市场营销战略与市场细分教学提纲.doc

《市场营销战略与市场细分教学提纲.doc》由会员分享，可在线阅读，更多相关《市场营销战略与市场细分教学提纲.doc（56页珍藏版）》请在淘文阁 - 分享文档赚钱的网站上搜索。

1、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：Chapter4Marke

2、tingStrategy,MarketSegmentsandSelectingTargetMarketsInthischapter,wewilladdressthefollowingquestions: Howcanacompanymakesuitablemarketmixstrategies? Howcanacompanyidentifythesegmentsthatmakeupamarket?Whatcriteriacanacompanyusetochoosethemostattractivetargetmarket?Strategicplanning:threekeyareasandfo

3、urorganizationallevelsStrategicplanningcallsforactioninthreekeyareas:Thefirstismanagingacompanysbusinessesasaninvestmentportfolio.Thesecondinvolvesassessingeachbusinesssstrengthbyconsideringthemarketsgrowthrateandthecompanyspositionandfitinthatmarket.Thethirdisestablishingastrategy.Foreachbusiness,t

4、hecompanymustdevelopagameplanforachievingitslong-runobjectives.Tounderstandmarketingmanagement,wemustunderstandstrategicplanning.Mostlargecompaniesconsistoffourorganizationallevels;thecorporatelevel,thedivisionlevel,thebusinessunitlevel,andtheproductlevel.Corporateheadquartersisresponsiblefordesigni

5、ngacorporatestrategicplantoguidethewholeenterprise;itmakesdecisionsontheamountofresourcestoallocatetoeachdivision,aswellasonwhichbusinessestostartoreliminate.Eachdivisionestablishesadivisionplancoveringtheallocationoffundstoeachbusinessunitwithinthedivision.Eachbusinessunitdevelopsastrategicplantoca

6、rrythatbusinessunitintoaprofitablefuture.Finally,eachproductlevel(productline,brand)withinabusinessunitdevelopsamarketingplanforachievingitsobjectivesinitsproductmarket.Themarketingplanoperatesattwolevels:strategicandtactical.Thestrategicmarketingplanlaysoutthetargetmarketsandthevaluepropositionthat

7、willbeoffered,basedonananalysisofthebestmarketopportunities.Thetacticalmarketingplanspecifiesthemarketingtactics,includingproductfeatures,promotion,merchandising,pricing,saleschannels,andservice.Themarketingplanisthecentralinstrumentfordirectingandcoordinatingthemarketingeffort.Today,themarketingdep

8、artmentdoesnotsetthemarketingplanbyitself.Plansaredevelopedbyteams,withinputsandsign-offsfromeveryimportantfunction.Theseplansarethenimplementedattheappropriatelevelsoftheorganization.Resultsaremonitored,andcorrectiveactionistakenwhennecessary.CorporateanddivisionstrategicplanningBypreparingstatemen

9、tsofmission,policy,strategy,andgoals,headquartersestablishestheframeworkwithinwhichthedivisionsandbusinessunitspreparetheirplans.SomecorporationsgivealotoffreedomtotheirbusinessunitstosettheirownsalesandprofitgoalsandStrategies,Otherssetgoalsfortheirbusinessunitsbutletthemdeveloptheirownstrategies.S

10、tillotherssetthegoalsandparticipateindevelopingindividualbusinessunitstrategies.DefiningthecorporatemissionAnorganizationexiststoaccomplishsomething:tomakecars,lendmoney,provideanightslodging,andsoon.Itsspecificmissionorpurposeisusuallyclearwhenthebusinessstarts.Overtimethemissionmaychange,totakeadv

11、antageofnewopportunitiesorrespondtonewmarketconditions.Achangeditsmissionfrombeingtheworldslargestonlinebookstoretoaspiringtobecometheworldslargestonlinestore.eBaychangeditsmissionfromrunningonlineauctionsforcollectorstorunningonlineauctionscoveringallkindsofgoods.EstablishingstrategicbusinessunitsM

12、ostcompaniesoperateseveralbusinesses.Theyoftendefinetheirbusinessesintermsofproducts:Theyareintheautobusinessortheclothingbusiness;butLevittarguedthatmarketdefinitionsofabusinessaresuperiortoproductdefinitions.Thepurposeofidentifyingthecompanysstrategicbusinessunitsistodevelopseparatestrategiesandas

13、signappropriatefunding.Seniormanagementknowsthatitsportfolioofbusinessesusuallyincludesanumberofyesterdayshas-beensaswellas”tomorrowsbreadwinners.Yetitcannotrelyonimpressions;itneedsanalyticaltoolstoclassifyitsbusinessesbyprofitpotential.Twoofthebest-knownbusinessportfolioevaluationmodelsaretheBosto

