2022年市场营销战略与市场细分 .pdf

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1、选用教材营销管理美菲利普 ?科特勒著第十一版上海经济出版社第四章市场营销战略与市场细分教学目的：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：名师资料总结 - - -精品资料欢迎下载 - - - - - - - - - - - - - - - - - - 名师精心整理 - - - - - - - 第 1 页，共 21 页 - -

2、- - - - - - - Chapter 4 Marketing Strategy, Market Segments and Selecting Target Markets In this chapter, we will address the following questions: How can a company make suitable market mix strategies ? How can a company identify the segments that make up a market? What criteria can a company use to

3、 choose the most attractive target market? Strategic planning: three key areas and four organizational levels Strategic planning calls for action in three key areas: The first is managing a companys businesses as an investment portfolio. The second involves assessing each businesss strength by consi

4、dering the markets growth rate and the companys position and fit in that market. The third is establishing a strategy. For each business, the company must develop a game plan for achieving its long-run objectives. To understand marketing management, we must understand strategic planning. Most large

5、companies consist of four organizational levels; the corporate level, the division level, the business unit level, and the product level. Corporate headquarters is responsible for designing a corporate strategic plan to guide the whole enterprise; it makes decisions on the amount of resources to all

6、ocate to each division, as well as on which businesses to start or eliminate. Each division establishes a division plan covering the allocation of funds to each business unit within the division. Each 名师资料总结 - - -精品资料欢迎下载 - - - - - - - - - - - - - - - - - - 名师精心整理 - - - - - - - 第 2 页，共 21 页 - - - -

7、- - - - - business unit develops a strategic plan to carry that business unit into a profitable future. Finally, each product level (product line, brand) within a business unit develops a marketing plan for achieving its objectives in its product market. The marketing plan operates at two levels: st

8、rategic and tactical. The strategic marketing plan lays out the target markets and the value proposition that will be offered, based on an analysis of the best market opportunities. The tactical marketing plan specifies the marketing tactics, including product features, promotion, merchandising, pri

9、cing, sales channels, and service. The marketing plan is the central instrument for directing and coordinating the marketing effort. Today, the marketing department does not set the marketing plan by itself. Plans are developed by teams, with inputs and sign-offs from every important function. These

10、 plans are then implemented at the appropriate levels of the organization. Results are monitored, and corrective action is taken when necessary. Corporate and division strategic planning By preparing statements of mission, policy, strategy, and goals, headquarters establishes the framework within wh

11、ich the divisions and business units prepare their plans. Some corporations give a lot of freedom to their business units to set their own sales and profit goals and Strategies, Others set goals for their business units but let them develop their own strategies. Still others set the goals and partic

12、ipate in developing individual business unit strategies. Defining the corporate mission An organization exists to accomplish something: to make cars, lend money, provide a nights lodging, and so on. Its specific mission or purpose is usually clear when the business starts. Over time the mission may

13、change, to take advantage of new opportunities or respond to new market conditions. A changed its mission from being the worlds largest online bookstore to aspiring to become the worlds largest online store. eBay changed its mission from running online auctions for collectors to running online aucti

14、ons covering all kinds of goods. Establishing strategic business units Most companies operate several businesses. They often define their businesses in terms of products: They are in the auto business or the clothing business; but Levitt argued that market definitions of a business are superior to p

15、roduct definitions. The purpose of identifying the companys strategic business units is to develop separate strategies and assign appropriate funding. Senior management knows that its portfolio of businesses usually includes a number of yesterdays has-beens as well as” tomorrow s breadwinners. Yet i

16、t cannot rely on impressions; it needs analytical tools to classify its 名师资料总结 - - -精品资料欢迎下载 - - - - - - - - - - - - - - - - - - 名师精心整理 - - - - - - - 第 3 页，共 21 页 - - - - - - - - - businesses by profit potential. Two of the best-known business portfolio evaluation models are the Boston Consulting Gr

17、oup model and the General Electric model. The boston consulting group approach The Boston Consulting Group (BCG), a leading management consulting firm, developed and popularized the growth-share matrix shown in Figure 4.2. The eight circles represent the current sizes and positions of eight business

