[销售营销]Marketing_营销知识点小结

1、ab1501chapter 1- marketing: creating and capturing customer valuethe marketing process p29 understand the marketplace and customer needs and wantso research customers and the marketplaceo manage marketing information and customer data design a customer-driven marketing strategyo select customers to

2、serve: market segmentation and targetingo decide on a value proposition: differentiation and positioning construct an integrated marketing program that delivers the valueo product and service design: build strong brandso pricing: create real valueo distribution: manage demand and supply chainso prom

3、otion: communicate the value proposition build profitable relationships and create customer delighto customer relationship management: build strong relationships with chosen customerso partner relationship management: build strong relationships with marketing partners capture value from customers to

4、 create profits and customer equityo create satisfied, loyal customerso capture customer lifetime valueo increase share of market and share of customermarketing management orientations p33 five concepts under which organizations design and carry out their marketing strategies the production concept

5、the product concept the selling concept the marketing concept the societal marketing concepto balance three considerations in setting the marketing strategy: company profits, consumer wants, and societys interest in terms of human welfarethe changing marketing landscape p49 the digital ageo new ways

6、 to learn about and track customerso create products and services tailored to individual customer needso marketers can target consumers more selectively and build closer, two-way customer relationships rapid globalizationo marketers are connected globally with their customers and marketing partners

7、the call for more ethics and social responsibilityo marketers being called upon to take greater responsibility for the social and environmental impact of their actions the growth of not-for-profit marketingo colleges, hospitals, museums, zoos, symphony orchestras, and even churcheschapter 2 company

8、& marketing strategy: partnering to build customer relationshipscompanywide strategic planning: defining marketings role p62 strategic planning (developing and maintaining a strategic fit between organizations goals and capabilities and its changing marketing opportunities) defining a market-oriente

9、d mission mission statement (statement of the organizations purpose) should be market-oriented defined in terms of customer needs should not be too narrow/broad should be realistic should be specific should fit market environment should base on distinctive competencies should be motivating setting c

10、ompany objectives & goals mission needs to be turned into detailed supporting objectives for each level of management designing the business portfolio business portfolio (collection of businesses and products that make up the company) analyze current business portfolio portfolio analysis (evaluates

11、products and businesses making up the company) strategic business unit (sbu) (unit of company having separate mission and objectives and can be planned independently from other company businesses) attractiveness of sbus market or industry strength of sbus position in that market or industry invest m

12、ore to build share invest just enough to hold at current level harvest to milk short-term cash flow regardless of long-term effect divest by selling or phasing it out shape future portfolio objective must be “profitable growth”, not growth itself market penetration (making more sales to current cust

13、omers without changing products) market development (identifying and developing new markets for current products) product development (offering modified or new products to current markets) diversification (starting up or buying businesses outside of current products and markets) careful not to lose

14、market focus downsizing market environment has changed, making some products or markets less profitable firm has grown too fast and entered areas where it lacks experience firm enters too many foreign markets without proper research introduces new products that do not offer superior customer valuepl

15、anning marketing: partnering to build customer relationships p70 partnering with other company departments value chain (series of departments that carry out value-creating activities to design, produce, market, deliver and support a firms products) success depends on how well each department perform

16、s its work and how well activities of various departments are coordinated partnering with others in the marketing system value-delivery network (network made up of the company, suppliers, distributors and ultimately customers who “partner” each other to improve performance of entire system) competit

17、ion no longer takes place between individuals. rather, it takes place between the entire value-delivery networks created by competitors.marketing strategy & the marketing mix p72 customer-driven marketing strategy the marketing logic by which the business unit hopes to create customer value and achi

18、eve profitable customer relationships, it involves two questions: which customers will we serve (segmentation and targeting)? how will we create value for them (differentiation and positioning) then the company designs a marketing program (the 4 ps) that delivers the intended value to targeted custo

19、mers market segmentation dividing a market into distinct groups of buyers who have distinct needs, characteristics or behavior and who might require separate products or marketing mixes market targeting evaluating each market segments attractiveness and selecting one or more segments to enter market