14、nConsultingGroupmodelandtheGeneralElectricmodel.ThebostonconsultinggroupapproachTheBostonConsultingGroup(BCG),aleadingmanagementconsultingfirm,developedandpopularizedthegrowth-sharematrixshowninFigure4.2.Theeightcirclesrepresentthecurrentsizesandpositionsofeightbusinessunitsinahypotheticalcompany.Th

15、esizeofthecircledependsonthedollarvolumeofeachbusiness.Thus,thetwolargestbusinessesare5and6.Thelocationofeachbusinessunitindicatesitsmarketgrowthrateandrelativemarketshare.THEGROWTH-SHAREMATRIXthemarketgrowthrateontheverticalaxisindicatestheannualgrowthrateofthemarketinwhichthebusinessoperates.InFig

16、ure4.2,itrangesfrom0percentto20percent.Amarketgrowthrateabove10percentisconsideredhigh.Relativemarketshare,whichismeasuredonthehorizontalaxis,referstotheSBUsmarketsharerelativetothatofitslargestcompetitorinthesegment.Itservesasameasureofthecompanysstrengthinthatmarketsegment.Arelativemarketshareof0.

17、1meansthatthecompanyssalesvolumeisonly10percentoftheleaders;arelativeshareof10meansthatthecompanysSBUistheleaderandhas10timesthesalesofthenext-strongestcompetitorinthatmarket.Relativemarketshareisdividedintohighandlowshare,using1.0asthedividingline.Relativemarketshareisdrawninlogscale,sothatequaldis

18、tancesrepresentthesamepercentageincrease.SBUSTRATEGIESTheCompanysnexttaskistodeterminewhatobjective,strategy,andbudgettoassigntoeachSBU.Fourstrategiescanbepursued:build,hold,harvest,ordivest.Buildingisappropriateforquestionmarkswhosemarketsharesmustgrowiftheyaretobecomestars.Theholdstrategyisappropr

19、iateforstrongcashcowsiftheyaretocontinueyieldinglargepositivecashflows.THESBULIFECYCLEAstimepasses;SBUschangetheirpositioninthegrowth-sharematrix.SuccessfulSBUshavealifecycle.Theystartasquestionmarks,becomestars,thencashcows,andfinallydogs.Forthisreason,companiesshouldexaminenotonlytheirbusinessescu

20、rrentpositionsinthegrowth-sharematrix(asinasnapshot)butalsotheirmovingpositions(asinamotionpicture).IfagivenSBUsexpectedtrajectoryisnotsatisfactory,thecorporationshouldaskitsmanagertoproposeanewstrategyandthelikelyresultingtrajectory.ThegeneralelectricmodelAnSubsappropriateobjectivecannotbedetermine

21、dsolelybyitspositioninthegrowth-sharematrix.Ifadditionalfactorsareconsidered,GeneralElectric(GE)canseethegrowth-sharematrixasaspecialcaseofamultifactorportfoliomatrixsuchasthatpioneered.ThismodelisshowninFigure4.3(a),whereonecompanyssevenbusinessesareplotted.Thistimethesizeofeachcirclerepresentsthes

22、izeoftherelevantmarketratherthanthesizeofthecompanysbusiness.Thedarkbrownshadedpartofthecirclerepresentsthatbusinesssmarketshare.Thus,thecompanysclutchbusinessoperatesinamoderate-sizedmarketandenjoyCritiqueofportfoliomodelsInadditiontotheBCGandGEmodels,otherportfoliomodelshavebeendeveloped,particula

23、rlytheArthurD.LittlemodelandtheShelldirectional-policymodel?Portfoliomodelshavehelpedmanagerstothinkmorestrategically,understandtheeconomicsoftheirbusinessesbetter,improvethequalityoftheirplans,improvecommunicationbetweenbusinessandcorporatemanagement,pinpointinformationgapsandimportantissues,elimin

24、ateweakerbusinesses,andstrengthentheirinvestmentinmorepromisingbusinesses.However,portfoliomodelsmustbeusedcautiously.Theymayleadthecompanytoplacetoomuchemphasisonmarket-sharegrowthandentryintohigh-growthbusinessesortoneglectitscurrentbusinesses.Theresultsaresensitivetotheratingsandweightsandcanbema

