如何建立顧客合作關(guān)系

CompanyandMarketingStrategy:PartneringtoBuildCustomerRelationships公司和營銷策略：合作與建立顧客關(guān)系1第一頁，共二十三頁。Objectives目標(biāo)Understandcompany-widestrategicplanninganditsfoursteps.Learnhowtodesignbusinessportfoliosanddevelopstrategiesforgrowthanddownsizing.Understandmarketing’sroleinstrategicplanningandhowmarketerspartnerwithothers.解釋公司范圍的戰(zhàn)略計(jì)劃及其四個步驟。討論如何規(guī)劃業(yè)務(wù)組合，如何制定成長戰(zhàn)略。解釋職能計(jì)劃戰(zhàn)略，并評價(jià)營銷在戰(zhàn)略計(jì)劃中的地位、作用。2第二頁，共二十三頁。Objectives目標(biāo)Beabletodescribethemarketingprocessandtheforcesthatinfluenceit.Learnthemarketingmanagementfunctions,includingtheelementsofthemarketingplan.描述營銷過程和影響因素。列出營銷管理的職能，包括營銷計(jì)劃的要素。3第三頁，共二十三頁。CaseStudy案例研究Knownforfilms,animation,themeparksandcustomerorientationParksofferavarietyofattractionsaswellascleanliness,order,andwarmthSatisfyingthecustomeriseveryone’sjobDisneyhasgrownviadiversificationSalesandnetincomehavefallenWaltDisneyCompany迪士尼公司Discussion:HowCanDisneyRecover?4第四頁，共二十三頁。StrategicPlanning

戰(zhàn)略計(jì)劃Strategicplanningisdefinedas:“Theprocessofdevelopingandmaintainingastrategicfitbetweentheorganization’sgoalsandcapabilitiesanditschangingmarketingopportunities.”戰(zhàn)略計(jì)劃的定義如下：“創(chuàng)造并且保持組織的目標(biāo)能力與組織不斷變化的營銷機(jī)會之間的戰(zhàn)略配適的過程?！?第五頁，共二十三頁。StrategicPlanning

戰(zhàn)略計(jì)劃Planningactivitiesoccuratthebusinessunit,product,andmarketlevels,andinclude:DefiningthepurposeandmissionSettingobjectivesandgoalsDesigningthebusinessportfolioDevelopingdetailedmarketinganddepartmentalplans計(jì)劃行為要在業(yè)務(wù)單位、產(chǎn)品、和市場三個不同級別上制定。包括：定義公司使命設(shè)定公司目標(biāo)規(guī)劃業(yè)務(wù)組合發(fā)展詳細(xì)的營銷和部門計(jì)劃6第六頁，共二十三頁。StrategicPlanning

戰(zhàn)略計(jì)劃Missionstatementsshould...serveasaguideforwhattheorganizationwantstoaccomplish.be“market-oriented”ratherthan“product-oriented”.beneithertoonarrow,nortoobroad.fitwiththemarketenvironment.bemotivating.使命陳述應(yīng)該指導(dǎo)公司想要完成的任務(wù)。是“市場導(dǎo)向”，不是“產(chǎn)品導(dǎo)向”。寬窄適度適應(yīng)市場環(huán)境。有激發(fā)性。7第七頁，共二十三頁。StrategicPlanning

戰(zhàn)略計(jì)劃Missionstatementsguidethedevelopmentofobjectivesandgoals.Objectivesaredevelopedateachlevelintheorganizationhierarchy.Strategiesaredevelopedtoaccomplishtheseobjectives.使命陳述引導(dǎo)目的和目標(biāo)的發(fā)展。目標(biāo)存在于組織層次的每一水平。策略是為了實(shí)現(xiàn)這些目標(biāo)的。8第八頁，共二十三頁。StrategicPlanning

戰(zhàn)略計(jì)劃Businessportfolio:

“thecollectionofbusinesses

andproductsthatmakeup

thecompany.”Designingthebusinessportfolio

isakeyelementofthestrategicplanningprocess.業(yè)務(wù)` 組合：“選擇組成企業(yè)的商業(yè)和產(chǎn)品?！鄙虡I(yè)組合設(shè)計(jì)是戰(zhàn)略計(jì)劃進(jìn)程的關(guān)鍵因素。9第九頁，共二十三頁。Analyzethecurrentbusinessportfolio

分析當(dāng)前業(yè)務(wù)組合Identifystrategicbusinessunits(SBUs)AssesseachSBU:TheBCGgrowth-sharematrixclassifiesSBUsintooneoffourcategoriesusingthe:MarketgrowthrateSBU’srelativemarketsharewithinthemarket.識別戰(zhàn)略業(yè)務(wù)單元（SBU）接近很一個SBU：波士頓咨詢集團(tuán)成長—份額矩陣將SBU分為四類中的一種，依據(jù)為：市場增長率相對市場份額10第十頁，共二十三頁。BCGGrowth-ShareMatrixStrategicPlanningHighRelative