20、 positioning arranging for a product to occupy a clear, distinctive and desirable place relative to competing products in minds of target consumers distinguish from competing brands give greatest strategic advantage in their target markets market differentiation actually differentiating the market o

21、ffering to create superior customer value developing the marketing mix four ps/four cs product/customer solution (goods-and-services combination company offers to target market) price/customer cost (amount customers pay to obtain product) place/convenience (company activities that make product avail

22、able to target consumers) promotion/communication (activities communicating merits of product and persuading target customers to buy)managing the marketing effort p77 marketing analysis swot analysis a tool for situation analysis match the company strengths to attractive opportunities in the environ

23、ment eliminating or overcoming the weakness minimizing threats marketing planning (addresses “what” & “why” of marketing activities) p78 & table executive summary current marketing situation threats & opportunities analysis objectives & issues marketing strategy action programs budgets controls mark

24、eting implementation addresses “who”, “where”, “when” & “how” depends on how well the company blends its people, organizational structure, decision and reward systems and company culture into a cohesive action program that supports its strategies marketing department organization functional organiza

25、tion different marketing activities headed by a functional specialist geographic organization sales and marketing people assigned to specific countries, regions and districts product management organization product manager develops and implements a complete strategy and marketing program for a speci

26、fic product or brand market or customer management organization market managers develop marketing strategies and plans for their specific markets or customers marketing control (measuring and evaluating results of marketing strategies and plans and taking corrective action to ensure objectives are a

27、chieved) operating control (checking ongoing performance against annual plan and taking corrective action when necessary) strategic control (looking at whether companys basic strategies are well matched to its opportunities)measuring & managing return on marketing p81 return on marketing/marketing r

28、oi (net return divided by costs of the marketing investment) standard marketing performance brand awareness sales market share customer-centered measures customer acquisition customer retention customer lifetime valuechapter 3 analyzing the marketing environmentthe companys microenvironment p90 acto

29、rs close to the company affecting its ability to serve its customers the company all departments must “think customer” and work in harmony to provide superior customer value and satisfaction top management, finance, r&d, purchasing, operations, accounting, hr identify and assess the existing and pot

30、ential resources quantity and quality of resources available nature of resources extend to which the resources are unique strength or weakness type of resources tangible assets intangible assets organizational capabilities a combination of assets, people, and processes hard for competitors to copy h

31、ard to make change to business approach suppliers marketing managers must watch supply availability (e.g. supply shortages or delays, labor strikes) marketing managers must monitor price trends of their key inputs marketing intermediaries firms helping company to promote, sell and distribute goods t

32、o final buyers large and growing resellers help the company to find customers or make sales to them have enough power to dictate terms or even shut manufacturer out of large markets physical distribution firms help the company with logistical function: stock and move goods marketing services agencie

33、s help the company to target and promote products to the right markets financial intermediaries help the company to finance transactions or insure against risks customers consumer markets individuals and households buy goods and services for personal consumption business markets buy goods and servic

34、es for further processing or for use in production reseller markets buy goods and services to resell at a profit government markets government agencies buy goods and services to produce public services or transfer to others who need them international markets buyers in other countries competitors pu

35、blics any group having an actual or potential interest in or impact on an organizations ability to achieve its objectives financial publics influence companys ability to obtain funds media publics carry news, features and editorial opinion government publics citizen-action publics local publics neig

36、hborhood residents and community organizations general public internal publics workers, managers, volunteers and board of directorsthe companys macroenvironment p94 larger societal forces that affect the actors in the microenvironment demographic environment demography (study of human populations in

37、 terms of size, density, location, age, gender, race, occupation and other statistics) changing age structure of the population baby boomers (born following world war ii until early 1960s) lucrative market for new housing and home remodeling, financial services, travel and entertainment, eating out,

