营销核心概念（英文版）课件.pptx

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1、Core Concepts of MarketingCore Concepts of MarketingT1 Products(goods,services,and ideas)Value,cost,and satisfactionNeeds,wants,and demands Exchange and transactions Relationships and networks Markets Marketers and prospectsFig.1.02Flow Structure in a Flow Structure in a Modern Exchange EconomyModer

2、n Exchange EconomyT2GovernmentmarketsManufacturermarketsConsumermarketsIntermediarymarketsResourcemarketsTaxes,Taxes,goodsgoodsMoneyMoneyMoneyMoneyServices,Services,moneymoneyServices,Services,moneymoneyTaxesTaxesTaxes,Taxes,goodsgoodsServices,Services,moneymoneyServicesServicesTaxes,Taxes,goodsgood

3、sGoods,servicesGoods,servicesGoods,servicesGoods,servicesResourcesResourcesMoneyMoneyMoneyMoneyResourcesResourcesFig.1.05Actors and Forces in aActors and Forces in aModern Marketing SystemModern Marketing SystemT3EnvironmentSuppliersCompany(marketer)Marketinginter-mediariesEnd-usermarketCompetitorsF

4、ig.1.06Selling and MarketingSelling and MarketingConcepts ContrastedConcepts ContrastedT4FactoryExistingproductsSelling andpromotionProfits throughsales volumeTargetmarketIntegratedmarketingProfits throughcustomersatisfactionCustomerneedsStartingpointFocusMeansEnds(b)The marketing concept(a)The sell

5、ing conceptFig.1.07Evolving Views of Evolving Views of Marketings RoleMarketings RoleT5aa.Marketing as anequal functionb.Marketing as a moreimportant functionFinanceProductionMarketingHumanresourcesFinanceHumanresourcesMarketingProductionFig.1.09Evolving Views of Evolving Views of Marketings RoleMar

6、ketings RoleT5bFig.1.09c.Marketing as themajor functiond.The customer as thecontrolling factorMarketingFinanceHumanresourcesProductionCustomerHumanresourcesFinanceProductionMarketingEvolving Views of Evolving Views of Marketings RoleMarketings RoleT5cFig.1.09e.The customer as the controllingfunction

7、 and marketing as theintegrative functionCustomerMarketingProductionHumanresourcesFinanceDeterminants of Customer Determinants of Customer Delivered ValueDelivered ValueProduct valueServices valuePersonnel valueImage valueMonetary costTime costEnergy costTotalcustomervalueT6Psychic costTotalcustomer

8、costCustomerdeliveredvalueT6Fig.2.01The Generic Value ChainThe Generic Value ChainFig.2.03T7Primary ActivitiesSupportActivitiesFirm infrastructureHuman resource managementTechnology developmentProcurementInboundlogisticsOutboundlogisticsMarketingandsalesServiceOpera-tionsMarginMarginLevi Strauss Lev

9、i Strauss Value-Delivery NetworkValue-Delivery NetworkT8OrderDu Pont(Fibers)Milliken(Fabric)Levis(Apparel)Sears(Retail)Competition is between Competition is between networksnetworks,not companies.,not companies.The winner is the company with the better network.The winner is the company with the bett

10、er network.Fig.2.04CustomerOrderOrderOrderDeliveryDeliveryDeliveryDeliveryLevels of Relationship Levels of Relationship MarketingMarketingFig.2.06T9Manycustomers/distributorsMediumnumber ofcustomers/distributorsFewcustomers/distributorsAccountableProactivePartnershipProactiveAccountableReactiveAccou

11、ntableReactiveBasic orreactiveHighmarginMediummarginLowmarginThe Profit TriangleThe Profit TriangleFig.2.08T10ProfitValue creationCompetitive advantageInternal operationsStrategic Planning,Strategic Planning,Implementation,and Control Implementation,and Control ProcessProcessT11CorporateplanningDivi

12、sionplanningBusinessplanningProductplanningOrganizingImplementingMeasuringresultsDiagnosingresultsTakingcorrectiveactionFig.3.01PlanningPlanningImplementationImplementationControlControlThe Boston Consulting The Boston Consulting Groups Growth-Share MatrixGroups Growth-Share MatrixT123?10 x 4x 2x 1.

