營(yíng)銷(xiāo)核心概念課件

12五月2024營(yíng)銷(xiāo)核心概念FlowStructureina

ModernExchangeEconomyT2GovernmentmarketsManufacturermarketsConsumermarketsIntermediarymarketsResourcemarketsTaxes,goodsMoneyMoneyServices,moneyServices,moneyTaxesTaxes,goodsServices,moneyServicesTaxes,goodsGoods,servicesGoods,servicesResourcesMoneyMoneyResourcesFig.1.05ActorsandForcesina

ModernMarketingSystemT3EnvironmentSuppliersCompany(marketer)Marketinginter-mediariesEnd-usermarketCompetitorsFig.1.06SellingandMarketing

ConceptsContrastedT4FactoryExistingproductsSellingandpromotionProfitsthroughsalesvolumeTargetmarketIntegratedmarketingProfitsthroughcustomersatisfactionCustomerneedsStartingpointFocusMeansEnds(b)Themarketingconcept(a)ThesellingconceptFig.1.07EvolvingViewsofMarketing’sRoleT5aa.Marketingasanequalfunctionb.MarketingasamoreimportantfunctionFinanceProductionMarketingHumanresourcesFinanceHumanresourcesMarketingProductionFig.1.09EvolvingViewsofMarketing’sRoleT5bFig.1.09c.Marketingasthemajorfunctiond.ThecustomerasthecontrollingfactorMarketingFinanceHumanresourcesProductionCustomerHumanresourcesFinanceProductionMarketingEvolvingViewsofMarketing’sRoleT5cFig.1.09e.ThecustomerasthecontrollingfunctionandmarketingastheintegrativefunctionCustomerMarketingProductionHumanresourcesFinanceDeterminantsofCustomerDeliveredValueProductvalueServicesvaluePersonnelvalueImagevalueMonetarycostTimecostEnergycostTotalcustomervalueT6PsychiccostTotalcustomercostCustomerdeliveredvalueT6Fig.2.01TheGenericValueChainFig.2.03T7PrimaryActivitiesSupportActivitiesFirminfrastructureHumanresourcemanagementTechnologydevelopmentProcurementInboundlogisticsOutboundlogisticsMarketingandsalesServiceOpera-tionsMarginMarginLeviStrauss’

Value-DeliveryNetworkT8OrderDuPont(Fibers)Milliken(Fabric)Levi’s(Apparel)Sears(Retail)Competitionisbetweennetworks,notcompanies.Thewinneristhecompanywiththebetternetwork.Fig.2.04CustomerOrderOrderOrderDeliveryDeliveryDeliveryDeliveryLevelsofRelationshipMarketingFig.2.06T9Manycustomers/distributorsMediumnumberofcustomers/distributorsFewcustomers/distributorsAccountableProactivePartnershipProactiveAccountableReactiveAccountableReactiveBasicorreactiveHighmarginMediummarginLowmarginTheProfitTriangleFig.2.08T10ProfitValuecreationCompetitiveadvantageInternaloperationsStrategicPlanning,Implementation,andControlProcessT11CorporateplanningDivisionplanningBusinessplanningProductplanningOrganizingImplementingMeasuringresultsDiagnosingresultsTakingcorrectiveactionFig.3.01PlanningImplementationControlTheBostonConsultingGroup’sGrowth-ShareMatrixT123?10x4x2x1.5x1x20%-18%-16%-14%-12%-10%-8%-6%-4%-2%-0MarketgrowthrateRelativemarketshareStarsCashcowQuestionmarksDogs???5421687.5x.4x.3x.2x.1xFig.3.03MarketAttractiveness:Competitive-PositionPortfolioClassificationFig.3.04T13StrongMediumWeakBUSINESSSTRENGTHMARKETATTRACTIVENESS5.003.672.331.00LowMediumHighHydraulicpumpsJointsClutchesFlexiblediaphragmsAerospacefittingsFuelpumpsReliefvalve1.002.333.675.00Invest/growSelectivity/earningsHarvest/divestTheStrategic-PlanningGapFig.3.05T14DesiredsalesDiversificationgrowthIntegrativegrowthIntensivegrowthCurrentportfolioSalesTime(years)Strategic-planninggap1050ThreeIntensiveGrowthStrategies:Ansoff’sProduct/MarketExpansionGridT151.Market- penetration strategy(Diversificationstrategy)3.Product- development strategy2.Market- development strategyCurrentmarketsNewmarketsCurrentproductsNewproductsFig.3.06OpportunityMatrixT16a1423HighLowHighLowAttractivenessSuccessProbabilityFig.3.081. Companydevelopsamorepowerfullightingsystem2. Companydevelopsadeviceformeasuringtheenergyefficiencyofanylightingsystem3. Companydevelopsadeviceformeasuringilluminationlevel4. CompanydevelopsasoftwareprogramtoteachlightingfundamentalstoTVstudiopersonnelOpportunitiesThreatMatrixT16b1423HighLowHighLowSeriousnessProbabilityofOccurrenceFig.3.081. Competitordevelopsasuperiorlightingsystem2. Majorprolongedeconomicdepression3. Highercosts4. LegislationtoreducenumberofTVstudiolicensesThreatsTheMcKinsey7-SFrameworkSkillsStrategyStructureSystemsT17SharedvaluesStaffStyleFig.3.09Marketing-MixStrategySalespromotionAdvertisingSalesforcePublicrelationsDirectmailandtelemarketingTargetcustomersDistri-butionchannelsPromotionMixFig.3.13T19CompanyProducts

