is considered high. Relative market share, which is measured on the horizontal axis, refers to the SBU's market share relative to that of its largest competitor in the segment. It serves as a measure of the company's strength in that market segment. A relative market share of 0.1 means that the company's sales volume is only 10 percent of the leader's; a relative share of 10 means that the company's SBU is the leader and has 10 times the sales of the next-strongest competitor in that market. Relative market share is divided into high and low share, using 1.0 as the dividing line. Relative market share is drawn in log scale, so that equal distances represent the same percentage increase.SBU STRATEGIES The Company’s next task is to determine what objective, strategy, and budget to assign to each SBU. Four strategies can be pursued: build, hold, harvest, or divest. Building is appropriate for question marks whose market shares must grow if they are to become stars. The hold strategy is appropriate for strong cash cows if they are to continue yielding large positive cash flows.THE SBU LIFE CYCLE As time passes; SBUs change their position in the growth-share matrix. Successful SBUs have a life cycle. They start as question marks, become stars, then cash cows, and finally dogs. For this reason, companies should examine not only their businesses' current positions in the growth-share matrix (as in a snapshot) but also their moving positions (as in a motion picture). If a given SBU's expected trajectory is not satisfactory, the corporation should ask its manager to propose a new strategy and the likely resulting trajectory.The general electric modelAn Sub’s appropriate objective cannot be determined solely by its position in the growth-share matrix. If additional factors are considered, General Electric (GE) can see the growth-share matrix as a special case of a multifactor portfolio matrix such as that pioneered. This model is shown in Figure 4.3(a), where one company's seven businesses are plotted. Thistime the size of each circle represents the size of the relevant market rather than the size of the company's business. The dark brown shaded part of the circle represents that business's market share. Thus, the company's clutch business operates in a moderate-sized market and enjoyCritique of portfolio modelsIn addition to the BCG and GE models, other portfolio models have been developed, particularly the Arthur D. Little model and the Shell directional-policy model? Portfolio models have helped managers to think more strategically, understand the economics of their businesses better, improve the quality of their plans, improve communication between business and corporate management, pinpoint information gaps and important issues, eliminate weaker businesses, and strengthen their investment in more promising businesses.However, portfolio models must be used cautiously. They may lead the company to place too much emphasis on market-share growth and entry into high-growth businesses or to neglect its current businesses. The results are sensitive to the ratings and weights and can be manipulated to produce a desired location in the matrix.Furthermore, because these models use an averaging process, two or more businesses may end up in the same cell position but differ greatly in underlying ratings and weights. Many businesses will end up in the middle of the matrix as a result of averaging the ratings, and this makes it hard to know what the appropriate strategy should be. Finally, the models fail to show the synergies between two or more businesses. Companies need to focus on customer segments that buy from several of the company's business units, rather than those that sell one product at a time. There is a danger of terminating a losing business unit that actually provides an essential core competence or market offering needed by several other business units? Planning new businesses, downsizing older businessesThe company's plans for its existing bus 'messes allow it to project total sales and profits. Often, these are less than what corporate management wants them to be. If there is a gap between future desired sales and projected sales, corporate management would have to develop or acquire new businesses to fill it.INTENSIVE GROWTH Corporate management's first course of action should be a review of whether any opportunities exist for improving its existing businesses' performance. Ansoff has proposed a useful framework for detecting new intensive growth opportunities called a "product-market expansion grid" (Figure 4.5)?The company first considers whether it could gain more market share with its current products in their current markets (market-penetration strategy). Next it considers whether it can find or develop new markets for its current products (market-development strategy).Business unit strategic planningThe business unit strategic-planning process consists of the eight steps shown in Figure 4.6. We examine each step in the sections that follow. Business mission each business unit needs to define its specific mission within the broader company mission. Thus, a television studio-lighting-equipment company might define its mission as, "The company aims to target major television studios and become their vendor of choice for lighting technologies that represent the most advanced and reliable studio lighting arrangements." Notice that this mission does not attempt to win business from smaller television studios, win business by being lowest in price, or venture into non-lighting products.swot analysisThe overall evaluation of a company's strengths, weaknesses, opportunities, and threats is called SWOT analysis.EXTERNAL ENVIRONMENT ANALYSIS (OPPORTUNITY AND THREAT ANALYSIS) in general, a business unit has to monitor key macro environment forces (demographic economic, technological, political-legal, and social-cultural) and significant microenvironment actors (customers, competitors, distributors, suppliers) that affect its ability to earn profits. The business unit should set up a marketing intelligence system to track trends and important developments. For each trend or development, management needs to identify the associated opportunities and threats.INTERNAL ENVIRONMENT ANALYSIS {STREN6THS/WEAKNESSES ANALYSIS} it is one thing to discern attractive opportunities and another to be able to take advantage of these opportunities. Each business needs to evaluate its internal strengths and weaknesses. It can do so by using a form like the one shown in the "Marketing Memo: Check list for Performing Strengths/Weaknesses Analysis." Clearly, the business does not have to correct its weaknesses, nor should it gloat about all its strengths. The big question is whether the business should limit itself to those opportunities where it possesses the required strengths or whether it should consider better opportunities where it might have to acquire or develop certain strengths.Sometimes a business does poorly not because its departments lack the required strengths, but because they do not work together as a team. In one major electronics company, the engineers look down on the salespeople as "engineers who couldn't make it," and the salespeople look down on the service people as "salespeople who couldn't make it." It is therefore critical to assess interdepartmental working relationships as part of the internal environmental audit. Honeywell does exactly this.Goal formulationOnce the company has performed a SWOT analysis, it can proceed to develop specific goals for the planning period. This stage of the process is called goal formulation. Managers use the term goals to describe objectives that are specific with respect to magnitude and time. Mostbusiness units pursue a mix of objectives including profitability, sales growth, market-share improvement, risk containment, innovation, and reputation.Strategic formulationGoals indicate what a business unit wants to achieve; strategy is a game plan for getting there. Every business must design a strategy for achieving its goals, consisting of a marketing strategy, and a compatible technology strategy and sourcing strategy.PORTER'S GENERIC STRATEGIES Michael Porter has proposed three generic strategies that provide a good starting point for strategic thinking: overall cost leadership, differentiation, and focus.OPERATIONAL EFFECTIVENESS AND STRATEGY According to Porter, firms pursuing the same strategy directed to the same target market constitute a strategic group. The firm that carries out that strategy best will make the most profits. Firms that do not pursue a clear strategy and try to be good on all strategic dimensions do the worst. International Harvester went out of the farm equipment business because: it did not stand out in its industry as lowest in cost, highest in perceived value, or best in serving some market segment. Porter drew a distinction between operational effectiveness and strategy?STRATEGIC ALLIANCES Companies are also discovering that they need strategic partners if they hope to be effective.MARKETING ALLIANCES many strategic alliances take the form of marketing alliances. These fall into four major categories.1. Product or service alliances: One company licenses another to produce its product, or two companies jointly market their complementary products or a new product. For instance, H&R Block and Hyatt Legal Services--two service businesses---have also joined together in a marketing alliance.2. Promotional alliances: One company agrees to carry a promotion for another company's product or service. McDonald's, for example, has often teamed up with Disney to offer products related to current Disney films to people buying its food.3. Logistics alliances: One company offers logistical services for another company's product.4. Pricing collaborations: One or more companies join in a special pricing collaboration.Program formulation and implementationOnce the business unit has developed its principal strategies, it must work out detailed supporting programs. If the unit has decided to attain technological leadership, it must plan programs to strengthen its R&D department, gather technological intelligence, develop leading-edge products, train the technical sales force, and develop ads to communicate its technological leadership.Feedback and controlAs it implements its strategy, the firm needs' to track the results and monitor new developments. Some environments are fairly stable from year to year. Other environments evolve slowly in a fairly predictable way. Still other environments change rapidly in major and unpredictable ways. Nonetheless, the company can count on one thing: The marketplace will change; and when it does, the company will need to review and revise its implementation, programs, strategies, or even objectives. Compaq is a good example.The marketing processPlanning at the corporate, division, and business unit levels is an integral part of the marketing process; but to fully understand that process, we must first look at how a company defines its business. The value-delivery sequenceCompanies that subscribe to this traditional view have the best chance of succeeding in economies marked by goods shortages where consumers are not fussy about quality, features, or style. However, the traditional view of the business process will not work in more competitive economies where people face abundant choices. The "mass-market” is actually splintering into numerous micro markets, each with its own wants, perceptions, preferences, and buying criteria. Therefore, the smart competitor must design and deliver offerings for well-defined target markets.Steps in the planning processTo carry out their responsibilities, marketing managers--whether at the corporate, division, business, or product level--follow a marketing process. Working within the plans set by the levels above them, product managers come up with a marketing plan for individual products, lines, brands, channels, or customer groups.The marketing process consists of analyzing marketing opportunities; researching and selecting target markets; designing marketing strategies; planning marketing pro grams; and organizing, implementing, and controlling the marketing effort.NALYZING MARKET OPPORTUNITIES The first task facing Atlas is to identify its potential long-run opportunities given its market experience and core competencies. Atlas can develop its film cameras with better features. It can also consider designing a line of digital