全英市场营销复习整理docx.docx

全英市场营销复习整理docx.docx

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全英市场营销复习整理docx

Ch1

1.DefinitionofMarketing：

2.MarketNeeds：

WantsDemands：

Needs-stateoffeltdeprivationforbasicitemssuchasfoodandclothingandcomplexneedssuchasforbelonging・i.e.Iamthirsty

Wants-formthatahumanneedtakesasshapedbycultureandindividualpersonality,i.e.IwantaCoca-Cola・

Demands-humanwantsbackedbybuyingpower,i.e.IhavemoneytobuyaCoca-Cola・

CustomerValue：

CustomerValue-benefitthatthecustomergainsfromowningandusingaproductcomparedtothecostofobtainingtheproduct.

CustomerSatisfaction:

CustomerSatisfaction-dependsontheproduct'sperceivedperformanceindeliveringvaluerelativetoabuyer'sexpectations・LinkedtoQualityandTotalQualityManagement（TQM）

3.MarketingPhilosophies

•ProductionConcept

•ProductConcept

•SellingConcept

•MarketingConceptSocietalMarketingConceptMarketingPhilosophies

（1）ProductionConcept

Assumesconsumerswantproductsthatareavailable,highlyaffordableandlowprices・

（2）ProductConcept

（3）SellingConcept

Assumesconsumerswillnotbuyenoughproductunlessthereisastrongsalesandpromotionaleffort.

⑷TheMarketingConcept

Assumesthatachievingtheorganization^goalsdependsondeterminingandsatisfyingconsumers

4.Themarketingconceptrestsonfourpillars:

•targetmarket

•customerneeds

•integratedmarketing

•profitability

A.TargetMarket

Toonecompany,it'sveryimportanttoidentifyanddefinetheitstargetmarket・

Nocompanycanoperatesuccessfullyineverymarketbecausenoproductisforeverybody,regardlessofwhatthecompanysays・Norcanthefirmalwaysdoagoodjobwithinonebroadmarket・Companiesdobestwhentheydefinetheirtargetmarketsandimplementatailoredmarketingprogram.

B.CustomerNeeds

Acompanycandefineitstargetbutfailtocoirectlyunderstandthecustomers^needs.Understandingcustomerneedsandwantsisnotalwayssimple.

Somecustomershaveneedsofwhichtheyarenotfullyconscious・

Theycan'tusethecorrectivewordstodescribewhattheywant.

Maybethecustomerscouldnotknowthetrendofeconomydevelopment.

Fivetypesofneed

Statedneeds（thecustomerwanttobuyinexpensivecar）

Realneeds（thecustomerwanttobuyonecarwhoseoperatingcost,notitsinitialprice,islow）Unstatedneeds（thecustomerwantstogetgoodserviceformthedealer）

Delightneeds（thecustomerwouldlikethedealertoineludeagiftofacitymap）

Secretneeds（thecustomerwantstobeseenbyfriendsasasavvy（理智1得）consumer）

C・IniegratedMarketing

Thecompanyadheringtothemarketingconceptwouldknowthattherearefourpartsmustbeintegratedintoyourmarketingcampaigns:

theproductanditsdistribution,priceandpromotion・D.Profitability

Themarketerunderstandsthatprofitabilityisimportantbutitshouldnotbetheobjectiveofhisorherefforts.Instead,theemphasisison"doingtherightthings11insteadof"doingthingsright/1Theintuitivemarketerwillworkatperformingallthetaskswellthatwillgenerateprofits,andthenprofitswillcome・

Marketing&Sales

6.Marketing&SalesConceptsContrasted

Ch2BuildingCustomerSatisfaction^Value,andRetention

1.CustomerDeliveredValue：

Customerdeliveredvalueisthedifferencebetweentotalcustomervalueandtotalcustomercost.Customerswillnormallychoosetheofferthatmaximizesthedeliveredvalue.

2・CuStOITierSatisfaction^Customersatisfactionistheoutcomefeltbybuyerswhohaveexperieneedacompanyperformancethathasfulfilledexpectations・Customersaresatisfiedwhentheirexpectationsaremetanddelightedwhentheirexpectationsareexceeded・Satisfiedcustomersremainloyallonger,buymore,arelesspricesensitive,andtalkfavorablyaboutthecompany.

3.MeasuringSatisfaction

4.Thekeytocustomerretentioniscustomersatisfaction.

Ch3Marketing-orientedstrategicplanning

*l・Marketing・orientedstrategicplanning

Marketing-orientedstrategicplanning

themanagerialprocessofdevelopingandmaintainingaviablefitbetweentheorganization'sobjectives,skills,andresourcesanditschangingmarketopportunities-

Theaimofstrategicplanningistoshapeandreshapethecompany'sbusinessandproductssothattheyyieldtargetprofitsandgrowth.

Itinvolvesdefiningaclearcompanymission,settingsupportingobjectives,designingasoundbusinessportfolio,andcoordinatingfunctionalstrategies.

Strategicplanningcallsforactionsinthreekeyareasandtakesplaceatfourlevels（usuallyinlargecompanies）:

corporate,division,businessunit,andproduct

2.Marketingplan

Marketingplansfocusonaproduct/marketandconsistofthedetailedmarketingstrategiesandprogramsforachievingtheproduct'sobjectivesinatargetmarket.Marketingplansarethecentralinstrumentfordirectingandcoordinatingthemarketingeffort.