13、5x 1x 10 x 4x 2x 1.5x 1x 20%-20%-18%-18%-16%-16%-14%-14%-12%-12%-10%-10%-8%-8%-6%-6%-4%-4%-2%-2%-0 0Market growth rateRelative market shareStarsCash cowQuestion marksDogs?5421687.5x .4x .3x .2x .1x .5x .4x .3x .2x .1x Fig.3.03Market Attractiveness:Market Attractiveness:Competitive-Position Portfolio

14、 Competitive-Position Portfolio ClassificationClassificationFig.3.04T13StrongStrongMediumMediumWeakWeakBUSINESS STRENGTHBUSINESS STRENGTHMARKET ATTRACTIVENESSMARKET ATTRACTIVENESS5.005.003.673.672.332.331.001.00LowLowMediumMediumHighHighHydraulicpumpsJointsClutchesFlexiblediaphragmsAerospacefittings

15、FuelpumpsReliefvalve1.001.002.332.333.673.675.005.00Invest/growInvest/growSelectivity/earningsSelectivity/earningsHarvest/divestHarvest/divestThe Strategic-Planning GapThe Strategic-Planning GapFig.3.05T14DesiredsalesDiversification growthIntegrative growthIntensive growthCurrentportfolioSalesSalesT

16、ime(yearsTime(years)Strategic-Strategic-planningplanninggapgap10105 50 0Three Intensive Growth Strategies:Three Intensive Growth Strategies:Ansoffs Product/Market Expansion Ansoffs Product/Market Expansion GridGridT151.Market-penetrationstrategy(Diversificationstrategy)3.Product-developmentstrategy2

17、.Market-developmentstrategyCurrentCurrentmarketsmarketsNewNewmarketsmarketsCurrentCurrentproductsproductsNewNewproductsproductsFig.3.06Opportunity MatrixOpportunity MatrixT16a1423HighHighLowLowHighHighLowLowAttractivenessAttractivenessSuccess ProbabilityFig.3.081.Company develops a more powerful lig

18、hting system2.Company develops a device for measuring the energy efficiency of any lighting system3.Company develops a device for measuring illumination level4.Company develops a software program to teach lighting fundamentals to TV studio personnelOpportunitiesThreat MatrixThreat MatrixT16b1423High

19、HighLowLowHighHighLowLowSeriousnessSeriousnessProbability of OccurrenceProbability of OccurrenceFig.3.081.Competitor develops a superior lighting system2.Major prolonged economic depression3.Higher costs4.Legislation to reduce number of TV studio licensesThreatsThreatsThe McKinsey 7-S FrameworkThe M

20、cKinsey 7-S FrameworkSkillsStrategyStructureSystemsT17SharedvaluesStaffStyleFig.3.09Marketing-Mix StrategyMarketing-Mix StrategySalespromotionAdvertisingSalesforcePublicrelationsDirect mailandtelemarketingTargetcustomersDistri-butionchannelsPromotion MixPromotion MixFig.3.13T19CompanyProductsService

21、sPricesOffer MixOffer Mix Factors Influencing Factors Influencing Company Company Marketing Marketing StrategyStrategyT20TargetcustomersProductPromotionPlacePriceMarketinginformationsystemMarketingplanningsystemMarketingorganizationsystemMarketingorganization andimplementationDemographic/Demographic

22、/economiceconomicenvironmentenvironmentSocial/Social/culturalculturalenvironmentenvironmentTechnological/Technological/physicalphysicalenvironmentenvironmentPolitical/Political/legallegalenvironmentenvironmentCompetitorsMarketingintermediariesPublicsSuppliersFig.3.14The MarketingThe MarketingInforma

23、tion SystemInformation SystemT21MarketingmanagersAnalysisPlanningImplemen-tationControlAssessinginformationneedsDistributinginformationInternalrecordsMarketing decisions and communicationMarketing decisions and communicationMarketingenvironmentTestmarketsMarketingchannelsCompetitorsPublicsMacro-envi

24、ronmentforcesMarketing Information SystemDeveloping informationMarketingintelligenceMarketingresearchMarketingdecision supportanalysisFig.4.01The Marketing Research The Marketing Research ProcessProcessT22Define theproblem andresearchobjectivesFig.4.02Develop theresearchplanCollecttheinforma-tionAna

25、lyzetheinforma-tionPresentthefindingsNinety Types of Demand Ninety Types of Demand Measurement(6 x 5 x 3)Measurement(6 x 5 x 3)T23Fig.4.04Short runMedium runLong runTime levelTime levelAll salesAll salesCompany salesCompany salesProduct line salesProduct line salesProduct form salesProduct form sale

26、sProduct item salesProduct item salesIndustry salesIndustry salesProductProduct level levelTerritoryTerritoryRegionRegionU.S.A.U.S.A.CustomerCustomerWorldWorldSpaceSpacelevellevelModel of Buyer BehaviorModel of Buyer BehaviorT24MarketingstimuliProductPricePlacePromotionOtherstimuliEconomicTechnologi