cameras or video cameras, or it can use its core competency in optics to design a line of binoculars and telescopes.DEVELOPING MARKETING STRATEGIES Suppose Atlas decides to focus on the consumer market and develop a positioning strategy (see Chapter 11). Should Atlas position its cameras as the "Cadillac" brand, offering a superior camera at a premium price with excellent service and strong advertising? Should it build a simple, low-price camera aimed at more price-conscious consumers? Should it develop a medium-quality, medium-price camera? OnceAtlas decides on its product positioning, it must initiate new-product development, testing, and launching (see Chapter 12).PLANNING MARKETING PROGRAMS To transform marketing strategy into marketing programs, marketing managers must make basic decisions on marketing expend bares, marketing mix, and marketing allocation. First, Atlas must decide what level of marketing expenditures will achieve its objectives. Companies typically establish their marketing budgets as a percentage of the sales goal. A particular company may spend more than normal in the hope of achieving a higher market share. Second, the company has to decide how to divide the total marketing budget among the various tools in the marketing mix: product, price, place, and promotion?MANAGING THE MARKETING EFFORT The final step in the marketing process is organizing the marketing resources and then implementing and controlling the marketing plan. The company must build a marketing organization that is capable of implementing the marketing plan (see Chapter 22). In a small company, one person might carry out all the marketing tasks. Divisions of large companies such as Atlas will have several marketing specialists: salespeople, sales managers, marketing researchers, advertising personnel, product and brand managers, market-segment managers, and customer service personnel.Product planning: the nature and contents of a marketing planEach product level (product line, brand) must develop a marketing plan for achieving its goals. The marketing plan is one of the most important outputs of the marketing process.Marketing plans are becoming more customer- and competitor-oriented and better reasoned and more realistic than in the past. The plans draw more inputs from all the functions and are team-developed. Marketing executives increasingly see themselves as professional managers first, and specialists second. Planning is becoming a continuous process to respond to rapidly changing market conditions. The trends we have discussed so far are in full force in the world of marketing!At the same time, marketing planning procedures and content vary considerably among companies. The plan is variously called a "business plan," a "marketing plan," and sometimes a "battle plan." Most marketing plans cover one year. The plans vary in length from under 5 to over 50 pages. Some companies take their plans very seriously, whereas others see them only as a rough guide to action. Eisenhower once observed: "In preparing for battle I have always found that plans are useless but planning is indispensable." The most frequently cited shortcomings of current marketing plans, according to marketing executives, are lack of realism, insufficient competitive analysis, and a short-run focus. What, then, doesa marketing plan look like? What does it contain?Sample marketing plan: sonic personal digital assistantSonic, a hypothetical start-up company, is getting ready to introduce a new multifunction personal digital assistant (PDA), also known as a handheld computer: Sonic's new product is entering a marketplace crowded with offerings from Palm, Handspring, and other PDA makers. The following is excerpted from the marketing plan that Jane Melody, Sonic's chief marketing officer, has prepared for the coming year.CURRENT MARKETING SITUATION The $3.7 billion PDA market is dominated by Palm, which sold 13 million units in its first five years. Industry wide sales are expected to accelerate for at least the next five years, with multifunction devices attracting an ever-increasing market share. Analysts predict 4 million units in total PDA sales for this year and 5 million for the next year.OPPORTUNITY AND ISSUE ANALYSIS Sonic licenses Palm's operating system rather than using Microsoff's Windows CE operating system. This allows its PDA to work with thousands of Palm-compatible applications and peripherals such as cameras, phones, and global positioning systems---greatly expanding the appeal of its PDA for both consumers and business buyers. Yet increased competition from hybrids such as the cell phone-PDA combinations offered by Mitsubishi, Knocker, and Samsung could slow acceptance of Sonic's model, which can use the optional Palm-compatible cell-phone attachment. Increased competition will complicate Sonic's ability to differentiate the Sonic PDA from competing models. Another threat is the ongoing downward pressure on pricing caused by the proliferation of PDA and hybrid products.Among the issues Sonic must address are: (1) Should it develop a proprietary operating system, switch to the Windows CE system, or continue to pay licensing fees for the Palm system? (2) Should Sonic offer customized applications for business users? (3) Should it create a game-playing peripheral to make the Sonic PDA compatible withMARKETING STRATE6Y on the consumer side, the target market is middle_ to upper. Income professionals who need one portable device to coordinate their busy schedules and communicate with family and colleagues. These consumers prefer lower-priced PDAs with expandable memory and functionality. On the business side, the target market is a mid-to large-sized corporation that wants to help their workforce stay in touch and input or access critical data on the go. These buyers want durable, powerful, easy-to-use PDAs that can operate customized business applications.A company cannot serve all customers in a brood market such as computers numerous and diverse in their buying requirements. A company needs to identify the market segments it can serve effectively. Here we will examine levels of segmentation, patterns of segmentation, market-segmentation procedures, and bases for segmentingconsumer and business markets, and requirements for effective segmentation. Many companies are embracing target marketing. Here sellers distinguish the major market segments, target one or more of these segments, and develop products and marketing programs tailored to each. Instead of scattering their marketing effort (a "shotgun" approach), they focus on the buyers they have the greatest chance of satisfying (a "rifle" approach).Target marketing requires marketers to take three major steps:1 identify an profile distinct groups of buyers who differ in their needs and preferences (market segmentation)2 select one or more market segments to enter (market targeting)3 for each target segment establish and communicate the key distinctive benefit of the company’s market offering (market positi oning).This chapter will focus on the first two steps. In the next chapter, we discuss market positioning.Levels and patterns of market segmentationLevel of market segmentationThe starting point for discussing segmentation is mass marketing in mass marketing, the seller engages in the mass production, mass distribution, and mass promotion of one product for all buyers. Henry Ford epitomized this marketing strategy when he offered the Model-T Ford "art any color, as long as it is black." Coca-Cola also practiced mass marketing when it sold orgy one kind of Coke in a 6.5-ounce bottle.The proliferation of advertising media and distribution channels is making it difficult and increasingly expensive to reach a mass audience. Some claim that mass marketing is dying. Not surprisingly, many companies are turning to micromarketing at one of four levels: segments, niches, local areas, and individuals.SEGMENT MARKETING a market segment consists of a group of customers who share a similar set of wants. Thus we would distinguish between car buyers who are primarily seeking tow-cost basic transportation and those seeking a luxurious driving experience. We must be careful not to confuse a segment and a sector. A car company might say that it will target young, middle-income car buyers The problem is that young, middle-income car buyers will differ about what they want in a car Some will want a low-cost car and others will want an expensive can Young, middle income car buyers is a sector, not a segment.However, even a segment is partly a friction, in that not everyone wants exactly the same thing. Anderson and Narus have urged marketers to present flexible market offerings instead of a standard offering to all members of a segment. A flexible market offering consists of two parts: a naked Solution contouring the product and service elements that all segment member’s value and discretionary that some segment member’s value. Each option might carry an additional charge. For example, Della Airlines offers all economy passengers a seat, food, and soft &inks. It charges economypassengers extra for alcoholic beverages mid earphones. Siemens sees metal-cist boxes whose price includes free delivery and a warranty, but also offers installation, tests, and communication peripherals as extra-cost potholes.NICHE MARKETING A niche is a more narrowly defined group seeking a distinctive mix of benefits. Marketers usually identify clichés by dividing a segment into subset meets. For example, tile segment of heavy smokers includes two niches: those who are trying to stop smelting and those who do not care.An attractive itched is characterized as follows: The customers in the niche have a distinct set of needs; they will pay a plenum to the firm that best satisfies filer needs; the niche is not likely to attract other competitors; the Etcher gains certain economies through specialization; the niche has size, puffin and growth potential.Whereas segments are fairly large and normally attract several competitors, niches are fairly small and normally attract only one or two. Larger companies, such as IBM, lose pieces of their market to Etchers: Dialogic and Lieu labeled this confrontation “guerrillas against coffles? Even some large companies have turned to niche marked son & Johnson, for example, consists of 170 affiliates (business units), mix), of which dominate niche markets. Here are some examples of large companies that have moved into niche marketing.LOCAL MARKETING Target marketing is leading to marketing programs tailored to the needs and wants of local customer groups (trading areas, neighborhoods, even individual stores), Citibank provides different mixes of banking services in its branches, depending on neighborhood demographics. Kraft helps super market chains identify the cheese assortment and shelf positioning that will optimize cheese sales in low-, middle-, and high-income stores, and in different ethnic neighborhoods.Those favoring localizing a company's marketing see national advertising as waste full because it fails to address local needs. Those against local marketing argue that it drives up manufacturing and marketing costs by reducing economies of scale. Logistical problems become magnified when companies try to meet local requirements.A brand's overall image night be diluted if the product and message defter in different localities.INDIVIDUAL CUSTOMER MARKETING the ultimate level of segmentation leads to “segments of one," "customized marketing," or "one-to-one marketing-'m Ultimately, every individual has a unique set of wants and preferences, In past centuries, producers customized their offerings to each customer: The tailor fitted a suit and a cobbler made shoes for each individual. The Industrial Revolution ushered in an era of mass-production: Now companies made standard goods in advance of orders and left it to individuals to fit into whatever was available. Producers moved from built-to-order marketing to build to-stock marketing. Today the information Revolution is enabling a growing number of companies to mass-customize their offerings. Mass-customization is the ability of a company to prepare on a mass basis individually designed products, services, programs, and communications, to meet each customer's requirements. Patterns of market segmentationHere we will consider segment-centered marketing. Market segments can be built up in many ways. One way is to identify preference segments. Suppose ice cream buyers are。

