Pre-Purchaseuation（英文）(共21頁(yè)).ppt

1、Copyright 2001 Houghton Mifflin Company. All rights reserved.Copyright 2001 Houghton Mifflin Company. All rights reserved.lHigh effort evaluation processlLow effort evaluation processlContextual effect and decision makingCopyright 2001 Houghton Mifflin Company. All rights reserved.All brands in prod

2、uct classUnknown brandsKnown brandsBrands found accidentallyBrands found throughsearchBrandsrecalledfrom memoryUnrecalledbrandsInept set(unacceptable)Inert set(indifference)ConsiderationsetChoiceJUDGMENT AND DECISION MAKINGCopyright 2001 Houghton Mifflin Company. All rights reserved.Copyright 2001 H

3、oughton Mifflin Company. All rights reserved.lMultiattribute Models (or weighted additive rule)AbIAibiIIbiibiini()xA ttitu d e to w a rd b ra n d B e lie f s tre n g th a s s o c ia te d w ith a ttrib u te Im p o rta n c e o f a ttrib u te 1Copyright 2001 Houghton Mifflin Company. All rights reserve

4、d.Evaluative criteriaEpsonCanonCompaqSamsungIBMToshibaImportancePrice53342130Weight34543425Processor55525510Battery life13141505After-sale support33435310Display quality33353320* evaluations: 1 = very poor; 5 = very good, Evaluations of brands as good or bad based on information retrieved from memor

5、y or generated through external search. Importance weights based on needs, values, goals, problem recognitionScore for Samsung Score for Epson30 * 4 = 12030 * 5 = 15025 * 4 = 10025 * 3 = 75 10 * 2 = 2010 * 5 = 5005 * 4 = 2005 * 1 = 0510 * 3 = 3010 * 3 = 3020 * 5 = 10020 * 3 = 60 _ _ 390 370 Copyrigh

6、t 2001 Houghton Mifflin Company. All rights reserved.lAdditive Difference ModellBrands Compared by Attribute, Two at a TimelDifferences Added Up as Decision Maker Proceeds by Attribute; e.g.: EpsonCanon DiffPrice 5 3 2Weight 3 4 -1Processor 5 5 0Battery Life 1 3 -2After Sale Support 3 3 0Display Qua

7、lity 3 3 0 -TOTAL -1 (Canon is marginally better)Copyright 2001 Houghton Mifflin Company. All rights reserved.lConjunctive Models (Weight on Negative Info)lMinimum Cutoffs Set for Each Attribute (Reject if Below Cutoff)lNeed Additional Rule to Rule Out Remaining Alternatives (If More Than One)lDisju

8、nctive Model (Weight on Positive Info)lAcceptable Levels for Attributes Decided (Reject if Below Cutoff) lDecision Based on Several, but Not All, Important AttributesCopyright 2001 Houghton Mifflin Company. All rights reserved.lLexicographic ModellAttributes ordered by importancelIf one alternative

9、dominates on that attribute, it is chosen; otherwise, proceed to next most important attributelI want to get the brand that does best on the attribute(s) most important to me.lElimination by Aspects (EBA)lAttributes ordered by importance; alternatives acceptable on first attribute proceed to evaluat

10、ion on further attributeslI will eliminate any brands that have a value of 3 or below, beginning with the most important attribute.Copyright 2001 Houghton Mifflin Company. All rights reserved.lConsumers may use multiple decision-making strategieslEmotions and imagery often accompany rational, cognit

11、ive analysisALL ALTERNATIVESNON-COMPENSATORYEVALUATIONCOMPENSATORYEVALUATIONSURVIVINGALTERNATIVESCopyright 2001 Houghton Mifflin Company. All rights reserved.lConsumers tend to employ very simple heuristics or choice tactics in making decisions when motivation and ability are low, e.g.,ldecision is

12、of limited importancelFew product differences perceivedlDistractions or time constraints Copyright 2001 Houghton Mifflin Company. All rights reserved.lHeuristic: A simplified decision rule frequently employed by consumers to make a satisfactory decision of limited importance. In a heuristic, some av

13、ailable information is not processed.Copyright 2001 Houghton Mifflin Company. All rights reserved.lRepresentativeness: Comparison to known alternativeslAvailability: More accessible or vivid impressions are more impactful Copyright 2001 Houghton Mifflin Company. All rights reserved. Performance-rela

14、ted tactics Habit tactics Choose the product that you think works best - that provides the best level of performance. Select the one you typically buy as long as it is satisfactory.If choosing among familiar products. Variety seeking tactics Normative tactics Price-tactics Choose something different

15、. Live a little! Choose the one others recommend. Buy the least expensive (or the most expensive, depending on your beliefs about relationship between price and quality).If choosing among unfamiliar products.Copyright 2001 Houghton Mifflin Company. All rights reserved.lHabit: consumer picks product

16、without much thought; may be due to conveniencelLoyalty: consumer actively seeks out productCopyright 2001 Houghton Mifflin Company. All rights reserved.lMultibrand loyaltylHow strong?.or the lack of itCopyright 2001 Houghton Mifflin Company. All rights reserved.lImpulse BuyinglUnplanned, spur-of-th

17、e-moment action triggered by in-store display or promotionlVariety SeekinglBrand shifts because bored with current brand or because of special offerlconsumers may still satisfied with their existing brands Copyright 2001 Houghton Mifflin Company. All rights reserved.lDecision-making context may infl

18、uence the decision/evaluation processlContext factors include:ltask characteristicsldecision framing Copyright 2001 Houghton Mifflin Company. All rights reserved.lThe Consideration SetlAttraction EffectlExtremeness AversionlAvailability of InformationlInformation OverloadCopyright 2001 Houghton Mifflin Company. All rights reserved.Consider the following two choice conditions:lCondition 1:lcoupon A: buy a jar of spaghetti sauce for $1.89 and get a can of soup FREE (a 49-cent value)