【课件】市场营销原理,清华大学出版社,英文原版教材课件.ppt

Chapter2-slide1Copyright2009PearsonEducation,Inc.PublishingasPrenticeHallChapterTwoCompanyandMarketingStrategyPartneringtoBuildCustomerRelationshipsChapter2-slide2Copyright2010PearsonEducation,Inc.PublishingasPrenticeHallCompanyandMarketingStrategyCompanywideStrategicPlanning:DefiningMarketingsRoleDesigningtheBusinessPortfolioPlanningMarketing:PartneringtoBuildCustomerRelationshipsMarketingStrategyandtheMarketingMixManagingtheMarketingEffortTopicOutlineChapter2-slide3Copyright2010PearsonEducation,Inc.PublishingasPrenticeHallCompanywideStrategicPlanningStrategicplanningistheprocessofdevelopingandmaintainingastrategicfitbetweentheorganizationsgoalsandcapabilitiesanditschangingmarketingopportunitiesStrategicPlanningChapter2-slide4Copyright2010PearsonEducation,Inc.PublishingasPrenticeHallCompanywideStrategicPlanningThemissionstatementistheorganizationspurpose,whatitwantstoaccomplishinthelargerenvironmentMarket-orientedmissionstatementdefinesthebusinessintermsofsatisfyingbasiccustomerneedsDefiningaMarket-OrientedMissionChapter2-slide5Copyright2010PearsonEducation,Inc.PublishingasPrenticeHallCompanywideStrategicPlanningBusinessobjectivesBuildprofitablecustomerrelationshipsInvestinresearchImproveprofitsMarketingobjectivesIncreasemarketshareCreatelocalpartnershipsIncreasepromotionSettingCompanyObjectivesandGoalsChapter2-slide6Copyright2010PearsonEducation,Inc.PublishingasPrenticeHallCompanywideStrategicPlanningThebusinessportfolioisthecollectionofbusinessesandproductsthatmakeupthecompanyPortfolioanalysisisamajoractivityinstrategicplanningwherebymanagementevaluatestheproductsandbusinessesthatmakeupthecompanyDesigningtheBusinessPortfolioChapter2-slide7Copyright2010PearsonEducation,Inc.PublishingasPrenticeHallCompanywideStrategicPlanningStrategicbusinessunit(SBU)isaunitofthecompanythathasaseparatemissionandobjectivesthatcanbeplannedseparatelyfromothercompanybusinessesCompanydivisionProductlinewithinadivisionSingleproductorbrandAnalyzingtheCurrentBusinessPortfolioChapter2-slide8Copyright2010PearsonEducation,Inc.PublishingasPrenticeHallCompanywideStrategicPlanningIdentifykeybusinesses(strategicbusinessunits,orSBUs)thatmakeupthecompanyAssesstheattractivenessofitsvariousSBUsDecidehowmuchsupporteachSBUdeservesAnalyzingtheCurrentBusinessPortfolioChapter2-slide9Copyright2010PearsonEducation,Inc.PublishingasPrenticeHallCompanywideStrategicPlanningDifficultyindefiningSBUsandmeasuringmarketshareandgrowthTimeconsumingExpensiveFocusoncurrentbusinesses,notfutureplanningProblemswithMatrixApproachesChapter2-slide10Copyright2010PearsonEducation,Inc.PublishingasPrenticeHallCompanywideStrategicPlanningProduct/marketexpansiongridisatoolforidentifyingcompanygrowthopportunitiesthroughmarketpenetration,marketdevelopment,productdevelopment,ordiversificationDevelopingStrategiesforGrowthandDownsizingChapter2-slide11Copyright2010PearsonEducation,Inc.PublishingasPrenticeHallCompanywideStrategicPlanningDevelopingStrategiesforGrowthandDownsizingProduct/MarketExpansionGridStrategiesMarketpenetrationMarketdevelopmentProductdevelopmentDiversificationChapter2-slide12Copyright2010PearsonEducation,Inc.PublishingasPrenticeHallCompanywideStrategicPlanningMarketpenetrationisagrowthstrategyincreasingsalestocurrentmarketsegmentswithoutchangingtheproductMarketdevelopmentisagrowthstrategythatidentifiesanddevelopsnewmarketsegmentsforcurrentproductsDevelopingStrategiesforGrowthandDownsizingChapter2-slide13Copyright2010PearsonEducation,Inc.PublishingasPrenticeHallCompanywideStrategicPlanningProductdevelopmentisagrowthstrategythatoffersnewormodifiedproductstoexistingmarketsegmentsDiversificationisagrowthstrategyforstartinguporacquiringbusinessesoutsidethecompanyscurrentproductsandmarketsDevelopingStrategiesforGrowthandDownsizingChapter2-slide14Copyright2010PearsonEducation,Inc.PublishingasPrenticeHallCompanywideStrategicPlanningDownsizingisthereductionofthebusinessportfoliobyeliminatingproductsorbusinessunitsthatarenotprofitableorthatnolongerfitthecompanysoverallstrategyDevelopingStrategiesforGrowthandDownsizingChapter2-slide15Copyright2010PearsonEducation,Inc.PublishingasPrenticeHallPlanningMarketingValuechainisaseriesofdepartmentsthatcarryoutvalue-creatingactivitiestodesign,produce,market,deliver,andsupportafirmsproductsPartneringtoBuildCustomerRelationshipsChapter2-slide16Copyright2010PearsonEducation,Inc.PublishingasPrenticeHallPlanningMarketingValuedeliverynetworkismadeupofthecompany,suppliers,distributors,and,ultimately,customerswhopartnerwitheachothertoimproveperformanceoftheentiresystemPartneringtoBuildCustomerRelationshipsChapter2-slide17Copyright2010PearsonEducation,Inc.PublishingasPrenticeHallMarketingStrategyandtheMarketingMixMarketsegmentationisthedivisionofamarketintodistinctgroupsofbuyerswhohavedistinctneeds,characteristics,orbehavior,andwhomightrequireseparateproductsormarketingmixesMarketsegmentisagroupofconsumerswhorespondinasimilarwaytoagivensetofmarketingeffortsCustomer-DrivenMarketingStrategyChapter2-slide18Copyright2010PearsonEducation,Inc.PublishingasPrenticeHallMarketingStrategyandtheMarketingMixMarkettargetingistheprocessofevaluatingeachmarketsegmentsattractivenessandselectingoneormoresegmentstoenterCustomer-CenteredMarketingStrategyChapter2-slide19Copyright2010PearsonEducation,Inc.PublishingasPrenticeHallMarketingStrategyandtheMarketingMixMarketpositioningisthearrangingforaproducttooccupyaclear,distinctive,anddesirableplacerelativetocompetingproductsinthemindsofthetargetconsumerCustomer-CenteredMarketingStrategyChapter2-slide20Copyright2010PearsonEducation,Inc.PublishingasPrenticeHallMarketingStrategyandtheMarketingMixMarketingmixisthesetofcontrollabletacticalmarketingtoolsproduct,price,place,andpromotionthatthefirmblendstoproducetheresponseitwantsinthetargetmarketDevelopinganIntegratedMarketingMixChapter2-slide21Copyright2010PearsonEducation,Inc.PublishingasPrenticeHallManagingtheMarketingEffortExecutivesummaryMarketingsituationThreatsandopportunitiesObjectiveandissuesActionprogramsBudgetsControlsMarketPlanningPartsofaMarketingPlanChapter2-slide22Copyright2010PearsonEducation,Inc.PublishingasPrenticeHallManagingtheMarketingEffortImplementingistheprocessthatturnsmarketingplansintomarketingactionstoaccomplishstrategicmarketingobjectivesSuccessfulimplementationdependsonhowwellthecompanyblendsitspeople,organizationalstructure,decisionandrewardsystem,andcompanycultureintoacohesiveactionplanthatsupportsitsstrategiesMarketingImplementationChapter2-slide23Copyright2010PearsonEducation,Inc.PublishingasPrenticeHallManagingtheMarketingEffortFunctionalorganizationGeographicorganizationProductmanagementorganizationMarketorcustomermanagementMarketingDepartmentOrganizationChapter2-slide24Copyright2010PearsonEducation,Inc.PublishingasPrenticeHallManagingtheMarketingEffortControllingisthemeasurementandevaluationofresultsandthetakingofcorrectiveactionasneededOperatingcontrolStrategiccontrolMarketingControlChapter2-slide25Copyright2010PearsonEducation,Inc.PublishingasPrenticeHallMeasuringandManagingReturnonMarketingInvestmentReturnonmarketinginvestment(marketingROI)isthenetreturnfromamarketinginvestmentdividedbythecostsofthemarketinginvestment.MarketingROIprovidesameasurementoftheprofitsgeneratedbyinvestmentsinmarketingactivities.ReturnonMarketingInvestment(MarketingROI)Chapter2-slide26Copyright2010PearsonEducation,Inc.PublishingasPrenticeHallAllrightsreserved.Nopartofthispublicationmaybereproduced,storedinaretrievalsystem,ortransmitted,inanyformorbyanymeans,electronic,mechanical,photocopying,recording,orotherwise,withoutthepriorwrittenpermissionofthepublisher.PrintedintheUnitedStatesofAmerica.Copyright2010PearsonEducation,Inc.Copyright2010PearsonEducation,Inc.PublishingasPrenticeHallPublishingasPrenticeHall