市场营销学泰斗菲利普科特勒营销管理第十一版

▪ Gatekeepers make one of four decisions:
▪ Go ▪ Kill ▪ Hold ▪ Recycle
13
Managing the Development Process: Ideas
▪ Idea Generation
▪ Interacting with Others
▪ What challenges does a company face in developing new products?
▪ What organizational structures are used to manage new-product development?
▪ What are the main stages in developing new products, and how can they be managed better?
7
Organizational Arrangements
▪ New-product deployment requires specific criteria – one company established the following acceptance criteria
▪ The product can be introduced within five years ▪ The product has a market potential of at least
4
Challenges in New-Product Development
▪ Incremental innovation ▪ Disruptive technologies
▪ Why do new products fail?

(NEW)科特勒《营销管理》(第11版)课后习题详解

目　录第1篇　认识营销管理第1章　定义21世纪的营销第2章　新经济中的适应营销第3章　建立顾客满意、价值和关系第2篇　分析营销机会第4章　通过市场导向的战略计划赢得市场第5章　收集信息和测量市场需求第6章　扫描营销环境第7章　分析消费者市场和购买行为第8章　分析企业市场与企业购买行为第9章　参与竞争第10章　辨认市场细分和选择目标市场第3篇　发展营销战略第11章　在产品生命周期中定位和差异化市场供应品第12章　开发新的市场供应品第13章　设计全球市场供应品第4篇　塑造市场供应品第14章　建立产品和品牌战略第15章　设计与管理服务第16章　开发定价战略与方案第5篇　管理和传送营销方案第17章　设计和管理价值网络及营销渠道第18章　管理零售、批发和市场物流第19章　管理整合营销传播第20章　管理广告、销售促进和直接营销第21章　管理销售力量第1篇　认识营销管理第1章　定义21世纪的营销一、营销辩论论点：“营销形成消费者的需要和欲望”对“营销仅仅是反映消费者的需要和欲望”。

答：需要是购买的第一个前提，描述了基本的人类要求，如食品、空气、水、服装、住所、娱乐、教育和文娱生活等；欲望是指人希望得到更深层次的需要的满足，是由需要派生出来的；需求是指针对特定产品的欲望，这种欲望必须满足两个条件：有支付能力并且愿意购买。

