市場(chǎng)營(yíng)銷學(xué),中英第二章

公司和營(yíng)銷戰(zhàn)略：建立良好的客戶關(guān)系

第2章CompanyandMarketingStrategy-PartneringtoBuildCustomerRelationshipsChapter2休息站：概念預(yù)覽解釋公司營(yíng)銷戰(zhàn)略及其四個(gè)步驟討論如何制定業(yè)務(wù)組合以及發(fā)展增長(zhǎng)戰(zhàn)略解釋在制定戰(zhàn)略計(jì)劃時(shí)的作用以及如何同合作伙伴一起創(chuàng)造和傳遞客戶價(jià)值2-3RestStop:PreviewingtheConceptsExplaincompanywidestrategicplanninganditsfourstepsDiscusshowtodesignbusinessportfoliosandgrowthstrategiesExplainmarketing’sroleinstrategicplanningandhowmarketingworkswithitspartnerstocreateanddelivercustomervalue2-4休息站：概念預(yù)覽描述客戶驅(qū)動(dòng)型營(yíng)銷戰(zhàn)略的要素和組合及其影響因素列舉營(yíng)銷管理的功能，包括營(yíng)銷計(jì)劃的要素，討論評(píng)估和管理營(yíng)銷投資回報(bào)的重要性2-5RestStop:PreviewingtheConceptsDescribetheelementsofacustomer-drivenmarketingstrategyandmix,andtheforcesthatinfluenceitListthemarketingmanagementfunctions,includingtheelementsofamarketingplan,anddiscusstheimportanceofmeasuringandmanagingreturnonmarketinginvestment2-6第一站

麥當(dāng)勞新的客戶導(dǎo)向戰(zhàn)略——稱為“制勝計(jì)劃”

失去品牌特征迅速的擴(kuò)張步伐使麥當(dāng)勞不再堅(jiān)守原有的菜單因產(chǎn)品的營(yíng)養(yǎng)品質(zhì)和服務(wù)水平不佳而受到批評(píng)轉(zhuǎn)折從

“成為世界最好快餐店”到“成為顧客最喜歡的餐廳

”股價(jià)、

銷售額、

利潤(rùn)上漲2-7FirstStop-McDonald’s:ACustomer-Focused“PlantoWin”StrategyLossofidentityRapidexpansioncausesMcDonald’stoloseproductfocusFacescriticismfornutritionalqualityandservicestandardsTheturnaroundFrom“beingtheworld’sbestquickservicerestaurant”to“beingourcustomers’favoriteplaceandwaytoeat”Increaseinshareprice,sales,andprofits2-82-9.2-10.圖2.1-戰(zhàn)略規(guī)劃步驟

2-11Figure2.1-StepsinStrategicPlanning2-122-132-14使命陳述

要形成合理的使命陳述，它需要回答以下的問(wèn)題：什么是我們的業(yè)務(wù)?

我們的顧客是誰(shuí)?

我們的顧客注重什么?

我們的業(yè)務(wù)應(yīng)該是什么樣的?

使命陳述應(yīng)該是市場(chǎng)導(dǎo)向而并不是以產(chǎn)品為導(dǎo)向。2-15TheMissionStatementQuestionsthemissionstatementshouldanswerWhatisourbusiness?Whoisourcustomer?Whatdoconsumersvalue?Whatshouldourbusinessbe?Missionstatementsshouldbemarket-oriented,notproduct-oriented2-16思考

根據(jù)上述標(biāo)準(zhǔn)為某房地產(chǎn)中介改寫使命陳述：

“我們賣房子和商業(yè)地產(chǎn)。”

重新改寫該陳述。2-17FuelforThoughtEvaluatethefollowingmissionstatementforarealestateagencyagainstthecriteriapreviouslydiscussed:

“Wesellhousesandcommercialproperty.”Rewritethemissionstatement.2-18確立公司目的和目標(biāo)將使命變成每個(gè)管理層的詳細(xì)支持目標(biāo)市場(chǎng)營(yíng)銷戰(zhàn)略和計(jì)劃必須制定，以支持這些營(yíng)銷目標(biāo)。