27、calPoliticalCulturalBuyers decisionsProduct choiceBrand choiceDealer choicePurchase timingPurchase amountBuyerscharacteristicsCulturalSocialPersonalPsychologicalBuyers decisionprocessProblem recognitionInformation searchEvaluationDecisionPostpurchase behaviorFig.6.01See Figure 6-5See Figure 6-2Maslo

28、ws HierarchyMaslows Hierarchyof Needsof NeedsFig.6.03T25Psychological needs(food,water,shelter)Safety needs(security,protection)Social needs(sense of belonging,love)Esteem needs(self-esteem,recognition)Self-actualization(self-developmentand realization)1.5.4.3.2.Five-Stage Consumer Five-Stage Consum

29、er Buyer Decision ProcessBuyer Decision ProcessT26ProblemProblemrecognitionrecognitionInformationInformationsearchsearchEvaluation ofEvaluation ofalternativesalternativesPurchasePurchasedecisiondecisionPostpurchasePostpurchasebehaviorbehaviorFig.6.05Steps Between Evaluation of Steps Between Evaluati

30、on of Alternatives and a Purchase DecisionAlternatives and a Purchase DecisionT27EvaluationEvaluationofofalternativesalternativesFig.6.07PurchaseintentionUnantici-patedsituationalfactorsAttitudeof othersPurchasedecisioinHow Customers Use orHow Customers Use orDispose of ProductsDispose of ProductsT2

31、8ProductGet rid of ittemporarilyLoan itGive itawayDirect toconsumerFig.6.08Get rid of itpermanentlyKeep itRent itStore itConvertto newpurposeUse fororiginalpurposeTrade itSell itThrow itawayTointermediaryThroughmiddlemanTo beusedTo be(re)soldMajor Influences on Major Influences on Industrial Buying

32、BehaviorIndustrial Buying BehaviorT29Level ofdemandEconomicoutlookInterest rateRate of techno-logical changePolitical andregulatorydevelopmentsCompetitivedevelopmentsSocial responsi-bility concernsObjectivesPoliciesProceduresOrganizationalstructuresSystemsInterestsAuthorityStatusEmpathyPersuasive-ne

33、ssAgeIncomeEducationJob positionPersonalityRisk attitudesCultureEnvironmentalBusinessBuyerInterpersonalOrganizationalIndividualFig.7.02Five Forces Determining Five Forces Determining Segment Structural Segment Structural AttractivenessAttractivenessT30T30Fig.8.01Fig.8.01Potential Entrants(Threat ofM

34、obility)Buyers(Buyer power)Suppliers(Supplier power)IndustryCompetitors(Segment rivalry)Substitutes(Threats ofsubstitutes)Barriers and ProfitabilityBarriers and ProfitabilityT31Low,stablereturnsHigh,riskyreturnsLow,riskyreturnsHigh,stablereturnsLowLowHighHighLowLowHighHighFig.8.02Entry BarriersExit

35、barriersProduct/Market Battlefield Product/Market Battlefield for Toothpastefor ToothpasteT32T32Fig.8.03Fig.8.03TopolTopolPlaintoothpasteToothpastewith fluorideGelSmokerstoothpasteStripedColgate-PalmoliveProcter&GambleColgate-PalmoliveProcter&GambleColgate-PalmoliveProcter&GambleLever Bros.BeechamCo

36、lgate-PalmoliveProcter&GambleLever Bros.Colgate-PalmoliveProcter&GambleColgate-PalmoliveProcter&GambleColgate-PalmoliveProcter&GambleColgate-PalmoliveProcter&GambleColgate-PalmoliveProcter&GambleLever Bros.BeechamProduct segmentationCustomer segmentationChildren/TeensAge 19-35Age 36+Strategic Groups

37、 in the Major Strategic Groups in the Major Appliance IndustryAppliance IndustryFig.8.04T33Group ANarrow lineLower mfg.costVery high serviceHigh priceHighHighLowHighLowLowQualityQualityVertical IntegrationVertical IntegrationGroup DBroad lineMedium mrg.costLow serviceLow priceGroup CModerate lineMed

38、ium mfg.costMedium serviceMedium priceGroup BFull lineLow mfg.costGood serviceMedium priceSteps in Market Segmentation,Steps in Market Segmentation,Targeting,and PositioningTargeting,and PositioningT341.Identifysegmentationvariables andsegment themarket2.Develop profiles ofresultingsegments3.Evaluat