关于营销是创造需求还是满足需求，两种说法都有一定的合理性。

（1）营销形成消费者的需要和欲望。

这一论点着重强调了营销在刺激消费者购买方面的积极作用，营销能够影响消费者的需求和欲望，促成消费者的购买行为。

比如，创造营销就是指发现和解决顾客并没有提出要求、但他们会热情响应的问题，也就是公司比顾客走得更远一些。

例如，营销人员增强了消费者这样一个观念：一辆劳斯莱斯可以满足人们对社会地位的需要，于是有支付能力的人在这种增强了的欲望下产生购买。

从这一点出发，可以说营销活动对消费者的需求和欲望有直接的影响。

（2）营销仅仅是反映消费者的需求和欲望。

菲利普科特勒-营销管理-读书笔记

菲利普科特勒-营销管理-读书笔记《营销管理》第11版读书笔记1 第⼀章定义21世纪的营销旧经济（传统经济）：基于⼯业⾰命和管理制造业基础之上新经济：建⽴在数字⾰命和信息管理之上⼀、新经济下的消费者⾏为 1. 购买⼒的巨⼤提⾼ 2. 可选择更多种类的商品和服务3. 轻松获得关于现实世界的⼤量信息 4. 轻松的互动订购与接受订单 5. 对商品和服务的⽐较能⼒迅速增强⼆、新经济下的商家所获得的新能⼒ 1. 在更远的距离运作⼤量的新信息和销售渠道，以促销他们的⽣意和产品； 2. 可以收集关于市场、顾客、预期顾客和竞争者更完备的信息； 3. 为员⼯提供通信便利⽽加快内部交流与沟通； 4. 可以与顾客和预期顾客进⾏有效的双向交流； 5.可以更便利地传送⼴告、赠券、样品和信息给那些有要求的顾客或者允许公司发送这些东西的顾客； 6. 商品和服务传递的个性化； 7. 改进采购、招聘、培训和内外部交流的⽅式； 8. 实际性地改进市场后勤和运营⼯作，降低成本，提⾼准确性和服务质量。

三、营销活动的三个阶段 1. 企业家的营销； 2. 惯例化的营销； 3. 协调式的营销四、营销界⼗种重要概念 1. 商品（goods）; 2. 服务（services）； 3. 体验（experiences）; 4. 事件（events）; 5. ⼈物（persons）； 6. 地点(places)； 7. 财产权(properties)； 8. 组织(organizations)；9. 信息(information)； 10. 观念(ideas)。

五、营销管理定义1、美国市场营销协会：营销是计划和执⾏关于商品、服务和观念、定价、促销和分销，以创造符合个⼈和组织⽬标的交换的⼀种过程。

2、营销管理：作为⼀种艺术和科学，它需要选择⽬标市场，通过创造、传递和传播优质和顾客价值，获得、保持和发展顾客。

六、4Ps vs 4Cs 产品—product 顾客问题的解决—customer solution 价格—price 顾客的成本—customer cost 地点—place 便利—convenience 促销promotion 传播—communication 六、公司对待市场的导向1、⽣产观念：公司致⼒于获得⾼⽣产效率和⼴泛的分销覆盖⾯，⽽认为消费者主要对产品可以买到和价格低廉感兴趣；2、产品观念：认为消费者喜欢⾼质量、多功能和具有某些创意特⾊有产品。

菲利普科特勒《市场营销原理》第11版中文PPT第五章消费者市场与消费者购买行为

四个重要的亚文化群体
拉美裔消费者非裔消费者亚裔消费者老年消费者
社会因素
消费者的购买行为受到诸如小群体、家庭以及社会角色与地位等一系列社会因素的影响。
– 群体 – 家庭 – 角色与地位
个人因素
年龄与生命周期阶段职业经济状况生活方式个性及自我观念
③方案评价（alternative evaluation）——消费者如何来处理信息并选择品牌。
④消费者的购买决策（purchase decision）会是买最喜欢的品牌，但是在购买意向与购买决策之间还会有两种因素起作用：
a) 他人的态度 b) 未预料到的环境因素（预期的收入、预期的价格、期望的产品利益、经济环境等）
第五章
消费者市场与消费者购买行为消费者购买行为（consumer buyer behavior）——是指最终消费者的购买行为，所谓最终消费者是指以消费为目的的购买商品或服务的个人或家庭。所有这些最终消费者构成了消费者市场（consumer market）。
5.1 消费者行为模型
营销和其他刺激因素
5.5 新产品购买决策过程
新产品（new product）是指潜在消费者眼中新的产品、服务或者设计。采用过程（adoption process）——个人初次听到一种创新到最终采用的心理过程。
采用过程的各个阶段
• • • • • • 知晓：知道了新产品，但缺乏相关信息。兴趣：寻找相关新产品的信息。评价：考虑是否试用该创新产品。试用：小规模地试用新产品，并改进对其价值的评价。采用：决定全面地或经常地使用该新产品。
显然，购买过程早在实际购买前就已开始，而在购买后一段时间仍在继续，营销人员应该关注整个购买过程，而不是只注意购买决策。

营销管理_科特勒_第11版中国版_第11章-产品定价：定价策略

MARKETING MANAGEMENT IN CHINA
营销管理（中国版）第11章
产品定价：定价策略
菲利普·科特勒 - 凯文·莱恩·凯勒 - 卢泰宏
Philip Kotler – Kevin Lane Keller – Lu新产品的定价策略
2.解释公司如何找到一个使产品组合总利润最高的价格系列 3.讨论公司如何调整价格以适应不同消费者和情况 4.讨论主动变动价格和适应变动中的关键问题
11.3.1
折扣和折让定价
2.现金折扣 •数量折扣是指鼓励顾客大量购买，一次购买数量或在一定时期内累积数量超过规定数量或金额给予的价格折扣。 •其优点在于鼓励消费者成为企业的长期顾客，降低生产、销售成本。
11.3.1
折扣和折让定价
3.功能折扣 •中间商在产品分销过程中所处的环节不同，其所承担的功能、责任和风险也不同，企业据此给予不同的折扣称为功能折扣。 •功能折扣的比例，主要考虑中间商在分销渠道中的地位、对生产企业产品销售的重要性、购买批量、完成的促销功能、承担的风险、服务水平、履行的商业责任以及产品在分销中所经历的层次和在市场上的最终售价，等等。
满意定价策略（补充）
• 指企业为产品制定不高不低的价格，既能对消费者产生一定的吸引力，又能使企业弥补成本后还有盈利，以使企业和消费者双方都满意的一种定价技巧和措施。
满意定价策略（补充）
• 优点是：适中的价格被认为是合情合理的，能较快被市场接受，消费者也比较满意；可以避免不必要的竞争；价格在弥补成本后还有盈利，使生产经营者也能收回投资，为企业对产品进一步改进并稳步调价奠定了基础。 • 缺点是：这种策略是将产品消极地推向市场，企业往往难以灵活适应瞬息万变的市场。

