市場學學習課件

市場學學習課件第1頁/共49頁WhatMarketSegmentationMeansMarketsegmentsProductdifferentiationSegmentation:LinkingNeedstoActionsWHYSEGMENTMARKETS?第2頁/共49頁FIGURE9-1Marketsegmentationlinksmarketneedtoanorganization’smarketingprogram第3頁/共49頁WhatMarketSegmentationMeans(cont.)HowReebok’sSegmentationStrategyDevelopedWHYSEGMENTMARKETS?第4頁/共49頁?2006McGraw-HillRyersonLtd.Allrightsreserved.FIGURE9-2Market-productgridshowinghowdifferentReebokshoesreachsegmentsofcustomerswithdifferentneeds第5頁/共49頁WhatMarketSegmentationMeans(cont.)UsingMarket-ProductGridsWHYSEGMENTMARKETS?第6頁/共49頁WhentoSegmentMarketsOneProductandMultipleMarketSegmentsMultipleProductsandMultipleMarketSegmentsSegmentsofOne:MassCustomizationWHYSEGMENTMARKETS?第7頁/共49頁Step1:GroupPotentialBuyersintoSegmentsCriteriatoUseinFormingtheSegmentsPotentialforincreasedprofitandROISimilarityofneedsofpotentialbuyerswithinasegmentDifferenceofneedsofbuyersamongsegmentsFeasibilityofamarketingactiontoreachasegmentSimplicityandcostofassigningpotentialbuyerstosegmentsSTEPSINSEGMENTING

ANDTARGETINGMARKETS第8頁/共49頁Step1:GroupPotentialBuyersintoSegments(cont.)WaystoSegmentConsumerMarketsGeographicSegmentationDemographicSegmentationPsychographicSegmentationBehaviouralSegmentationSTEPSINSEGMENTING

ANDTARGETINGMARKETS第9頁/共49頁FIGURE9-4

SegmentationvariablesandbreakdownsforCanadianconsumermarkets第10頁/共49頁WaystoSegmentConsumerMarkets(cont.)BehaviouralSegmentationUsagerate80/20ruleSTEPSINSEGMENTING

ANDTARGETINGMARKETS第11頁/共49頁WaystoSegmentOrganizationalMarketsGeographicalsegmentationDemographicsegmentationBehaviouralsegmentationSTEPSINSEGMENTING

ANDTARGETINGMARKETS第12頁/共49頁?2006McGraw-HillRyersonLtd.Allrightsreserved.FIGURE9-5DimensionsusedtosegmentCanadianorganizationalmarkets第13頁/共49頁?2006McGraw-HillRyersonLtd.Allrightsreserved.XeroxAdWhichvariablesshouldbeusedtosegmenttheorganizationalmarket?第14頁/共49頁Step2:GroupProductstoBeSoldintoGroupsStep3:DevelopaMarket-ProductGridandEstimateSizeofMarketsSTEPSINSEGMENTING

ANDTARGETINGMARKETS第15頁/共49頁?2006McGraw-HillRyersonLtd.Allrightsreserved.FIGURE9-6Selectingatargetmarketforyourfast-foodrestaurantnexttoanurbanuniversity(targetmarketisshaded)第16頁/共49頁Step4:SelectTargetMarketsCriteriatoUseinPickingtheTargetSegmentsMarketsizeExpectedgrowthCompetitivepositionCostofreachingthesegmentCompatibilitywithobjectivesandresourcesChoosetheSegments STEPSINSEGMENTING

ANDTARGETINGMARKETS第17頁/共49頁Step5:TakeMarketingActionstoReachTargetMarketsYourWendy’sSegmentationStrategySTEPSINSEGMENTING

ANDTARGETINGMARKETS第18頁/共49頁?2006McGraw-HillRyersonLtd.Allrightsreserved.FIGURE9-7Advertisingactionstoreachspecificstudentsegments第19頁/共49頁Step5:TakeMarketingActionstoReachTargetMarkets(cont.)Apple’sEver-ChangingSegmentationStrategySTEPSINSEGMENTING