3.CorporateandDivisionStrategicPlanning

•DefiningtheCorporateMission

•EstablishingStrategicBusinessUnits（SBUs）

•AssigningresourcestoeachSBU

•Planningnewbusinesses,downsizing,orterminatingolderbusinesses

4.SBUs

5.TheBostonConsultingGroupApproach（TheGrowth-ShareMatrix）

6.TheGeneralElectricModel

TheGEapproachconsidersmanyfactorsbesidesmarketgrowthrateaspartofindustryattractiveness・Itusesanindustryattractivenessindexmadeupofmarketsize,marketgrowthrate,industryprofitmargin,amountofcompetition,seasonalityandcyclicityofdemand,andindustrycoststructure.Eachofthesefactorsisratedandcombinedinanindexofindustryattractiveness.Anindustry'sattractivenesswillbedescribedashigh,medium,orlow.

Businessstrength

GEapproachagainusesanindexratherthanasimplemeasureofrelativemarketshare・Thebusinessstrengthindexincludesfactorssuchasthecompany'srelativemarketshare,pricecompetitiveness,productquality,customerandmarketknowledge,saleseffectiveness，andgeographicadvantages.Thesefactorsareratedandcombinedinanindexofbusinessstrength,whichcanbedescribedasstrong,average,orweak.

7」ntensivegrowth

8」ntegrativeGrowth

9.DiversificationGrowth

a.IntensiveGrowth

Firstly,corporateshouldanalyzewhetheranyopportunitiesexistforimprovingitsexistingbusinesses5performance・Oneusefuldeviceforidentifyingthenewintensivegrowthopportunitiesistheproduct-marketexpansiongrid・

WeapplythisgridheretoStarbucks（星巴克）•

MarketPenetration

First,Starbucksmanagementmightconsiderwhetherthecompanycanachievedeepermarketpenetration一makingmoresalestocurrentcustomerswithoutchangingitsproducts.Itmightaddnewstoresincurrentmarketareastomakeiteasierformorecustomerstovisit・Improvementsinadvertising,prices,service,menuselection,orstoredesignmightencouragecustomerstostopbymoreoftenortobuymoreduringeachvisit・Forexample,Starbucksrecentlybeganadaptingitsmenutolocaltastesaroundthecountry・

Starbucksrecentlybegcinadaptingitsmenutolocaltastesaroundthecountry.

IntheSouth,wherecustomerstendtocomelaterinthedayandlingerforabit,[suchtailoring]meantaddingmoreappealingdessertofferings,aswellasdesigninglarger,morecomfortablelocations,finAtlanta,Starbucks]openedbiggerstoreswithsuchamenitiesascouchesandoutdoortables,sothatpeoplewouldfeelcomfortablehangingout,especiallyintheevening••••BuildingonitsAtlantaexperience,Starbucksistailoringitsstorestolocaltastesaroundthecountry.That'swhyyoufindcafeaulaitaswellastoasteditemsinNewOrleans,neitherofwhichisavailableelsewhereinthecountry・NotetoMarketPenetration

Basically,Starbuckswouldliketoincreasepatronage（E页客光E页）bycurrentcustomersandattractcompetitors1customerstoStarbucksshops.

MarketDevelopment

Second,Starbucksmanagementmightconsiderpossibilitiesformarketdevelopment一identifyinganddevelopingnewmarketsforitscurrentproducts.Forinstance,managerscouldreviewnewdemographicmarkets一suchasseniorconsumersorethnicgroups一toseeifnewgroupscouldbeencouragedtovisitStarbuckscoffeeshopsforthefirsttimeortobuymorefromthem.Managersalsocouldreviewnewgeographicalmarkets・StarbucksisnowexpandingswiftlyintonewU.S.markets,especiallyintheSoutheastandSouthwest.Itisalsodevelopingitsinternationalmarkets,withstorespoppinguprapidlyinAsia,Europe,andAustralia.

ProductDevelopment

Third,managementcouldconsiderproductdevelopment一offeringmodifiedornewproductstocurrentmarkets.Forexample,Starbucksisincreasingitsfoodofferingsinanefforttobringcustomersintoitsstoresduringthelunchanddinnerhoursandtoincreasetheamountoftheaveragecustomer'ssalesticket.Thecompanyisalsopartneringwithotherfirmstosellcoffeeinsupermarketsandtoextenditsbrandtonewproducts,suchascoffeeicecream（withBreyefs）andbottledFrappuccinodrinks（withPepsiCo）.

b.IntegrativeGrowth

Abusiness'ssaleandprofitscanbeincreasedthroughbackground、forward,orhorizontalintegrationwithinitsindustry.

c.DiversificationGrowth

Diversification

Fourth,Starbucksmightconsiderdiversification.Itcouldstartuporbuybusinessesoutsideofitscurrentproductsandmarkets.Forexample,Starbucksistestingtwonewrestaurantconcepts一CafeStarbucksandCircadia—inanefforttooffernewformatstorelatedbutnewmarkets.Inamoreextremediversification,Starbucksmightconsiderleveragingitsstrongbrandnamebymakingandmarketingalineofbrandedcasualclothingconsistentwiththe''Starbucksexperience.0However,thiswouldprobablybeunwise.Companiesthatdiversifytoobroadlyintounfamiliarproductsorindustriescanlosetheirmarketfocus,somet