菲利普科特勒《市场营销原理》第11版中文第七章

目标市场策略
无差异营销策略 (Undifferentiated marketing) 差异营销策略 (Differentiated marketing) 集中营销策略 (Concentrated marketing)
无差异营销（undifferenttiated marketing）策略，公司可以忽略细分市场中的差异，向整个市场提供一套产品或服务。这种营销策略专注于消费者共有的需求，而不是他们的需求差异。
无差异营销（undifferenttiated marketing）策略，公司可以忽略细分市场中的差异，向整个市场提供一套产品或服务。这种营销策略专注于消费者共有的需求，而不是他们的需求差异。
差异化营销（differentiated marketing）策略，公司瞄准几个细分市场，并为每个细分市场提供不同的产品或服务。
• 可接近性（细分市场必须能够接近并提供服务）
• 重要性（细分市场必须足够大，或者能带来足够的盈利）
• 可辨别性（细分市场要在概念上容易区分，对不同的市场营销组合元素和方案有不同的反应）
• 可操作性（必须能够设计有效的方案吸引并服务于细分市场）
三、市场细分要注意的问题
• （一）市场细分有可能增大生产成本和推销费用
目标市场的含义
• 目标市场是指企业的具体服务对象，也就是企业在市场细分之后所形成的若干个子市场中，根据各个子市场的需求状况和企业资源状况，企业决定要进入的那个子市场。或者说是企业拟投其所好和为它服务的那个顾客群。
目标市场应具备的条件
规模应足够大或有相当的发展潜力未被竞争者完全垄断或竞争尚不十
实行这一策略要受到企业资源和管理能力的限制，因此，规模较小和财力有限的企业不能够采用此种策略。

市场营销原理——第十一版

谢谢观看
优秀的内容编辑是这本教材之所以在全世界市场营销基础课中一直被广泛采用的原因，是它之所以在众多教材中脱颖而出的原因。
图书目录
第1部分理解市场营销和市场营销过程.第1章营销:管理有价值的顾客关系1.1什么是营销1.2了解市场和消费者需求1.3设计以顾客为导向的营销战略1.4准备营销计划和项目1.5建立顾客关系1.6从顾客身上获利1.7新的营销视野1.8综合而言,营销到底是什么笛2章企业战略和营销战略:协同构建客户关系2.1公司范围的战略计划:确定营销地位2.2规划营销:相互合作建立客户关系2.3营销战略与营销组合2.4营销活动管理2.5衡量和管理营销回报率第2部分理解市场和消费者第3章营销环境3.1公司的微观环境3.2... [显示全部]
推荐与评论
《市场营销原理》一书的目标是为市场营销基础课提供一本最新、最实用、信息丰富且令人兴奋的教材。这也是它在全球范围内一直被广泛采用,从众多教材中脱颖而出的原因所在。.
第11版建立在四个主题之上: 建立和管理可赢利的客户关系.. 建立和管理强势品牌以创造品牌资产在数字时代应用市场营销技术在全球以对社会负责任的方式开展营销...
市场营销原理——第十一版
20xx年清华大学出版社出荐与评论
02 图书目录 04 作者介绍
《市场营销原理——第十一版》是2007年05月清华大学出版社出版的图书，作者是科特勒。本书是以市场营销基础课为目标来给大众提供一本最新、最实用、信息丰富且令人兴奋的教材。
内容简介
作者介绍
菲利普·科特勒(Philip Kotler)博士生于1931年,是现代营销集大成者,被誉为"现代营销学之父",现任西北大学凯洛格管理学院终身教授,是西北大学凯洛格管理学院国际市场学S·C·强生荣誉教授,具有麻省理工大学的博士、哈佛大学博士后、及苏黎世大学等其它8所大学的荣誉博士学位。现任美国管理科学联合市场营销学会主席,美国市场营销协会理事,营销科学学会托管人,管理分析中心主任,杨克罗维奇咨询委员会成员,哥白尼咨询委员会成员。除此以外他还是许多美国和外国大公司在营销战略和计划、营销组织、整合营... [显示全部]

营销管理_科特勒_第11版中国版_第12章-分销渠道及供应链管理

食品制造企业
批发商A
便民店
百货店
超市
消费者
12.3.4 混合营销系统(MMS)
• 通过增加多渠道营销，公司可以获得三个重要的好处：
• 增加了市场覆盖面――公司不断增加渠道是为了获得顾客细分市场。 • 降低渠道成本――公司可以增加能降低销售成本的新渠道（如采用电话销售而不是销售人员访问小客户）。 • 顾客定制化销售――公司可以增加其销售特征更适合顾客要求的渠道（如利用技术型推销员销售较复杂的设备）。
12.2.1 渠道如何增值？
7，物流(Physical possession)：产品实体从原料到最终顾客的连续的储运工作。 8，付款(Payment)：买方通过银行和其他金融机构向销售者支付账款。 9，所有权转移(title)：所有权从一个组织或个人转移到其他组织或人的实际转移。
10，服务(service)：服务支持是渠道提供的附加的服务（信用、交货、安装、修理）
12.3.1
• • • • •
渠道行为
渠道行为主要有三种：第一是不同品牌的同一渠道之争，第二是同一品牌内部的渠道之争，第三是渠道上游与下游之争。
18
12.3.1
渠道行为
渠道冲突主要有三种:
垂直渠道冲突：即同一渠道中不同层次之间的利害冲突；水平渠道冲突：即存在于渠道同一层次的成员公司之间的冲突；多渠道冲突：即制造商建立的两个以上的渠道同时在同一市场上推销同一产品的冲突。
• 营销渠道的成员执行了一系列重要功能：
1 ，信息 (Information) ：收集和传播营销环境中有关潜在和现行的顾客、竞争对手和其他参与者的营销信息。 2，促销(Promotion)：发送和传播有关供应物的富有说服力的用来吸引顾客的沟通材料。