25、nipulatedtoproduceadesiredlocationinthematrix.Furthermore,becausethesemodelsuseanaveragingprocess,twoormorebusinessesmayendupinthesamecellpositionbutdiffergreatlyinunderlyingratingsandweights.Manybusinesseswillendupinthemiddleofthematrixasaresultofaveragingtheratings,andthismakesithardtoknowwhatthea

26、ppropriatestrategyshouldbe.Finally,themodelsfailtoshowthesynergiesbetweentwoormorebusinesses.Companiesneedtofocusoncustomersegmentsthatbuyfromseveralofthecompanysbusinessunits,ratherthanthosethatselloneproductatatime.Thereisadangerofterminatingalosingbusinessunitthatactuallyprovidesanessentialcoreco

27、mpetenceormarketofferingneededbyseveralotherbusinessunits?Planningnewbusinesses,downsizingolderbusinessesThecompanysplansforitsexistingbusmessesallowittoprojecttotalsalesandprofits.Often,thesearelessthanwhatcorporatemanagementwantsthemtobe.Ifthereisagapbetweenfuturedesiredsalesandprojectedsales,corp

28、oratemanagementwouldhavetodeveloporacquirenewbusinessestofillit.INTENSIVEGROWTHCorporatemanagementsfirstcourseofactionshouldbeareviewofwhetheranyopportunitiesexistforimprovingitsexistingbusinessesperformance.Ansoffhasproposedausefulframeworkfordetectingnewintensivegrowthopportunitiescalledaproduct-m

29、arketexpansiongrid(Figure4.5)?Thecompanyfirstconsiderswhetheritcouldgainmoremarketsharewithitscurrentproductsintheircurrentmarkets(market-penetrationstrategy).Nextitconsiderswhetheritcanfindordevelopnewmarketsforitscurrentproducts(market-developmentstrategy).BusinessunitstrategicplanningThebusinessu

30、nitstrategic-planningprocessconsistsoftheeightstepsshowninFigure4.6.Weexamineeachstepinthesectionsthatfollow.Businessmissioneachbusinessunitneedstodefineitsspecificmissionwithinthebroadercompanymission.Thus,atelevisionstudio-lighting-equipmentcompanymightdefineitsmissionas,Thecompanyaimstotargetmajo

31、rtelevisionstudiosandbecometheirvendorofchoiceforlightingtechnologiesthatrepresentthemostadvancedandreliablestudiolightingarrangements.Noticethatthismissiondoesnotattempttowinbusinessfromsmallertelevisionstudios,winbusinessbybeinglowestinprice,orventureintonon-lightingproducts.swotanalysisTheoverall

32、evaluationofacompanysstrengths,weaknesses,opportunities,andthreatsiscalledSWOTanalysis.EXTERNALENVIRONMENTANALYSIS(OPPORTUNITYANDTHREATANALYSIS)ingeneral,abusinessunithastomonitorkeymacroenvironmentforces(demographiceconomic,technological,political-legal,andsocial-cultural)andsignificantmicroenviron

33、mentactors(customers,competitors,distributors,suppliers)thataffectitsabilitytoearnprofits.Thebusinessunitshouldsetupamarketingintelligencesystemtotracktrendsandimportantdevelopments.Foreachtrendordevelopment,managementneedstoidentifytheassociatedopportunitiesandthreats.INTERNALENVIRONMENTANALYSISSTR

34、EN6THS/WEAKNESSESANALYSISitisonethingtodiscernattractiveopportunitiesandanothertobeabletotakeadvantageoftheseopportunities.Eachbusinessneedstoevaluateitsinternalstrengthsandweaknesses.ItcandosobyusingaformliketheoneshownintheMarketingMemo:ChecklistforPerformingStrengths/WeaknessesAnalysis.Clearly,th

35、ebusinessdoesnothavetocorrectitsweaknesses,norshoulditgloataboutallitsstrengths.Thebigquestioniswhetherthebusinessshouldlimititselftothoseopportunitieswhereitpossessestherequiredstrengthsorwhetheritshouldconsiderbetteropportunitieswhereitmighthavetoacquireordevelopcertainstrengths.Sometimesabusiness

36、doespoorlynotbecauseitsdepartmentslacktherequiredstrengths,butbecausetheydonotworktogetherasateam.Inonemajorelectronicscompany,theengineerslookdownonthesalespeopleasengineerswhocouldntmakeit,andthesalespeoplelookdownontheservicepeopleassalespeoplewhocouldntmakeit.Itisthereforecriticaltoassessinterde

37、partmentalworkingrelationshipsaspartoftheinternalenvironmentalaudit.Honeywelldoesexactlythis.GoalformulationOncethecompanyhasperformedaSWOTanalysis,itcanproceedtodevelopspecificgoalsfortheplanningperiod.Thisstageoftheprocessiscalledgoalformulation.Managersusethetermgoalstodescribeobjectivesthataresp