18、 units in a hypothetical company. The size of the circle depends on the dollar volume of each business. Thus, the two largest businesses are 5 and 6. The location of each business unit indicates its market growth rate and relative market share. THE GROWTH-SHARE MATRIX the market growth rate on the v

19、ertical axis indicates the annual growth rate of the market in which the business operates. In Figure 4.2, it ranges from 0 percent to 20 percent. A market growth rate above 10 percent is considered high. Relative market share, which is measured on the horizontal axis, refers to the SBUs market shar

20、e relative to that of its largest competitor in the segment. It serves as a measure of the companys strength in that market segment. A relative market share of 0.1 means that the companys sales volume is only 10 percent of the leaders; a relative share of 10 means that the companys SBU is the leader

21、 and has 10 times the sales of the next-strongest competitor in that market. Relative market share is divided into high and low share, using 1.0 as the dividing line. Relative market share is drawn in log scale, so that equal distances represent the same percentage increase. SBU STRATEGIES The Compa

22、ny s next task is to determine what objective, strategy, and budget to assign to each SBU. Four strategies can be pursued: build, hold, harvest, or divest. Building is appropriate for question marks whose market shares must grow if they are to become stars. The hold strategy is appropriate for stron

23、g cash cows if they are to continue yielding large positive cash flows. THE SBU LIFE CYCLE As time passes; SBUs change their position in the growth-share matrix. Successful SBUs have a life cycle. They start as question marks, become stars, then cash cows, and finally dogs. For this reason, companie

24、s should examine not only their businesses current positions in the growth-share matrix (as in a snapshot) but also their moving positions (as in a motion picture). If a given SBUs expected trajectory is not satisfactory, the corporation should ask its manager to propose a new strategy and the likel

25、y resulting trajectory. The general electric model An Sub s appropriate objective cannot be determined solely by its position in the growth-share matrix. If additional factors are considered, General Electric (GE) can see the growth-share matrix as a special case of a multifactor portfolio matrix su

26、ch as that pioneered. This model is shown in Figure 4.3(a), where one companys seven businesses are plotted. This 名师资料总结 - - -精品资料欢迎下载 - - - - - - - - - - - - - - - - - - 名师精心整理 - - - - - - - 第 4 页，共 21 页 - - - - - - - - - time the size of each circle represents the size of the relevant market rathe

27、r than the size of the companys business. The dark brown shaded part of the circle represents that businesss market share. Thus, the companys clutch business operates in a moderate-sized market and enjoy Critique of portfolio models In addition to the BCG and GE models, other portfolio models have b

28、een developed, particularly the Arthur D. Little model and the Shell directional-policy model? Portfolio models have helped managers to think more strategically, understand the economics of their businesses better, improve the quality of their plans, improve communication between business and corpor

29、ate management, pinpoint information gaps and important issues, eliminate weaker businesses, and strengthen their investment in more promising businesses. However, portfolio models must be used cautiously. They may lead the company to place too much emphasis on market-share growth and entry into hig

30、h-growth businesses or to neglect its current businesses. The results are sensitive to the ratings and weights and can be manipulated to produce a desired location in the matrix. Furthermore, because these models use an averaging process, two or more businesses may end up in the same cell position b

31、ut differ greatly in underlying ratings and weights. Many businesses will end up in the middle of the matrix as a result of averaging the ratings, and this makes it hard to know what the appropriate strategy should be. Finally, the models fail to show the synergies between two or more businesses. Co

32、mpanies need to focus on customer segments that buy from several of the companys business units, rather than those that sell one product at a time. There is a danger of terminating a losing business unit that actually provides an essential core competence or market offering needed by several other b

33、usiness units? Planning new businesses, downsizing older businesses The companys plans for its existing bus messes allow it to project total sales and profits. Often, these are less than what corporate management wants them to be. If there is a gap between future desired sales and projected sales, c

34、orporate management would have to develop or acquire new businesses to fill it. INTENSIVE GROWTH Corporate managements first course of action should be a review of whether any opportunities exist for improving its existing businesses performance. Ansoff has proposed a useful framework for detecting