管理

选用教材营销管理[美]菲利普•科特勒著第十一版上海经济出版社第一章导论：21世纪的市场营销学学习目的：明确从卖方角度定义的市场概念，掌握市场营销的内涵。

领会和理解与市场营销相关的一系列基本概念。

了解市场营销的产生和发展。

认识市场营销学的学科性质，明确宏观市场营销与微观市场营销的研究思路和内容。

认识市场营销对企业经济活动的意义，知晓研究市场营销的主要方法。

教学重点：市场营销的内涵。

教学难点：如何准确理解市场营销的内涵？教学时数：4（讲授、案例、讨论）教学内容与步骤：C h a p t e r1I n t r o d u c t i o n t o t h e M a r k e t i n gKotler on MarketingT h e f u t u r e i s n o t a h e a d o f u s,i t h a s a l r e a d yh a p p e n e d.U n f o r t u n a t e l y i t i s u n e q u a l l y d i s t r i b u t e da m o n g c o m p a n i e s,i n d u s t r i e s,a n d n a t i o n sChapter ObjectivesI n t h i s c h a p t e r,w e f o c u s o n t w o q u e s t i o n s:W h a t i s t h e n e w e c o n o m y l i k e?W h a t a r e t h e t a s k s o f m a r k e t i n g?W h a t a r e t h e m a j o r c o n c e p t s a n d t o o l s o f m a r k e t i n g?H o w a r e c o m p a n i e s a n d m a r k e t e r s r e s p o n d i n g t o t h e n e wc h a l l e n g e s?W h a t a r e c u s t o m e r v a l u e a n d s a t i s f a c t i o n,a n d h o w c a n c o m p a n i e s d e l i v e r t h e m?H o w c a n c o m p a n i e s b o t h a t t r a c t a n d r e t a i n c u s t o m e r s?H o w c a n c o m p a n i e s i m p r o v e b o t h c u s t o m e r a n d c o m p a n y p r o f i t a b i l i t y?Today it is fashionable to talk about the new economy. We hear that businesses are operating in a globalizes economy; that things are moving at a nanosecond pace; that ourmarkets are characterized by hyper-competition; that disruptive technologies are challenging every business; and that business must adapt to the empowered consumer.The old economy seemed simpler it was based on the Industrial Revolution and on man-aging manufacturing industries. Manufacturers applied certain principles and practices for the successful operation of their factories. They standardized products in order to bring down costs. They aimed to continually expand their market size to achieve economies of scale. They tended to replicate their procedures and policies in every geographic market. The goal was efficiency; and to accomplish this, the firm was managed hierarchically, with a boss on top issuing orders to middle managers, who in turn guided the workers.The new economy, in contrast, is based on the digital revolution and the management of information. Information has a number of attributes. It can be infinitely differentiated, customized, and personalized. It can be dispatched to a great number of people who are on a network and it can reach them with great speed. To the extent that the information is public and accessible, people will be better informed and able to make better choices.ⅠD e f i n i n g M a r k e t i n g f o r t h e t w e n t y-f i r s tc e n t u r y1. The new economyThe digital revolution has placed a whole neb' set of capabilities in the hands of consumers and businesses. Consider what consumers have today that they didn’t have yesterday:A substantial increase in buying power. Buyers today are only a click away from comparing competitor prices and product attributes. They can get answers on the Internet in a mater of seconds. They don't need to drive to stores, park, wait on line, and hold discussions with salespeople. On , consumers can even name the price the}, wan t to pay from a hotel room airline ticket, or mortgage and see if there are any willing supplier.Business buyers can run a reverse auction where sellers compete during a given time period to capture the buyer's business. Buyers can join with others to aggregate their purchases to achieve deeper volume discounts.A greater variety of available goods and services. Today a person can order almost anything over the Internet: furniture (Ethan Allen), washing machines (Sears), management consulting ("Ernie'), medical advice (cyberdocs). advertises itself as the world's largest bookstore, with over 3 million hooks; no physical bookstore can match this. Furthermore, buyers can order these goods from anywhere in the world, which helpspeople living in countries with very limited local offerings to achieve great savings.A great amount of information about practically anything. People can read almost any new paper in any language from anywhere in the world. They can access on line encyclopedias, dictionaries, medical information, movie ratings, consumer reports, and countless other information sources.A greater case in interacting and placing and receiving orders. Today's buyers can place orders from home, office, or mobile phone 24 hours a day; 7 days a week, and the orders will be delivered to their home or office quickly.An ability to compare notes on products and services. Today's customers can enter a chat room centered on some area of common interest and exchange information and opinions.Women can visit village to discuss common family problems; movie lovers can visit any number of movie chat rooms to share ideas.Today’s companies so have a new set of capa bilities:Companies can operate powerful new information and sales channel with augmented geographical reach to inform and promote their business and products.Companies can collect fuller and richer information about markets, customers, prospects, and competitors.Companies can facilitate and speed up internal communication among their employees.Companies can have two-way communications with customers and prospects, and more efficient transactions.Companies are now able to sent ads, coupons, samples, and information to customers who have requested these items or have given the company permission to send them.Companies can customize offerings and services to individual customers.Companies can improve purchasing, recruiting, training, and internal and external communications.Companies can substantially improve logistics and operations for substantial cost savings while improving accuracy and service quality.The new capabilities unleashed by the information age will lead to substantially new forms of marketing and business. The industrial age was characterized by mass-production and mass-consumption, stores overstuffed with inventory, ads everywhere, and rampant discounting. The information age promises to lead to more accurate levels of production, more targeted communications, and more relevant pricing.2. Marketing TaskA recent book entitled Radical Marketing praises companies such as Harley-Davidson,Virgin Atlantic Airways, and Boston Beer for succeeding by breaking all the rules o f marketing. Instead of commissioning expensive marketing research, spending huge sums on mass advertising, and operating large marketing departments, these companies stretched their limited resources, stayed in close contact with their customers, and created more satisfying solutions to customer needs. They formed buyers' clubs, used creative public relations, and focused on delivering high product quality and winning long term customer loyalty. (See "Marketing Insight: The Ten Rules of Radical Marketing")We can distinguish three stages through which marketing practice might pass:1. Entrepreneurial marketing: Most complies ate started by individuals who live by their wits. They visualize an opportunity and knock on every door to gain attention.2. Formulated marketing: As small companies achieve success, they inevitably move toward more formulated marketing.3. Entrepreneurial marketing; Many large companies get stuck in formulated marketing, poring over the latest Nielsen numbers, scanning market search reports, trying to fine-tune dealer relations and advertising merges.3. The Scope of MarketingMarketing is typically seen as the task of creating, promoting, and delivering goods and services to consumers and businesses, Marketers alp skilled in stimulating demand for a company's products, but this is too limited a view of the tasks marketers performs. Just as production and logistics professionals are responsible for supply management, marketers are responsible for demand management. Marketing managers seek to influence the level, timing, and composition of demand to meet the organization’s objectives.Marketing people are involved in marketing 10 types of entities: goods, services, experiences, events, persons, places, properties, organizations, information, and ideas4. The Decisions Marketers MakeMarketing managers face a host of decisions, from major ones such as what product features to design into an product, how many salespeople to hire, or how much to spend on advertising, to minor decisions such as the exact wording or color for new packaging. The "Marketing Memo: Marketers' Frequently Asked Questions" lists many of the questions marketing managers ask, which will be examined in this bookThese questions vary in importance in different marketplaces. Consider the following four markets: consumer, business, global, and nonprofit.5. Marketing Concepts and ToolsMarketing boasts a rich array of concepts and tools. We will first define marketing, and then describe its major concepts and tools.Defining marketingWe can distinguish between a social and a managerial definition of marketing. A social definition shows the role marketing plays in society. One marketer said that marketing’s role is to “deliver a higher standard of living”. Here is a social definition that serves our purpose: Marketing is a societal process by which individuals and groups obtain what they need and want through creating, offering, and, freely exchanging products and services of value with others. For a managerial definition, marketing has often been described as "tile art of selling products," but people are surprised when they hear that the most important part of marketing is not selling! Selling is only tile tip of tile marketing iceberg.Core marketing conceptsMarketing can be further understood