39、eattractivenessof eachsegment4.Select thetargetsegment(s)5.Identifypossiblepositioningconcepts foreach targetsegment6.Select,develop,andcommunicatethe chosenpositioningconceptFig.9.01MarketMarketSegmentationSegmentationMarketMarketTargetingTargetingMarketMarketPositioningPositioningBasic Market-Pref

40、erence Basic Market-Preference PatternsPatternsT35Fig.9.03(a)Homogeneous(a)Homogeneouspreferencespreferences(b)Diffused(b)Diffusedpreferencespreferences(c)Clustered(c)ClusteredpreferencespreferencesSweetnessSweetnessCreaminessCreaminessCreaminessCreaminessCreaminessCreaminessSweetnessSweetnessSweetn

41、essSweetnessHeavy and Light Users of Heavy and Light Users of Common Consumer ProductsCommon Consumer ProductsFig.9.04T36HEAVY HALFHEAVY HALF75%71%Soups andSoups anddetergents(94%)detergents(94%)LIGHT HALFLIGHT HALF25%29%79%75%13%21%25%83%83%17%5%17%87%Toilet tissue(95%)Toilet tissue(95%)PRODUCT(%US

42、ERS)PRODUCT(%USERS)Shampoo(94%)Shampoo(94%)81%Paper towels(90%)Paper towels(90%)Cake mix(74%)Cake mix(74%)19%Cola(67%)Cola(67%)95%Beer(41%)Beer(41%)Dog food(30%)Dog food(30%)Bourbon(20%)Bourbon(20%)Five Patterns of Target Five Patterns of Target Market SelectionMarket SelectionFig.9.05Fig.9.05T37T37

43、Single-segmentSingle-segmentconcentrationconcentrationSelectiveSelectivespecializationspecializationProductProductspecializationspecializationM1 M2 M3 P1P2P3Full marketFull marketcoveragecoverageMarketMarketspecializationspecializationM1 M2 M3 M1 M2 M3 P1P2P3P1P2P3M1 M2 M3 M1 M2 M3 P1P2P3P1P2P3P=Pro

44、ductP=ProductM=MarketM=MarketSegment-by-SegmentSegment-by-SegmentInvasion PlanInvasion PlanT38T38Fig.9.06Fig.9.06Customer GroupsTruckersTruckersRailroadsRailroadsAirlinesAirlinesCompany BCompany BCompany ACompany ALargeLargecomputerscomputersProduct VarietiesPersonalPersonalcomputerscomputersMid-siz

45、eMid-sizecomputerscomputersCompany CCompany CThe BCG CompetitiveThe BCG CompetitiveAdvantage MatrixAdvantage MatrixFig.10.01Fig.10.01Number of Approachesto Achieve AdvantageT39T39VolumeFragmentedStalematedSpecializedFewFewSize of the AdvantageSmallSmallLargeLargeManyManyPerceptual MapPerceptual MapF

46、ig.10.03Fig.10.03T40T40-1.6 -1.4 -1.2 -1.0 -0.8 -0.6 -0.4 -0.2 -1.6 -1.4 -1.2 -1.0 -0.8 -0.6 -0.4 -0.2 0.2 0.4 0.6 0.8 1.0 1.2 1.4 1.6 0.2 0.4 0.6 0.8 1.0 1.2 1.4 1.6 1.01.00.80.80.60.60.40.40.20.2-0.2-0.2-0.4-0.4-0.6-0.6-0.8-0.8EconomicalEconomicalFun ridesFun ridesExerciseExerciseFantasyFantasyGoo

47、d foodGood foodEasy to reachEasy to reachMagicMagicMountainMountainEducational,Educational,animalsanimalsLittle waitingLittle waitingDisneylandDisneylandJapaneseDeer ParkBuschBuschGardensGardensKnottsKnottsBerryBerryFarmFarmLionLionCountryCountrySafariSafariMarinelandMarinelandof theof thePacificPac

48、ificLive showsLive showsPerceptual MapPerceptual MapFig.10.06Fig.10.06T41T41LowPriceLow QualityHigh QualityHighPriceGCFEBDA1、有时候读书是一种巧妙地避开思考的方法。4月-234月-23Monday,April 24,20232、阅读一切好书如同和过去最杰出的人谈话。02:32:0102:32:0102:324/24/2023 2:32:01 AM3、越是没有本领的就越加自命不凡。4月-2302:32:0102:32Apr-2324-Apr-234、越是无能的人，越喜欢挑剔

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