2-19亨氏把這些多種多樣的產(chǎn)品業(yè)務(wù)通過(guò)同一使命聯(lián)系起來(lái)，“作為營(yíng)養(yǎng)及健康事業(yè)值得信賴的領(lǐng)導(dǎo)者，純凈食品的鼻祖，亨氏一直在為人類健康和公司可持續(xù)發(fā)展而努力”。SettingCompanyObjectivesandGoalsThemissionshouldbetranslatedintosupportingobjectivesforeachlevelofmanagementMarketingstrategiesandprogramsmustbedevelopedtosupporttheseobjectives2-20Heinztiesitsdiverseproductportfoliotogetherunderthemission:“Asthetrustedleaderinnutritionandwellness,Heinz—theoriginalPureFoodCompany—isdedicatedtothesustainablehealthofpeople,theplanet,andourcompany”2-212-22設(shè)計(jì)業(yè)務(wù)組合公司業(yè)務(wù)組合計(jì)劃包含兩個(gè)步驟：

首先，公司必須分析現(xiàn)有的業(yè)務(wù)組合并決定應(yīng)該增加或削減哪一項(xiàng)業(yè)務(wù)的投資；

其次，必須根據(jù)發(fā)展或削減戰(zhàn)略來(lái)重塑將來(lái)的業(yè)務(wù)組合。

2-23DesigningtheBusinessPortfolioThecompanymustAnalyzeitscurrent

businessportfolioorstrategicbusinessunits(SBUs)anddecidewhichSBUsshouldreceivemore,less,ornoinvestmentDevelopstrategiesforgrowthanddownsizingthatwillshapethefuturebusinessportfolio2-24營(yíng)銷實(shí)踐2-25ESPN的業(yè)務(wù)組合包括：電視電臺(tái)數(shù)字媒體出版物活動(dòng)管理MarketingatWork2-26ESPN’sbusinessportfolioincludesTelevisionRadioDigitalmediaPublishingEventmanagement2-272-28業(yè)務(wù)組合分析

業(yè)務(wù)組合分析的目的公司可以將資源投入到更具盈利性的業(yè)務(wù)上，減少對(duì)弱勢(shì)業(yè)務(wù)的投入。

評(píng)估基準(zhǔn)戰(zhàn)略業(yè)務(wù)單元的市場(chǎng)或產(chǎn)業(yè)的吸引力

戰(zhàn)略業(yè)務(wù)單元在那個(gè)市場(chǎng)和產(chǎn)業(yè)中所處的位置。

2-29PortfolioAnalysisPurposeofportfolioanalysisTodirectresourcestowardmoreprofitablebusinesseswhilephasingoutordroppingweakeronesBasisofevaluationAttractivenessofSBU’smarketorindustryStrengthofSBU’spositionwithinthatmarketorindustry2-30圖2.2-波士頓成長(zhǎng)—份額矩陣2-31Figure2.2-TheBCGGrowth-ShareMatrix2-32波士頓成長(zhǎng)—份額矩陣成長(zhǎng)—份額矩陣定義了四種戰(zhàn)略業(yè)務(wù)單元。明星

需要較大的投資來(lái)支撐較快的成長(zhǎng)

金牛

需要較少的投資來(lái)維持現(xiàn)有市場(chǎng)份額

問(wèn)題

需要大量的現(xiàn)金流來(lái)維持現(xiàn)有份額

瘦狗

不一定會(huì)成為大的現(xiàn)金流來(lái)源

2-33BCGGrowth-ShareMatrixStrategiesforcategoriesoftheBCGMatrixStarsneedheavyinvestmentstofinancetheirrapidgrowthCashcowsneedlessinvestmenttoholdtheirmarketshareQuestionmarksrequirealotofcashtoholdtheirshare,letaloneincreaseitDogsdonotpromisetobelargesourcesofcash2-34圖2.3-產(chǎn)品／市場(chǎng)擴(kuò)張矩陣

2-35Figure2.3-TheProduct/MarketExpansionGrid2-362-372-382-392-40增長(zhǎng)戰(zhàn)略2-41UnderArmour（安德瑪）通過(guò)其多管齊下的戰(zhàn)略實(shí)現(xiàn)飛速增長(zhǎng)。DevelopingStrategiesforGrowth2-42UnderArmourhasgrownatablisteringrateunderitsmultiprongedgrowthstrategy精簡(jiǎn)業(yè)務(wù)通過(guò)削減利潤(rùn)較少或不符合公司整體戰(zhàn)略的產(chǎn)品來(lái)減少業(yè)務(wù)組合實(shí)施精簡(jiǎn)戰(zhàn)略的原因：公司的快速成長(zhǎng)缺少市場(chǎng)經(jīng)驗(yàn)市場(chǎng)環(huán)境的變化特定產(chǎn)品的減少2-43DownsizingReducesthebusinessportfoliobyeliminatingproductsofbusinessunitsthatarenotprofitableorthatnolongerfitthecompany’soverallstrategyReasonsfordownsizingRapidgrowthofthecompanyLackofexperienceinamarketChangeinmarketenvironmentDeclineofaparticularproduct2-44營(yíng)銷規(guī)劃