by defining several of its core concepts.TARGET MARKETS AND SEGMENTATION A marketer can rarely satisfy everyone in a market. Not everyone likes the same soft drink, hotel room, restaurant, automobile, college, and movie. Therefore, marketers start by dividing up tile market. They identify and profile distinct groups of buyers who might prefer or require varying product and services mixes. Market segments can be identified by examining demographic, psycho-graphic, and behavioral differences among buyers. The marketer then decides which segments present tile greatest opportunities--which are its target markets. For each chosen target market, the firm develops a market offering. The offering is positioned in the minds of the target buyers as delivering some central benefit(s).MARKETPLACE, MARKETSPACE, AND METAMARKET Businesspeople often use the term market to cover various groupings of customers They talk about need markets (the diet-seeking market), product markets (fire shoe market), demographic markets (the youth market), and geographic markets (the French market); or they extend the concept to cover other markets, such as voter markets, labor markets, and donor markets.MARKETERS AND PROSPECTS a marketer is someone seeking a response (attention, a purchase, a vote, a donation) from another party, called the prospect. If two parties are seeking to sell something to each other, we call them both marketers.NEEDS, WANTS, AND DEMANDS The marketer must try to understand the target market's needs, wants, and demands, Needs are the basic human requirements, People need food, air, water, clothing, and shelter to survive. People also have strong needs forrecreation, education, and entertainment. These needs become wants when they are directed to specific objects that might satisfy the need.PRODUCT OFFERING AND BRAND Companies address needs by putting forth a value proposition, a set of benefits they offer to customers to satisfy their needs. The intangible value proposition is made physical by an offering, which can be a combination of products, services, information, and experiences.V ALUE AND SATISFACYION The offering will be successful if it delivers value and satisfaction to the target buyer. The buyer chooses between different offerings on the basis of which is perceived to deliver the most value. Value can be seen as primarily a combination of quality, service, and price (QSP), called the customer value triad. Value increases with quality and service and decreases with price.RELATIONSHIPS AND NETWORKS Transaction marketing is part of a larger idea called relationship marketing. Relationship marketing has tile aim of building mutually satisfying long-term relations with key parries--customers, suppliers, distributors--in order to earn and retain their business." Marketers accomplish this by promising and delivering high-quality products and services at fair prices to the other parties over time, Relationship marketing builds strong economic, technical, and social ties among the parties, and it cuts down on transaction costs and time. In the most successful cases, transactions move from being negotiated each time to being a matter of routine.MARKETING CHANNELS to reach a target market, tile marketer uses three kinds of marketing channels. Communication channels deliver and receive messages from target buyers, and include newspapers, magazines, radio, television, mail telephone, bill-boards, posters, fliers, CDs, audiotapes, and tile Internet. Beyond these, communications are conveyed by facial expressions and clothing, the look of retail stores, and many other media. Marketers are increasingly adding dialogue channels (e-marl and toll-free numbers) to counterbalance the more normal monologue channels (such as ads).SUPPL Y CHAIN Whereas marketing channels connect the marketer to the target buyers, the supply chain describes a longer chapel stretching from raw materials to components to final products that are carried to final buyers. The supply chain for women's purses starts with hides, and moves through tanning operations, cutting operations, manufacturing, and the marketing channels bringing products to customers. The supply chain represents a value delivery system. Each company captures only a certain percentage of the total value generated by the supply chain. When a company acquires competitors or moves upstream or downstream, its aim is to capture a higher percentage of supply chain value.COMPETITION competition includes all the actual and potential rival offerings andsubstitutes that a buyer might consider.MARKETING ENVIRONMENT Competition represents only one force in the environment in which the marketer operates. The marketing environment consists of the task environment and the broad environment.MARKEIING PROGRAM The marketer's task is to build a marketing program or plan to achieve the company's desired objectives. 33to marketing program consists of numerous decisions on the mix of marketing tools to use. The marketing mix is the set of marketing tools the firm uses to pursue its marketing objectives in the target market.6. Company Orientations towards the MarketplaceWe have defined marketing management as the conscious effort to achieve desired exchange outcomes with targets markets, but what philosophy should guide a company's marketing efforts? What relative weights should be given to the interests of the organization, the customers, and society? Very often these interests conflict.The production conceptThe production concept is one of the oldest concepts in business. The production concept holds that consumers will prefer products that are widely available and inexpensive. Managers of production-oriented businesses concentrate on achieving high production efficiency, low costs, and mass-distribution. They assume that consumers are primarily interested in product availability and low prices. This orientation makes sense in developing countries, where consumers are more interested in obtaining the product than in its features. It is also used when a company wants to expand the market.The product conceptOther businesses are guided by the product concept, which holds that consumers will favor those products that offer the most quality, performance, or innovative features.Managers in these organizations focus on making superior products and improving them over time. They assume that buyers admire well-made products and can evaluate quality and performance. However, these managers are sometimes caught up in a love affair with their products. Management might commit the "better-mousetrap" fallacy, believing that a better mousetrap will lead people to beat a path to its door. Such was the case when WebTV was launched during Christmas 1996 to disappointing results.The selling conceptThe selling concept is another common business orientation. The selling concept holds that consumers and business, if left alone, will ordinarily not buy enough of the organization’s products. The organization must, therefore, undertake an aggressive selling and promotion effort. This concept assumes that consumers typically show buying inertiaor resistance and must be coaxed into buying. It also assumes that the company has a whole battery of effective selling and promotion tools to stimulate more buying. The selling concept is epitomized by the thinking of Sergio Zyman, Coca-Cola's former vice president of marketing: The purpose of marketing is to sell more stuff to more people more often for more money in order to make more profit.The marketing conceptThe marketing concept emerged in the mid-1950s and challenged the preceding concepts. Instead of a product-centered, "make-and-sell' philosophy, we shift to a customer-centered, "sense-and-respond "philosophy Instead of "hunting," marketing is "gardening”. The job is not to find the right customers for your product, bu t tile right products for your customers. As stated by the famed direct marketer Lester Wunrderman, "Tile chant of the Industrial Revolution was that of file manufacturer who said, 'This is what I make, won't you please buy it.' The call of the Information Age is the consumer asking, that is what I want, and won’t you please make it.The marketing concept holds that the key to achieving its organizational goals consists of the company being more effective than competitors in creating, delivering, and communicating superior customer value to its chosen target markets. It crystallized in the mid-1950s and has been expressed in many colorful ways:"Meeting needs profitably""Find wants and fills them""Love the customer, not the product""Have it your way." (Burger King)"You're the boss." (United Airlines)"Putting people first." (British Airways)"Partners for profit." (Milliken & Company)The customer conceptToday many companies are moving beyond the marketing concept to the customer concept.Whereas companies practicing the marketing concept work at the level of customer segments, a growing number of today's companies are now shaping separate offers, services, and messages to individual customers. These companies collect information on each customer's past transactions, demographics, psychographics, and media and distribution preferences. They hope to achieve profitable growth through capturing a larger share of each customer's expenditures by building high customer loyalty and focusing on customer lifetime value.The ability of a company to deal with customers one at a time has becomepractical as a result of advances in factory customization, computers, the Internet, and database marketing software. Yet the practicing of a one-to-one marketing is not for every company: The required investment in information collection, hardware, and software may