35、new intensive growth opportunities called a product-market expansion grid (Figure 4.5)? The company first considers whether it could gain more market share with its current products in their current markets (market-penetration strategy). Next it considers whether it can find or develop new markets f

36、or its current products (market-development strategy). Business unit strategic planning 名师资料总结 - - -精品资料欢迎下载 - - - - - - - - - - - - - - - - - - 名师精心整理 - - - - - - - 第 5 页，共 21 页 - - - - - - - - - The business unit strategic-planning process consists of the eight steps shown in Figure 4.6. We examin

37、e each step in the sections that follow. Business mission each business unit needs to define its specific mission within the broader company mission. Thus, a television studio-lighting-equipment company might define its mission as, The company aims to target major television studios and become their

38、 vendor of choice for lighting technologies that represent the most advanced and reliable studio lighting arrangements. Notice that this mission does not attempt to win business from smaller television studios, win business by being lowest in price, or venture into non-lighting products. swot analys

39、is The overall evaluation of a companys strengths, weaknesses, opportunities, and threats is called SWOT analysis. EXTERNAL ENVIRONMENT ANALYSIS (OPPORTUNITY AND THREAT ANALYSIS) in general, a business unit has to monitor key macro environment forces (demographic economic, technological, political-l

40、egal, and social-cultural) and significant microenvironment actors (customers, competitors, distributors, suppliers) that affect its ability to earn profits. The business unit should set up a marketing intelligence system to track trends and important developments. For each trend or development, man

41、agement needs to identify the associated opportunities and threats. INTERNAL ENVIRONMENT ANALYSIS STREN6THS/WEAKNESSES ANALYSIS it is one thing to discern attractive opportunities and another to be able to take advantage of these opportunities. Each business needs to evaluate its internal strengths

42、and weaknesses. It can do so by using a form like the one shown in the Marketing Memo: Check list for Performing Strengths/Weaknesses Analysis. Clearly, the business does not have to correct its weaknesses, nor should it gloat about all its strengths. The big question is whether the business should

43、limit itself to those opportunities where it possesses the required strengths or whether it should consider better opportunities where it might have to acquire or develop certain strengths. Sometimes a business does poorly not because its departments lack the required strengths, but because they do

44、not work together as a team. In one major electronics company, the engineers look down on the salespeople as engineers who couldnt make it, and the salespeople look down on the service people as salespeople who couldnt make it. It is therefore critical to assess interdepartmental working relationshi

45、ps as part of the internal environmental audit. Honeywell does exactly this. Goal formulation Once the company has performed a SWOT analysis, it can proceed to develop specific goals for the planning period. This stage of the process is called goal formulation. Managers use the term goals to describ

46、e objectives that are specific with respect to magnitude and time. Most 名师资料总结 - - -精品资料欢迎下载 - - - - - - - - - - - - - - - - - - 名师精心整理 - - - - - - - 第 6 页，共 21 页 - - - - - - - - - business units pursue a mix of objectives including profitability, sales growth, market-share improvement, risk contain

47、ment, innovation, and reputation. Strategic formulation Goals indicate what a business unit wants to achieve; strategy is a game plan for getting there. Every business must design a strategy for achieving its goals, consisting of a marketing strategy, and a compatible technology strategy and sourcin

48、g strategy. PORTERS GENERIC STRATEGIES Michael Porter has proposed three generic strategies that provide a good starting point for strategic thinking: overall cost leadership, differentiation, and focus. OPERATIONAL EFFECTIVENESS AND STRATEGY According to Porter, firms pursuing the same strategy dir

49、ected to the same target market constitute a strategic group. The firm that carries out that strategy best will make the most profits. Firms that do not pursue a clear strategy and try to be good on all strategic dimensions do the worst. International Harvester went out of the farm equipment busines

50、s because: it did not stand out in its industry as lowest in cost, highest in perceived value, or best in serving some market segment. Porter drew a distinction between operational effectiveness and strategy? STRATEGIC ALLIANCES Companies are also discovering that they need strategic partners if the