科特勒 营销管理 第一章 定义21世纪的营销 27页翻译

管理学院营销1001 马高鹏3100806023

Patagonia Patagonia world-class climber Yvon Chouinard founded Patagonia in 1996 by selling rock climbing hardware from the trunk of his car. By the time the company changed its focus to selling soft goods and apparel in the mid-1970s, Patagonia was committed to two main goals:provid[ing], the highest quality gear for outdoor enthusiasts, and “implement[ing] solutiongs to the environmental crisis.”The company gave an “earth tax”of one percent of sales or ten percent of pretax profits(whichever is greater) to “activists who take radical and strategic steps to protect habitat, wilderness, and biodiversity.”However, as Patagonia expanded, many aspects of its operations contributed to the environmental pollution the company worked so hard to counter. After an internal study in the early 1990s, the company sought to use materials and fabrics that would minimize its impact on the environment, such as Synchilla fleece made from recycled plastic bottles and the 100 percent organic cotton used in every cotton pruduct. The corporate culture avidly supports activism, as evidenced by a company program through which employees receive pay to work up to two months in an environmental organization. Patagonia sent 70 of its 900 employees abroad on such trips in 1999.

Patagonia is practicing a form of the societal marketing concept called cause-related marketing. Pringle and Thompson define this as activity by

which a company with an image, product, or service to market builds a relationship or partnership with a “cause,”or a number of “xause,”for mutual benefit.”

Companise see cause-related marketing as an opportunity to enhance their corporate reputation, raise brand awareness, increase customer loyalty, build sales, and increase press coverage. They believe that customers will increasingly look for signs of good corporate citizenship thst go beyond supplying rational and emotional benefits.

How business and marketing are changing

We can say with some confidence that “the marketplace isn’t what it used to be.”It is changing radically as a result 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 less brand loyalty. They can obtain extensive product information from the Internet and other sources, which permits them to shop more intelligently. They are showing greater price sensitivity in their search for value.

Brand manufactures are facing intense competition from domestic and foreign brands, which is resulting in rising promotion costs and shrinking profit margins.

帕特格尼世界级的登山运动员伊冯乔一那得1996年创立了帕特格尼公司。用他的卡车向人们销售攀岩器具。20世纪70年代中期，公司转而销售软件商品和设备，帕特格尼有两个主要目标：为户外运动爱好者提供最高质量的装备：“为人们的野外危险提供援助的解决方案。”公司抽取销售额的1%或税前利润的10%（以哪个多为准）作为“地球税”，支持那些在保护动植物栖息地、荒野和生物多样性中采取积极、富有战略性行动的人。然而，随着帕特格尼的发展，公司在这方面运作很艰难，因为在操作中有许多方面污染了环境。经过90年代早期的一次内部学习，公司使用一些能使对环境的影响最小化的材料和织物。例如用回收的塑料瓶制造的纤维，以及100%的生物棉。公司的文化支持着这种行动。人们可以通过一项公司项目见证，即员工可以带薪去一个环境组织工作两个白天。在1999年，帕特格尼送出900名员工中的70名出国作了这种旅行。

帕特格尼公司在从事一种社会营销观念，它被称为事业-关系营销。波尔林和汤普森把这种模式定义为：在公司中积极的使用一种形象、产品或对市场提供的服务，具有一种“事业”或多种“事业”的，为了相互有关的利益而建立的一种关系或合作关系的活动。”

公司把社会营销观念看做改善他们公司的名声，提升品牌知晓度，增加顾客忠诚，建立销售额，以及增加新闻报道的一个机会。它们认为，顾客将逐渐的寻找在提供理性和情感利益上良好公司形象的典范。

商业和营销正在怎样变化

我们可以充满自信的说：“市场再也不是它过去的那个样子了。”它正在因为受到诸如社会进步、全球化和撤销政府主管等主要社会力量的推动而根本的改变。这些主要的力量已经创造了新行为和新挑战：顾客不断地期望更高的质量和服务以及顾客定制化服务，它们意识到真实的产品差异很少，并显示出较少的品牌忠诚，它们能从互联网和其他的资源中获得广泛的允许它们更理智的购买东西的产品信息，在它们寻找价值的过程中，他们不断显示出极大的价格敏感度。

品牌制造商正面临来自国内和国外品牌的激烈竞争，这不断导致促销成本上升并且降低了利润。