ANDTARGETINGMARKETS第20頁/共49頁?2006McGraw-HillRyersonLtd.Allrightsreserved.AppleII第21頁/共49頁Market-ProductSynergies:ABalancingActMarketingsynergiesProductsynergiesSTEPSINSEGMENTING

ANDTARGETINGMARKETS第22頁/共49頁TwoApproachestoProductPositioningProductPositioningUsingPerceptualMapsPositioningMilkDrinksforChildrenRepositioningChocolateMilkforAdultsPOSITIONINGTHEPRODUCT第23頁/共49頁?2006McGraw-HillRyersonLtd.Allrightsreserved.FIGURE9-8Usingpositioningandperceptualmapstoincreasemilksalestochildrenandadults.第24頁/共49頁?2006McGraw-HillRyersonLtd.Allrightsreserved.FIGURE9-9Strategiesforpositioningdairydrinksforkidsandrepositioningchocolatemilktoreachadults.第25頁/共49頁MarketpotentialorIndustrypotentialSalesforecastorCompanyforecastJudgementsoftheDecisionMakerDirectforecastLost-horseforecastSALESFORECASTINGTECHNIQUES第26頁/共49頁SurveysofKnowledgeableGroupsSurveyofbuyers’intentionsforecastSalesforcesurveyforecastSALESFORECASTINGTECHNIQUES第27頁/共49頁StatisticalMethodsTrendextrapolationLineartrendextrapolationSALESFORECASTINGTECHNIQUES第28頁/共49頁?2006McGraw-HillRyersonLtd.Allrightsreserved.FIGURE9-10LineartrendextrapolationofsalesrevenuesofXerox,madeatthestartof2000.第29頁/共49頁Thegroupsthatresultfromtheprocessofmarketsegmentation;thesegroupsideally(1)havecommonneedsand(2)willrespondsimilarlytoamarketingaction.MarketSegments第30頁/共49頁Astrategywithtwodifferentbutrelatedmeanings.Itsbroadestmeaninginvolvesafirm’susingdifferentmarketingmixactivitiestohelpconsumersperceivetheproductasbeingdifferentandbetterthancompetingproducts.Itsnarrowermeaninginvolvesafirm’ssellingtwoormoreproductswithdifferentfeaturestargetedtodifferentmarketsegments.ProductDifferentiation第31頁/共49頁Frameworktorelatethesegmentofamarkettoproductsofferedorpotentialmarketingactionsbythefirm.Market-ProductGrid第32頁/共49頁Theincreasedcustomervalueachievedthroughperformingorganizationalfunctionsmoreefficiently.Synergy第33頁/共49頁Quantityconsumedorpatronage—storevisits—duringaspecificperiod,variessignificantlyamongdifferentcustomergroups.UsageRate第34頁/共49頁Aconceptthatsuggests80percentofafirm’ssalesareobtainedfrom20percentofitscustomers.80/20Rule第35頁/共49頁Theplaceanofferingoccupiesinconsumers’mindsonimportantattributesrelativetocompetitiveofferings.ProductPositioning第36頁/共49頁Ameansofdisplayingorgraphingintwodimensionsthelocationofproductsorbrandsinthemindsofconsumers.PerceptualMap第37頁/共49頁Thetotalsalesofaproductthatafirmexpectstosellduringaspecifiedtimeperiodunderspecifiedenvironmentalconditionsanditsownmarketingefforts.CompanyForecast第38頁/共49頁Estimatingthevaluetobeforecastwithoutanyinterveningsteps.DirectForecast第39頁/共49頁Themaximumtotalsalesofaproductbyallfirmstoasegmentduringaspecifiedtimeperiodunderspecifiedenvironmentalconditionsandmarketingeffortsofthefirms.IndustryPotential第40頁/共49頁Thepatternisdescribedwithastraightline.LinearTrendExtrapolation第41頁/共49頁Startingwiththelastknownvalueoftheitembeingforecast,listingthefactorsthatcouldaffecttheforecast,assessingwhethertheyhaveapositiveornegativeimpact,andmakingthefinalforecast.Lost-HorseForecast第42頁/共49頁Maximumtotalsalesofaproductbyallfirmstoasegmentduringaspecifiedtimeperiodunderspecifiedenvironmentalconditionsandmarketingeffortsofthefirms(alsocalledindustrypotentia