ServicesPricesOfferMixFactorsInfluencingCompany MarketingStrategyT20TargetcustomersProductPromotionPlacePriceMarketinginformationsystemMarketingplanningsystemMarketingorganizationsystemMarketingorganizationandimplementationDemographic/economicenvironmentSocial/culturalenvironmentTechnological/physicalenvironmentPolitical/legalenvironmentCompetitorsMarketingintermediariesPublicsSuppliersFig.3.14TheMarketing

InformationSystemT21MarketingmanagersAnalysisPlanningImplemen-tationControlAssessinginformationneedsDistributinginformationInternalrecordsMarketingdecisionsandcommunicationMarketingenvironmentTestmarketsMarketingchannelsCompetitorsPublicsMacro-environmentforcesMarketingInformationSystemDevelopinginformationMarketingintelligenceMarketingresearchMarketingdecisionsupportanalysisFig.4.01TheMarketingResearchProcessT22DefinetheproblemandresearchobjectivesFig.4.02DeveloptheresearchplanCollecttheinforma-tionAnalyzetheinforma-tionPresentthefindingsNinetyTypesofDemandMeasurement(6x5x3)T23Fig.4.04ShortrunMediumrunLongrunTimelevelAllsalesCompanysalesProductlinesalesProductformsalesProductitemsalesIndustrysalesProductlevelTerritoryRegionU.S.A.CustomerWorldSpacelevelModelofBuyerBehaviorT24MarketingstimuliProductPricePlacePromotionOtherstimuliEconomicTechnologicalPoliticalCulturalBuyer’sdecisionsProductchoiceBrandchoiceDealerchoicePurchasetimingPurchaseamountBuyer’scharacteristicsCulturalSocialPersonalPsychologicalBuyer’sdecisionprocessProblemrecognitionInformationsearchEvaluationDecisionPostpurchasebehaviorFig.6.01SeeFigure6-5SeeFigure6-2Maslow’sHierarchy

ofNeedsFig.6.03T25Psychologicalneeds(food,water,shelter)Safetyneeds(security,protection)Socialneeds(senseofbelonging,love)Esteemneeds(self-esteem,recognition)Self-actualization(self-developmentandrealization)1.5.4.3.2.Five-StageConsumerBuyerDecisionProcessT26ProblemrecognitionInformationsearchEvaluationofalternativesPurchasedecisionPostpurchasebehaviorFig.6.05StepsBetweenEvaluationofAlternativesandaPurchaseDecisionT27EvaluationofalternativesFig.6.07PurchaseintentionUnantici-patedsituationalfactorsAttitudeofothersPurchasedecisioinHowCustomersUseor

DisposeofProductsT28ProductGetridofittemporarilyLoanitGiveitawayDirecttoconsumerFig.6.08GetridofitpermanentlyKeepitRentitStoreitConverttonewpurposeUsefororiginalpurposeTradeitSellitThrowitawayTointermediaryThroughmiddlemanTobeusedTobe(re)soldMajorInfluencesonIndustrialBuyingBehaviorT29Levelof demandEconomic outlookInterestrateRateoftechno- logicalchangePoliticaland regulatory developmentsCompetitive developmentsSocialresponsi- bilityconcernsObjectivesPoliciesProceduresOrganizational structuresSystemsInterestsAuthorityStatusEmpathyPersuasive-nessAgeIncomeEducationJobpositionPersonalityRiskattitudesCultureEnvironmentalBusinessBuyerInterpersonalOrganizationalIndividualFig.7.02FiveForcesDeterminingSegmentStructuralAttractivenessT30Fig.8.01PotentialEntrants(ThreatofMobility)Buyers(Buyerpower)Suppliers(Supplierpower)IndustryCompetitors(Segmentrivalry)Substitutes(Threatsofsubstitutes)BarriersandProfitabilityT31Low,stablereturnsHigh,riskyreturnsLow,riskyreturnsHigh,stablereturnsLowHighLowHighFig.8.02EntryBarriersExitbarriersProduct/MarketBattlefieldforToothpasteT32Fig.8.03TopolTopolPlaintoothpasteToothpastewithfluorideGelSmoker’stoothpasteStripedColgate-PalmoliveProcter&GambleColgate-PalmoliveProcter&GambleColgate-PalmoliveProcter&GambleLeverBros.BeechamColgate-PalmoliveProcter&GambleLeverBros.Colgate-PalmoliveProcter&GambleColgate-PalmoliveProcter&GambleColgate-PalmoliveProcter&GambleColgate-PalmoliveProcter&GambleColgate-PalmoliveProcter&GambleLeverBros.BeechamProductsegmentationCustomersegmentationChildren/TeensAge19-35Age36+StrategicGroupsintheMajorApplianceIndustryFig.8.04T33GroupANarrowlineLowermfg.costVeryhighserviceHighpriceHighLowHighLowQualityVerticalIntegrationGroupDBroadlineMediummrg.costLowserviceLowpriceGroupCModeratelineMediummfg.costMediumserviceMediumpriceGroupBFulllineLowmfg.costGoodserviceMediumpriceStepsinMarketSegmentation,Targeting,andPositioningT341. Identifysegmentationvariablesandsegmentthemarket2. Developprofilesofresultingsegments3.Evaluateattractivenessofeachsegment4.Selectthetargetsegment(s)5.Identifypossiblepositioningconceptsforeachtargetsegment6.Select,develop,andcommunicatethechosenpositioni