市场营销战略与市场细分教学提纲.doc

Good is good, but better carries it.精益求精，善益求善。市场营销战略与市场细分-上海经济出版社营销战略与市场细分最牛英语口语培训模式：躺在家里练口语，全程外教一对一，三个月畅谈无阻！太平洋英语，免费体验全部外教一对一课程：教学目的：通过本章学习使学生理解企业要在制定正确的市场营销战略的基础上学会使这些策略协调配合，得到最佳的市场营销组合战略，基于此进行具体的市场细分与选择目标市场的营销活动。教学重点：市场营销组合战略的含义、编制营销计划、市场细分教学难点：怎样编制营销计划、市场细分的策略教学时数：6学时（讲授、讨论）教学内容与步骤：Chapter4MarketingStrategy,MarketSegmentsandSelectingTargetMarketsInthischapter,wewilladdressthefollowingquestions: Howcanacompanymakesuitablemarketmixstrategies? Howcanacompanyidentifythesegmentsthatmakeupamarket?Whatcriteriacanacompanyusetochoosethemostattractivetargetmarket?Strategicplanning:threekeyareasandfourorganizationallevelsStrategicplanningcallsforactioninthreekeyareas:Thefirstismanagingacompany'sbusinessesasaninvestmentportfolio.Thesecondinvolvesassessingeachbusiness'sstrengthbyconsideringthemarket'sgrowthrateandthecompany'spositionandfitinthatmarket.Thethirdisestablishingastrategy.Foreachbusiness,thecompanymustdevelopagameplanforachievingitslong-runobjectives.Tounderstandmarketingmanagement,wemustunderstandstrategicplanning.Mostlargecompaniesconsistoffourorganizationallevels;thecorporatelevel,thedivisionlevel,thebusinessunitlevel,andtheproductlevel.Corporateheadquartersisresponsiblefordesigningacorporatestrategicplantoguidethewholeenterprise;itmakesdecisionsontheamountofresourcestoallocatetoeachdivision,aswellasonwhichbusinessestostartoreliminate.Eachdivisionestablishesadivisionplancoveringtheallocationoffundstoeachbusinessunitwithinthedivision.Eachbusinessunitdevelopsastrategicplantocarrythatbusinessunitintoaprofitablefuture.Finally,eachproductlevel(productline,brand)withinabusinessunitdevelopsamarketingplanforachievingitsobjectivesinitsproductmarket.Themarketingplanoperatesattwolevels:strategicandtactical.Thestrategicmarketingplanlaysoutthetargetmarketsandthevaluepropositionthatwillbeoffered,basedonananalysisofthebestmarketopportunities.Thetacticalmarketingplanspecifiesthemarketingtactics,includingproductfeatures,promotion,merchandising,pricing,saleschannels,andservice.Themarketingplanisthecentralinstrumentfordirectingandcoordinatingthemarketingeffort.Today,themarketingdepartmentdoesnotsetthemarketingplanbyitself.Plansaredevelopedbyteams,withinputsandsign-offsfromeveryimportantfunction.Theseplansarethenimplementedattheappropriatelevelsoftheorganization.Resultsaremonitored,andcorrectiveactionistakenwhennecessary.CorporateanddivisionstrategicplanningBypreparingstatementsofmission,policy,strategy,andgoals,headquartersestablishestheframeworkwithinwhichthedivisionsandbusinessunitspreparetheirplans.SomecorporationsgivealotoffreedomtotheirbusinessunitstosettheirownsalesandprofitgoalsandStrategies,Otherssetgoalsfortheirbusinessunitsbutletthemdeveloptheirownstrategies.Stillotherssetthegoalsandparticipateindevelopingindividualbusinessunitstrategies.DefiningthecorporatemissionAnorganizationexiststoaccomplishsomething:tomakecars,lendmoney,provideanight'slodging,andsoon.Itsspecificmissionorpurposeisusuallyclearwhenthebusinessstarts.Overtimethemissionmaychange,totakeadvantageofnewopportunitiesorrespondtonewmarketconditions.Achangeditsmissionfrombeingtheworld'slargestonlinebookstoretoaspiringtobecometheworld'slargestonlinestore.eBaychangeditsmissionfromrunningonlineauctionsforcollectorstorunningonlineauctionscoveringallkindsofgoods.EstablishingstrategicbusinessunitsMostcompaniesoperateseveralbusinesses.Theyoftendefinetheirbusinessesintermsofproducts:Theyareinthe"autobusiness"orthe"clothingbusiness"butLevittarguedthatmarketdefinitionsofabusinessaresuperiortoproductdefinitions.Thepurposeofidentifyingthecompany'sstrategicbusinessunitsistodevelopseparatestrategiesandassignappropriatefunding.Seniormanagementknowsthatitsportfolioofbusinessesusuallyincludesanumberof'yesterday'shas-beens"aswellas”tomorrowsbreadwinners.'Yetitcannotrelyonimpressions;itneedsanalyticaltoolstoclassifyitsbusinessesbyprofitpotential.Twoofthebest-knownbusinessportfolioevaluationmodelsaretheBostonConsultingGroupmodelandtheGeneralElectricmodel.ThebostonconsultinggroupapproachTheBostonConsultingGroup(BCG),aleadingmanagementconsultingfirm,developedandpopularizedthegrowth-sharematrixshowninFigure4.2.Theeightcirclesrepresentthecurrentsizesandpositionsofeightbusinessunitsinahypotheticalcompany.Thesizeofthecircledependsonthedollarvolumeofeachbusiness.Thus,thetwolargestbusinessesare5and6.Thelocationofeachbusinessunitindicatesitsmarketgrowthrateandrelativemarketshare.THEGROWTH-SHAREMATRIXthemarketgrowthrateontheverticalaxisindicatestheannualgrowthrateofthemarketinwhichthebusinessoperates.InFigure4.2,itrangesfrom0percentto20percent.Amarketgrowthrateabove10percentisconsideredhigh.Relativemarketshare,whichismeasuredonthehorizontalaxis,referstotheSBU'smarketsharerelativetothatofitslargestcompetitorinthesegment.Itservesasameasureofthecompany'sstrengthinthatmarketsegment.Arelativemarketshareof0.1meansthatthecompany'ssalesvolumeisonly10percentoftheleader's;arelativeshareof10meansthatthecompany'sSBUistheleaderandhas10timesthesalesofthenext-strongestcompetitorinthatmarket.Relativemarketshareisdividedintohighandlowshare,using1.0asthedividingline.Relativemarketshareisdrawninlogscale,sothatequaldistancesrepresentthesamepercentageincrease.SBUSTRATEGIESTheCompanysnexttaskistodeterminewhatobjective,strategy,andbudgettoassigntoeachSBU.Fourstrategiescanbepursued:build,hold,harvest,ordivest.Buildingisappropriateforquestionmarkswhosemarketsharesmustgrowiftheyaretobecomestars.Theholdstrategyisappropriateforstrongcashcowsiftheyaretocontinueyieldinglargepositivecashflows.THESBULIFECYCLEAstimepasses;SBUschangetheirpositioninthegrowth-sharematrix.SuccessfulSBUshavealifecycle.Theystartasquestionmarks,becomestars,thencashcows,andfinallydogs.Forthisreason,companiesshouldexaminenotonlytheirbusinesses'currentpositionsinthegrowth-sharematrix(asinasnapshot)butalsotheirmovingpositions(asinamotionpicture).IfagivenSBU'sexpectedtrajectoryisnotsatisfactory,thecorporationshouldaskitsmanagertoproposeanewstrategyandthelikelyresultingtrajectory.ThegeneralelectricmodelAnSubsappropriateobjectivecannotbedeterminedsolelybyitspositioninthegrowth-sharematrix.Ifadditionalfactorsareconsidered,GeneralElectric(GE)canseethegrowth-sharematrixasaspecialcaseofamultifactorportfoliomatrixsuchasthatpioneered.ThismodelisshowninFigure4.3(a),whereonecompany'ssevenbusinessesareplotted.Thistimethesizeofeachcirclerepresentsthesizeoftherelevantmarketratherthanthesizeofthecompany'sbusiness.Thedarkbrownshadedpartofthecirclerepresentsthatbusiness'smarketshare.Thus,thecompany'sclutchbusinessoperatesinamoderate-sizedmarketandenjoyCritiqueofportfoliomodelsInadditiontotheBCGandGEmodels,otherportfoliomodelshavebeendeveloped,particularlytheArthurD.LittlemodelandtheShelldirectional-policymodel?Portfoliomodelshavehelpedmanagerstothinkmorestrategically,understandtheeconomicsoftheirbusinessesbetter,improvethequalityoftheirplans,improvecommunicationbetweenbusinessandcorporatemanagement,pinpointinformationgapsandimportantissues,eliminateweakerbusinesses,andstrengthentheirinvestmentinmorepromisingbusinesses.However,portfoliomodelsmustbeusedcautiously.Theymayleadthecompanytoplacetoomuchemphasisonmarket-sharegrowthandentryintohigh-growthbusinessesortoneglectitscurrentbusinesses.Theresultsaresensitivetotheratingsandweightsandcanbemanipulatedtoproduceadesiredlocationinthematrix.Furthermore,becausethesemodelsuseanaveragingprocess,twoormorebusinessesmayendupinthesamecellpositionbutdiffergreatlyinunderlyingratingsandweights.Manybusinesseswillendupinthemiddleofthematrixasaresultofaveragingtheratings,andthismakesithardtoknowwhattheappropriatestrategyshouldbe.Finally,themodelsfailtoshowthesynergiesbetweentwoormorebusinesses.Companiesneedtofocusoncustomersegmentsthatbuyfromseveralofthecompany'sbusinessunits,ratherthanthosethatselloneproductatatime.Thereisadangerofterminatingalosingbusinessunitthatactuallyprovidesanessentialcorecompetenceormarketofferingneededbyseveralotherbusinessunits?Planningnewbusinesses,downsizingolderbusinessesThecompany'splansforitsexistingbus'messesallowittoprojecttotalsalesandprofits.Often,thesearelessthanwhatcorporatemanagementwantsthemtobe.Ifthereisagapbetweenfuturedesiredsalesandprojectedsales,corporatemanagementwouldhavetodeveloporacquirenewbusinessestofillit.INTENSIVEGROWTHCorporatemanagement'sfirstcourseofactionshouldbeareviewofwhetheranyopportunitiesexistforimprovingitsexistingbusinesses'performance.Ansoffhasproposedausefulframeworkfordetectingnewintensivegrowthopportunitiescalleda"product-marketexpansiongrid"(Figure4.5)?Thecompanyfirstconsiderswhetheritcouldgainmoremarketsharewithitscurrentproductsintheircurrentmarkets(market-penetrationstrategy).Nextitconsiderswhetheritcanfindordevelopnewmarketsforitscurrentproducts(market-developmentstrategy).BusinessunitstrategicplanningThebusinessunitstrategic-planningprocessconsistsoftheeightstepsshowninFigure4.6.Weexamineeachstepinthesectionsthatfollow.Businessmissioneachbusinessunitneedstodefineitsspecificmissionwithinthebroadercompanymission.Thus,atelevisionstudio-lighting-equipmentcompanymightdefineitsmissionas,"Thecompanyaimstotargetmajortelevisionstudiosandbecometheirvendorofchoiceforlightingtechnologiesthatrepresentthemostadvancedandreliablestudiolightingarrangements."Noticethatthismissiondoesnotattempttowinbusinessfromsmallertelevisionstudios,winbusinessbybeinglowestinprice,orventureintonon-lightingproducts.swotanalysisTheoverallevaluationofacompany'sstrengths,weaknesses,opportunities,andthreatsiscalledSWOTanalysis.EXTERNALENVIRONMENTANALYSIS(OPPORTUNITYANDTHREATANALYSIS)ingeneral,abusinessunithastomonitorkeymacroenvironmentforces(demographiceconomic,technological,political-legal,andsocial-cultural)andsignificantmicroenvironmentactors(customers,competitors,distributors,suppliers)thataffectitsabilitytoearnprofits.Thebusinessunitshouldsetupamarketingintelligencesystemtotracktrendsandimportantdevelopments.Foreachtrendordevelopment,managementneedstoidentifytheassociatedopportunitiesandthreats.INTERNALENVIRONMENTANALYSISSTREN6THS/WEAKNESSESANALYSISitisonethingtodiscernattractiveopportunitiesandanothertobeabletotakeadvantageoftheseopportunities.Eachbusinessneedstoevaluateitsinternalstrengthsandweaknesses.Itcandosobyusingaformliketheoneshowninthe"MarketingMemo:ChecklistforPerformingStrengths/WeaknessesAnalysis."Clearly,thebusinessdoesnothavetocorrectitsweaknesses,norshoulditgloataboutallitsstrengths.Thebigquestioniswhetherthebusinessshouldlimititselftothoseopportunitieswhereitpossessestherequiredstrengthsorwhetheritshouldconsiderbetteropportunitieswhereitmighthavetoacquireordevelopcertainstrengths.Sometimesabusinessdoespoorlynotbecauseitsdepartmentslacktherequiredstrengths,butbecausetheydonotworktogetherasateam.Inonemajorelectronicscompany,theengineerslookdownonthesalespeopleas"engineerswhocouldn'tmakeit,"andthesalespeoplelookdownontheservicepeopleas"salespeoplewhocouldn'tmakeit."Itisthereforecriticaltoassessinterdepartmentalworkingrelationshipsaspartoftheinternalenvironmentalaudit.Honeywelldoesexactlythis.GoalformulationOncethecompanyhasperformedaSWOTanalysis,itcanproceedtodevelopspecificgoalsfortheplanningperiod.Thisstageoftheprocessiscalledgoalformulation.Managersusethetermgoalstodescribeobjectivesthatarespecificwithrespecttomagnitudeandtime.Mostbusinessunitspursueamixofobjectivesincludingprofitability,salesgrowth,market-shareimprovement,riskcontainment,innovation,andreputation.StrategicformulationGoalsindicatewhatabusinessunitwantstoachieve;strategyisagameplanforgettingthere.Everybusinessmustdesignastrategyforachievingitsgoals,consistingofamarketingstrategy,andacompatibletechnologystrategyandsourcingstrategy.PORTER'SGENERICSTRATEGIESMichaelPorterhasproposedthreegenericstrategiesthatprovideagoodstartingpointforstrategicthinking:overallcostleadership,differentiation,andfocus.OPERATIONALEFFECTIVENESSANDSTRATEGYAccordingtoPorter,firmspursuingthesamestrategydirectedtothesametargetmarketconstituteastrategicgroup.Thefirmthatcarriesoutthatstrategybestwillmakethemostprofits.Firmsthatdonotpursueaclearstrategyandtrytobegoodonallstrategicdimensionsdotheworst.InternationalHarvesterwentoutofthefarmequipmentbusinessbecause:itdidnotstandoutinitsindustryaslowestincost,highestinperceivedvalue,orbestinservingsomemarketsegment.Porterdrewadistinctionbetweenoperationaleffectivenessandstrategy?STRATEGICALLIANCESCompaniesarealsodiscoveringthattheyneedstrategicpartnersiftheyhopetobeeffective.MARKETINGALLIANCESmanystrategicalliancestaketheformofmarketingalliances.Thesefallintofourmajorcategories.1.Productorservicealliances:Onecompanylicensesanothertoproduceitsproduct,ortwocompaniesjointlymarkettheircomplementaryproductsoranewproduct.Forinstance,H&RBlockandHyattLegalServices-twoservicebusinesses-havealsojoinedtogetherinamarketingalliance.2.Promotionalalliances:Onecompanyagreestocarryapromotionforanothercompany'sproductorservice.McDonald's,forexample,hasoftenteamedupwithDisneytoofferproductsrelatedtocurrentDisneyfilmstopeoplebuyingitsfood.3.Logisticsalliances:Onecompanyofferslogisticalservicesforanothercompany'sproduct.4.Pricingcollaborations:Oneormorecompaniesjoininaspecialpricingcollaboration.ProgramformulationandimplementationOncethebusinessunithasdevelopeditsprincipalstrategies,itmustworkoutdetailedsupportingprograms.Iftheunithasdecidedtoattaintechnologicalleadership,itmustplanprogramstostrengthenitsR&Ddepartment,gathertechnologicalintelligence,developleading-edgeproducts,trainthetechnicalsalesforce,anddevelopadstocommunicateitstechnologicalleadership.FeedbackandcontrolAsitimplementsitsstrategy,thefirmneeds'totracktheresultsandmonitornewdevelopments.Someenvironmentsarefairlystablefromyeartoyear.Otherenvironmentsevolveslowlyinafairlypredictableway.Stillotherenvironmentschangerapidlyinmajorandunpredictableways.Nonetheless,thecompanycancountononething:Themarketplacewillchange;andwhenitdoes,thecompanywillneedtoreviewandreviseitsimplementation,programs,strategies,orevenobjectives.Compaqisagoodexample.ThemarketingprocessPlanningatthecorporate,division,andbusinessunitlevelsisanintegralpartofthemarketingprocess;buttofullyunderstandthatprocess,wemustfirstlookathowacompanydefinesitsbusiness.Thevalue-deliverysequenceCompaniesthatsubscribetothistraditionalviewhavethebestchanceofsucceedingineconomiesmarkedbygoodsshortageswhereconsumersarenotfussyaboutquality,features,orstyle.However,thetraditionalviewofthebusinessprocesswillnotworkinmorecompetitiveeconomieswherepeoplefaceabundantchoices.The"mass-market”isactuallysplinteringintonumerousmicromarkets,eachwithitsownwants,perceptions,preferences,andbuyingcriteria.Therefore,thesmartcompetitormustdesignanddeliverofferingsforwell-definedtargetmarkets.StepsintheplanningprocessTocarryouttheirresponsibilities,marketingmanagers-whetheratthecorporate,division,business,orproductlevel-followamarketingprocess.Workingwithintheplanssetbythelevel