MarketShareHigh

Market

GrowthLow

Market

GrowthStarsCash

CowsQuestion

MarksDogsLowRelative

MarketShare11第十一頁，共二十三頁。波士頓咨詢集團(tuán)成長—份額矩陣戰(zhàn)略計(jì)劃相對市場份額高市場增長率高市場增長率低明星業(yè)務(wù)現(xiàn)金牛業(yè)務(wù)問題業(yè)務(wù)瘦狗業(yè)務(wù)相對市場份額低12第十二頁，共二十三頁。Shapethefuturebusinessportfolio

構(gòu)造未來的業(yè)務(wù)組合DeterminethefutureroleofeachSBUandchoosetheappropriateresourceallocationstrategy:BuildHoldHarvestDivestSBUschangepositionsovertime決定每一個SBU在未來的角色，并選擇相應(yīng)的資源配置策略：建立持有收獲剝奪SBU的位置隨時(shí)間而改變13第十三頁，共二十三頁。StrategicPlanning

戰(zhàn)略計(jì)劃Matrixapproachestoformalplanningsharemanyproblems:Difficult,time-consuming,andcostlytoimplement.Focusonlyoncurrentbusinesses.Toostronglyemphasizemarketsharegrowthorgrowthviadiversification.用矩陣方法作計(jì)劃有許多問題：困難、費(fèi)時(shí)、實(shí)施起來成本高昂。集中在當(dāng)前業(yè)務(wù)上。過于強(qiáng)調(diào)市場份額的擴(kuò)大或是通過進(jìn)入有吸引力的新市場來獲得增長。14第十四頁，共二十三頁。StrategicPlanning戰(zhàn)略計(jì)劃Designingthebusinessportfolioalsoinvolves:Developingstrategiesforgrowthbyidentifying,evaluating,andselectingpromisingnewmarketopportunities.Product/marketexpansiongridDevelopingstrategiesfordownsizingthebusinessportfolio.設(shè)計(jì)業(yè)務(wù)組合還涉及：通過識別、評價(jià)和選擇市場機(jī)會，并為成長發(fā)展策略。產(chǎn)品/市場擴(kuò)展方格開發(fā)縮小業(yè)務(wù)組合的策略。15第十五頁，共二十三頁。Product/MarketExpansionGridStrategicPlanningExistingProductsNewProductsExisting

MarketsNew

MarketsMarket

PenetrationMarketDevelopmentProductDevelopmentDiversification16第十六頁，共二十三頁。產(chǎn)品—市場擴(kuò)展方格策略計(jì)劃現(xiàn)有產(chǎn)品新產(chǎn)品現(xiàn)在市場新市場市場滲透市場開發(fā)產(chǎn)品開發(fā)多角化17第十七頁，共二十三頁。PlanningMarketing

營銷計(jì)劃Marketingplaysakeyroleinthestrategicplanningprocess.MarketersmustpracticeCRMandPartnerRelationshipManagement.Partneringwithotherdepartmentsinthecompanyaswellasotherfirmsinthemarketingsystemhelpstobuildasuperiorvaluedelivery-network.在策略開發(fā)過程中營銷占重要角色。營銷者必須進(jìn)行顧客關(guān)系管理和合作關(guān)系管理。在營銷系統(tǒng)中，與公司內(nèi)部部門的合作和與外部公司的合作可以幫助建立等于高級價(jià)值傳統(tǒng)網(wǎng)。18第十八頁，共二十三頁。Analyzingmarketingopportunities

分析市場機(jī)會Thestrategicplanning

andbusinessportfolioanalysisprocesseshelptoidentifyandevaluatemarketingopportunities.Thepurposeofthemarketingprocessistohelpthefirmplanhowtocapitalizeontheseopportunities.

戰(zhàn)略計(jì)劃和業(yè)務(wù)組合分析過程可以幫助識別和評價(jià)營銷機(jī)會。營銷過程的目的是幫助公司在這些機(jī)會中進(jìn)行資本化。

19第十九頁，共二十三頁。Selectingtargetmarkets

選擇目標(biāo)市場細(xì)分過程把總體市場分為細(xì)分市場。營銷細(xì)分決定定位于哪能些細(xì)分市場。產(chǎn)品的營銷定位

也隨之確定了。Thesegmentationprocessdividesthetotalmarketintomarketsegments.Targetmarketingdetermineswhichsegment(s)arepursued.Themarketpositioning

fortheproductisthendetermined.20第二十頁，共二十三頁。Developingthemarketingmix

發(fā)展?fàn)I銷組合競爭對手分析幫助引導(dǎo)競爭營銷戰(zhàn)略的發(fā)展。策略通過營銷組合變?yōu)閼?zhàn)術(shù)：“4Ps”–產(chǎn)品、價(jià)格、場所、促銷（賣方觀點(diǎn)）“4Cs”–顧客選擇、成本、便利、溝通（消費(fèi)者觀點(diǎn)）Competitoranalysisguidescompetitivemarketingstrategydevelopment.Strategyleadstotacticsbywayofthemarketingmix:The“FourPs”–product,price,place,promotion(sellerviewpoint)The“FourCs”–customersolution,cost,convenience,andcommunication(customerviewpoint)21第二十一頁，共二十三頁。Managingthemarketingeffort

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