38、ecificwithrespecttomagnitudeandtime.Mostbusinessunitspursueamixofobjectivesincludingprofitability,salesgrowth,market-shareimprovement,riskcontainment,innovation,andreputation.StrategicformulationGoalsindicatewhatabusinessunitwantstoachieve;strategyisagameplanforgettingthere.Everybusinessmustdesignas

39、trategyforachievingitsgoals,consistingofamarketingstrategy,andacompatibletechnologystrategyandsourcingstrategy.PORTERSGENERICSTRATEGIESMichaelPorterhasproposedthreegenericstrategiesthatprovideagoodstartingpointforstrategicthinking:overallcostleadership,differentiation,andfocus.OPERATIONALEFFECTIVENE

40、SSANDSTRATEGYAccordingtoPorter,firmspursuingthesamestrategydirectedtothesametargetmarketconstituteastrategicgroup.Thefirmthatcarriesoutthatstrategybestwillmakethemostprofits.Firmsthatdonotpursueaclearstrategyandtrytobegoodonallstrategicdimensionsdotheworst.InternationalHarvesterwentoutofthefarmequip

41、mentbusinessbecause:itdidnotstandoutinitsindustryaslowestincost,highestinperceivedvalue,orbestinservingsomemarketsegment.Porterdrewadistinctionbetweenoperationaleffectivenessandstrategy?STRATEGICALLIANCESCompaniesarealsodiscoveringthattheyneedstrategicpartnersiftheyhopetobeeffective.MARKETINGALLIANC

42、ESmanystrategicalliancestaketheformofmarketingalliances.Thesefallintofourmajorcategories.1.Productorservicealliances:Onecompanylicensesanothertoproduceitsproduct,ortwocompaniesjointlymarkettheircomplementaryproductsoranewproduct.Forinstance,H&RBlockandHyattLegalServices-twoservicebusinesses-havealso

43、joinedtogetherinamarketingalliance.2.Promotionalalliances:Onecompanyagreestocarryapromotionforanothercompanysproductorservice.McDonalds,forexample,hasoftenteamedupwithDisneytoofferproductsrelatedtocurrentDisneyfilmstopeoplebuyingitsfood.3.Logisticsalliances:Onecompanyofferslogisticalservicesforanoth

44、ercompanysproduct.4.Pricingcollaborations:Oneormorecompaniesjoininaspecialpricingcollaboration.ProgramformulationandimplementationOncethebusinessunithasdevelopeditsprincipalstrategies,itmustworkoutdetailedsupportingprograms.Iftheunithasdecidedtoattaintechnologicalleadership,itmustplanprogramstostren

45、gthenitsR&Ddepartment,gathertechnologicalintelligence,developleading-edgeproducts,trainthetechnicalsalesforce,anddevelopadstocommunicateitstechnologicalleadership.FeedbackandcontrolAsitimplementsitsstrategy,thefirmneedstotracktheresultsandmonitornewdevelopments.Someenvironmentsarefairlystablefromyea

46、rtoyear.Otherenvironmentsevolveslowlyinafairlypredictableway.Stillotherenvironmentschangerapidlyinmajorandunpredictableways.Nonetheless,thecompanycancountononething:Themarketplacewillchange;andwhenitdoes,thecompanywillneedtoreviewandreviseitsimplementation,programs,strategies,orevenobjectives.Compaq

47、isagoodexample.ThemarketingprocessPlanningatthecorporate,division,andbusinessunitlevelsisanintegralpartofthemarketingprocess;buttofullyunderstandthatprocess,wemustfirstlookathowacompanydefinesitsbusiness.Thevalue-deliverysequenceCompaniesthatsubscribetothistraditionalviewhavethebestchanceofsucceedin

48、gineconomiesmarkedbygoodsshortageswhereconsumersarenotfussyaboutquality,features,orstyle.However,thetraditionalviewofthebusinessprocesswillnotworkinmorecompetitiveeconomieswherepeoplefaceabundantchoices.Themass-market”isactuallysplinteringintonumerousmicromarkets,eachwithitsownwants,perceptions,pref

49、erences,andbuyingcriteria.Therefore,thesmartcompetitormustdesignanddeliverofferingsforwell-definedtargetmarkets.StepsintheplanningprocessTocarryouttheirresponsibilities,marketingmanagers-whetheratthecorporate,division,business,orproductlevel-followamarketingprocess.Workingwithintheplanssetbythelevel