exceed the payout. It works best for companies that normally collect a great deal of individual customer information, carry a lot of products that can be cross-sold, carry products that need periodic replacement or upgrading, and sell products of high value.The societal marketing conceptSome have questioned whether the marketing concept is an appropriate philosophy in an age of environmental deterioration, resource shortages, explosive population growth, world hunger and poverty, and neglected social services. Are companies that do an excellent job of satisfying consumer wants necessarily acting in the best long-run interests of consumers and society? The marketing concept sidesteps the potential conflicts among consumer wants, consumer interests, and long-run, societal welfare.7. How Business and Marketing are changingWe can say with some confidence that "the marketplace isn't what it used to be,' It is changing radically as a rest& of major societal forces such as technological advances, globalization, and deregulation. These major forces have created new behaviors and challenges:Customers increasingly expect higher quality and service and some customization. They perceive fewer real product differences and show le~ brand loyalty. They can obtain extensive product information from the Internet and other sources, which permit them to shop more intelligently. They are showing greater prim sensitivity in their search for value.Brand manufacturers are facing intense competition from domestic and foreign brads, which is resulting in rising promotion costs and shrinking profit margins. They are being further buffeted by powerful retailers who command limited shelf space and are putting out their own store brands m competition with national brands.Store-based retailers are suffering. Small retainers are succumbing to the growing power of giant retailers and "category killers."Store-based retailers are facing growing competition from catalog houses; direct-mail firms; newspaper, magazine, and TV direct-to-customer ads; home shopping TV; and e-commerce on the internet. As a result, they are experiencing shrinking margins. In respond, entrepreneurial retailers are building entertainment into stores with coffee bars, lectures, demonstrations, and performances. They are marketing an "experience" rather than a product assortment.Company responses and adjustmentsCompanies are doing a lot of soul-searching and many highly respected companies a changing in a number of ways. Here are some current trends:Reengineering: From focusing on functional departments to reorganizing by key processes, each managed by a multidiscipline team.Outsourcing: From making everything inside the company to buying more goods and services tram outside if they are cheaper anti better. More companies are preferring own brands rather than physical assets; they are recapitalizing. A few companies moving toward outsourcing everything, making them virtual companies owning very few assets and, therefore, earning extraordinary rates of return.E-commerce: From attracting customers to stores and having salespeople call on offices making virtually products available on the internet Consumers can access pictures of products, read the specs, shop among on-line vendors for the bat prices and terms, a click to order and pay. Business-to business purchasing is growing east on the internet. Personal selling can increasingly be conducted electronically, with buyer and sellers seeing each other on their computer screens in real time.Benchmarking: From relying on self-improvement to studying 'world-class performance and adopting "best practices."Alliances: From trying to win alone to forming networks of partner firms.Partner-suppliers: From using many suppliers to using fewer but more reliable suppliers who work closely in a "partnership" relationship with the company.Market-centered: From organizing by products to organizing by market segment.Global and local: From being local to being both global and local, called "glocal."Decentralized: From being managed from the top to encouraging more imitative and “entrepreneurship' at the local level.Marketer responses and adjustmentsMarketers also are rethinking their philosophies, concepts, and tools. Here are the major marketing themes in the new economy:Customer relationship marketing: Prom focusing on transactions to building Long-term profitable customer relationships. Companies focus on their most profitable customers, products, and channels.Customer lifetime value: From making a profit on each sale to making profits by managing life-time sales. Some companies offer to deliver a constantly needed product on a regular basis at a lower price per unit because they will capture the customer's business for a longer period.Customer share: From a focus on gaining market share to a focus on building customer share. A bank aims to increase its share of the customer's wallet; the supermarketaims to capture a larger share of the customer's "stomach." Companies build customer share by offering a larger variety of goods to existing customers. They train their employees in cross-selling and up-selling.Target marketing: From selling to everyone to trying to be the best firm serving well-defined target markets. Target marketing is being facilitated by the proliferation of special-interest magazines, TV channels, and Internet newsgroups.Customization: From selling the same offer in the same way to everyone ill the target market to individualizing and customizing messages and offerings.Customer database: From collecting sales data to building a rich data warehouse of information about individual customers' purchases, preferences, and demographics, and profitability. Companies can then apply data-mining techniques to discover new segments and trends hidden in the data.Integrated marketing communications: From heavy reliance on one communication tool such as advertising or sales force to blending several tools to deliver a consistent brand image to customers at every brand contact.Channels as partners: From thinking of intermediaries as customers to treating them as partners in delivering value to final customers.ⅡB u i l d i n g C u s t o m e r S a t i s f a c t i o n,V a l u e,a n d R e t e n t i o n1.T h e n a t u r e o f h i g h-p e r f o r m a n c e b u s i n e s s e sSome companies navigate all these pitfalls to reach their customer value and satisfaction goals. We call these companies high-performance businesses. The consulting firm of Arthur D. Little proposed a model of the characteristics of a high-performance business. It pointed to the four factors shown in Figure 3.2 as keys to success: stakeholders, processes, resources, and organization.◆ Stake-holdersAs its first stop on the road to high performance, the business must define its stakeholders and their needs. Traditionally, most businesses focused on their stockholders. Today's businesses are increasingly recognizing that unless they nurture other stakeholders-customers, employees, suppliers, distributors, the business may never earn sufficient profits for the stockholders.A company can aim to deliver satisfaction levels above tile minimum fordifferent stakeholders. For example, it might aim to delight its customers, perform well for its employees, and deliver a threshold level of satisfaction to its suppliers. In setting these levels, a company must be careful not to violate the various stakeholder groups' sense of fairness about the relative treatment they are getting.There is a dynamic relationship connecting the stakeholder groups. A smart company creates a high level of employee satisfaction, which leads to higher effort, which leads to higher-quality products and services, which create higher customer satisfaction, which leads to more repeat business, which leads to higher growth and profits, which leads to high stockholder satisfaction, which leads to more investment, and so on. This is the virtuous circle that spells profits and growth.◆ ProcessesA company can accomplish its stakeholder goals only by managing and linking work processes. High-performance companies are increasingly focusing on the need to manage core business processes such as new-product development, customer attraction and retention, and order fulfillment. They are reengineering the work flows and building cross-functional teams responsible for each process.◆ ResourcesTo carry out its business processes, a company needs resources---labor power, materials, machines, information, and energy: Traditionally, companies owned and controlled most of the resources that entered their businesses, but this situation is changing. Some resources under their control ale not performing as well as those that they could obtain hx3m outside. Many companies today outsource less critical resources if they can be obtained at better quality or lower cost. Frequently, outsourced resources include cleaning services, land scoping, and auto fleet management. Kodak even turned over the management of its data processing department to IBM. Here are two examples of successful outsourcing.The key, then, is to own and nurture the core resources and competencies that make up the essence of the business. Nike, for example, does not manufacture its own shoes, because certain Asian manufacturers are more competent in this task; but Nike nurtures its superiority in shoe design and shoe merchandising its two core competencies. We can say that a core competency has three characteristics: (1)It is a source of competitive advantage in that it makes a significant contribution to perceived customer benefits, (2)it has a breadth of applications to a wide variety of markets, and (3)it is difficult for competitors to imitate.。