38、 health and fitness products and high-priced cars and other luxuries generation x (born between 1965 and 1976 in “baby dearth” following baby boom) more cautious economic outlook care about environment less materialistic more skeptical millennials, generation y (born between 1977 and 2000) large tee

39、n and young adult market utter fluency and comfort with computer, digital and information technology generational marketing marketers need to form more precise age-specific segments segment by their lifestyle or life stage try to be broadly inclusive and offer each generation something specifically

40、designed for it at the same time changing family trends in divorce rate trends in marriage rate trends in birth rate changing gender roles geographic shifts in population migratory movement between and within countries telecommuting education and occupation educational attainment changes in occupati

41、on types demand for quality products, books, magazines, travel, pcs and internet services increasing diversity nationality ethnicity sexual orientation disabilities market for online grocery shopping, home delivery, travel, sports and other leisure-oriented products and services economic environment

42、 p103 factors affecting consumer buying power and spending patterns changes in income marketers try to offer greater value (right combination of product quality and good service at a fair price) marketers should pay attention to income distribution as well as average income upper-class consumers mar

43、ket for luxury goods middle class consumers market for good quality goods working class consumers market for basics of food, clothing and shelter underclass consumers market for most basic purchases changing consumer spending patterns different income levels have different spending patterns natural

44、environment natural resources are needed as inputs by marketers or are affected by marketing activities growing shortages of raw materials firms making products required raw materials face large cost increases even if the materials remain available increased pollution increased government interventi

45、on marketers should develop solutions to the material and energy problems consumer demands with ecologically safer products, recyclable or biodegradable packaging, recycled materials and components, better pollution controls and more energy-efficient operations technological environment forces that

46、create new technologies, creating new product and market opportunities create new markets and opportunities every new technology replaces an older technology fantasy products must not only be technical, but also commercial (practical and affordable) political environment (laws, government agencies a

47、nd pressure groups influencing and limiting various organizations and individuals in a given society) legislation regulating business increasing legislation to protect companies from each other by defining and preventing unfair competition to protect consumers from unfair business practices by defin

48、ing and enforcing unfair business practices to protect interests of society against unrestrained business behavior by ensuring firms take responsibility for societal costs of their production or products changing government agency enforcement increased emphasis on ethics & socially responsible actio

49、ns socially responsible behavior changing government agency enforcement enlightened companies look beyond what the regulatory system allows and simply “do the right thing” to protect long-run interests of consumers and environment cause-related marketing to exercise social responsibility and build m

50、ore positive images, companies link themselves to worthwhile causes cultural environment (institutions and other forces affecting societys basic values, perceptions, preferences and behaviors) persistence of cultural values marketers have some chance of changing secondary values, but little chance o

51、f changing core values shifts in secondary cultural values marketers want to predict cultural shifts in order to spot new opportunities or threats peoples views of themselves people use products, brands and services as a means of self-expression and matching their views of themselves peoples views o

52、f others people want to be with and serve others greater demand for “social support” products and services that improve communication between people such as health clubs and family vacations peoples views of organizations people today see work not as a source of satisfaction, but as a required chore

53、 to earn money to enjoy non-work hours organizations need to find new ways to win consumer and employee confidence peoples views of society peoples orientation to their society influences their consumption patterns and attitudes toward the marketplace peoples views of nature people recognized nature

54、 is finite and fragile and can be destroyed or spoiled by human activities created a sizable “lifestyles of health and sustainability” (lohas) market for everything from natural, organic and nutritional products to renewable energy and alternative medicine peoples views of the universe some futurist

55、s have noted a renewed interest in spirituality presents a unique marketing opportunity for brandsresponding to the marketing environment p115 proactive stance take aggressive actions to affect publics and forces in their marketing environment reactive stance watch and react to the uncontrollable ma

56、rketing environment smart marketing managers will take a proactive rather than reactive approach to marketing environment it also depends on: immediacy of impact of change tangibility of impact of change: how badly will it impact you? interaction of the difference forceschapter 4 managing marketing information marketing information system (mis) (people