營(yíng)銷在公司戰(zhàn)略規(guī)劃中起了重要的作用為公司戰(zhàn)略提供了指導(dǎo)準(zhǔn)則幫助戰(zhàn)略規(guī)劃者識(shí)別市場(chǎng)機(jī)會(huì)和評(píng)估公司抓住機(jī)會(huì)的潛力在單個(gè)業(yè)務(wù)部門內(nèi)，營(yíng)銷者設(shè)計(jì)策略來(lái)達(dá)到業(yè)務(wù)目標(biāo)

2-45PlanningMarketing

MarketingplaysakeyroleinstrategicplanningbyProvidingaguidingphilosophyforthecompanystrategyProvidinginputstostrategicplannersDesigningstrategiestohelpindividualbusinessunitsreachtheirobjectives2-46創(chuàng)造客戶價(jià)值營(yíng)銷人員必須進(jìn)行合作者關(guān)系管理與合作者緊密合作以為顧客提供有效的價(jià)值鏈

與營(yíng)銷系統(tǒng)中的其他公司緊密合作來(lái)建立優(yōu)越的價(jià)值傳遞網(wǎng)絡(luò)

2-47CreatingCustomerValue

MarketersmustpracticepartnerrelationshipmanagementWorkingwithpartnersinternallywithinthecompanycancreateaneffectivevaluechainWorkingwithexternalpartnersinthemarketingsystemhelpstoformasuperiorvaluedeliverynetwork2-482-492-50與公司其他部門合作沃爾瑪依靠其價(jià)值鏈—即公司全部部門協(xié)調(diào)合作的作用來(lái)幫助消費(fèi)者“節(jié)省金錢，生活的更好”。2-51PartneringwithOtherCompanyDepartmentsWal-Mart’sabilitytohelpbuyers“Savemoney.Livebetter”dependsonthecontributionsofitsvaluechain–peopleinallofthecompany’sdepartments2-522-532-542-552-56圖2.4-營(yíng)銷戰(zhàn)略和營(yíng)銷組合的管理

2-57Figure2.4-ManagingMarketingStrategiesandtheMarketingMix2-582-59.2-60.2-612-622-63

2-64

市場(chǎng)差異化和定位

2-65Burt’sBees提供“對(duì)地球友好的個(gè)人護(hù)理產(chǎn)品，為了更高尚的利益”這種有欺騙性的陳述形成了公司產(chǎn)品營(yíng)銷戰(zhàn)略的基石MarketDifferentiationandPositioning2-66Burt’sBeesoffers“EarthfriendlynaturalpersonalcareproductsforTheGreaterGood”,adeceptivelysimplestatementthatformsthebackboneofitsmarketingstrategy營(yíng)銷實(shí)踐2-67Allegiant（忠實(shí)航空）的“到達(dá)他們?nèi)ゲ涣说牡胤健敝铝τ谔峁┍黄渌?jìng)爭(zhēng)對(duì)手忽視的服務(wù)目標(biāo)客戶為不坐飛機(jī)的消費(fèi)者M(jìn)arketingatWork2-68Allegiant’s“Gowheretheyain’t”strategyfocusesonservingnichesneglectedbycompetitorsTargetscustomerswhomightnototherwisefly2-69.2-70.圖2.5-營(yíng)銷組合的4P2-71Figure2.5-TheFourPsoftheMarketingMix2-72營(yíng)銷組合的4P和4C4Ps–賣方觀點(diǎn)產(chǎn)品價(jià)格渠道促銷2-734Cs–買方觀點(diǎn)顧客解決方案顧客成本舒適溝通The4Psandthe4Csof

theMarketingMix4Ps-Seller’sviewProductPricePlacePromotion2-744Cs-Buyer’sviewCustomerSolutionCustomerCostConvenienceCommunication圖2.6-營(yíng)銷分析、計(jì)劃、實(shí)施和控制2-75Figure2.6-ManagingMarketing:Analysis,Planning,Implementation,andControl2-76圖2.7–SWOT分析2-77Figure2.7-SWOTAnalysis2-78營(yíng)銷計(jì)劃行政總結(jié)目前的營(yíng)銷努力威脅和機(jī)會(huì)分析目標(biāo)市場(chǎng)戰(zhàn)略行動(dòng)方案預(yù)算控制2-79ContentsofaMarketingPlanExecutivesummaryCurrentmarketingsituationAnalysisofthreatsandopportunitiesObjectivesandissuesMarketingstrategyActionprogramsBudgetsControls2-80思考外部因素–包括經(jīng)濟(jì)、技術(shù)、社會(huì)、法律、政治和競(jìng)爭(zhēng)環(huán)境所引起的變化趨勢(shì)為許多企業(yè)帶了威脅或創(chuàng)造了機(jī)會(huì)

問(wèn)題：近些年的技術(shù)變革為市場(chǎng)中的商品和服務(wù)帶來(lái)了哪些影響？

2-81FuelforThoughtExternalfactors–includingtrendsstemmingfromtheeconomic,technological,social,legal-political,andcompetitiveenvironments–mayrepresentthreatsoropportunitiestomanybusinessesHowhaverecenttechnologicalchangesimpactedthemarketingofvariousgoodsandservices?2-822-832-84營(yíng)銷部門功能組織形式每個(gè)營(yíng)銷活動(dòng)均由功能專家領(lǐng)導(dǎo)地域組織形式銷售和營(yíng)銷人員被分派到特定的國(guó)家或地區(qū)2-85OrganizingMarketingDepartmentsFunctionalorganizationEachmarketingactivityisheadedbyafunctionalspecialistGeographicorganizationSalesandmarketingpeopleareassignedtospecificcountries,regions,and/ordistricts2-86營(yíng)銷部門產(chǎn)品組織形式為某產(chǎn)品設(shè)計(jì)的完整的戰(zhàn)略規(guī)劃和營(yíng)銷計(jì)劃由一個(gè)特定的人員完成市場(chǎng)組織形式營(yíng)銷經(jīng)理負(fù)責(zé)特定的市場(chǎng)或一類顧客

聯(lián)合組織形式對(duì)上述四種形式的總和運(yùn)用2-87MarketingDepartmentOrganizationProductmanagementorganizationOnepersonisgivenresponsibilityforcompletestrategyandmarketingprogramforasingleproductMarketorcustomerorganizationManagerresponsibleforparticularmarketortypeofcustomer(e.g.,governmentbuyers)CombinationorganizationUsessomecombinationofthepreviousfourapproaches2-882-892-90營(yíng)銷控制2-91MarketingControl2-92營(yíng)銷投資回報(bào)

營(yíng)銷投資的純收益除以營(yíng)銷投入的成本營(yíng)銷回報(bào)通過(guò)以下方法計(jì)算：標(biāo)準(zhǔn)市場(chǎng)表現(xiàn)指標(biāo)

品牌感知、銷售、市場(chǎng)份額基于客戶的指標(biāo)獲取新客戶、保留客戶、客戶生命周期和客戶價(jià)值2-93ReturnonMarketingInvestmentThenetreturnfromamarketinginvestment(MarketingROI)dividedbythecostsofthemarketinginvestmentMarketingROIisassessedusingStandardmarketingperformancemeasuresBrandawareness,sales,marketshareCustomer-centeredmeasuresCustomeracquisition,customerretention,customerlifetimevalue,customerequity2-94圖2.8-營(yíng)銷回報(bào)2-95營(yíng)銷投資營(yíng)銷回報(bào)提高客戶價(jià)值和滿意度增強(qiáng)對(duì)客戶的吸引力增加客戶保留率增加客戶終生價(jià)值和客戶資產(chǎn)從營(yíng)銷投資中得到回報(bào)營(yíng)銷投資的成本Figure2.8-ReturnonMarketingInvestment2-96休息站:概念回顧解釋公司層戰(zhàn)略計(jì)劃及其四個(gè)步驟。討論如何設(shè)計(jì)業(yè)務(wù)組合和開發(fā)增長(zhǎng)戰(zhàn)略。

評(píng)估營(yíng)銷在戰(zhàn)略計(jì)劃中的地位，了解營(yíng)銷人員如何與其他合作者共同為客戶創(chuàng)造價(jià)值。2-97RestStop:ReviewingtheConceptsExplaincompanywid