科特勒市场营销教案英文版课件

1、Chapter 1Marketingin the Twenty-first CenturyMarketing ManagementTenth EditionObjectivesCourse OrganizationTasks of MarketingMajor Concepts & Tools of MarketingMarketplace OrientationsMarketings Responses to New ChallengesCourse/Text OrganizationPart I - Understanding Marketing ManagementPart II - A

2、nalyzing Marketing OpportunitiesPart III - Developing Marketing StrategiesPart IV - Shaping the Market OfferingPart V - Managing & Delivering Marketing ProgramsDefining MarketingMarketing is a societal process by which individuals and groups obtain what they need and want through creating, offering,

3、 and freely exchanging products and services of value with others. - Philip Kotler (p. 7)Core Concepts of Marketing Product or Offering Value and SatisfactionNeeds, Wants, and Demands Exchange and Transactions Relationships and Networks Target Markets & Segmentation Marketing Channels Supply Chain C

4、ompetition Marketing EnvironmentSimple Marketing SystemIndustry(a collection of sellers)Market(a collection of Buyers)Goods/servicesMoneyCommunicationInformationManufacturermarketsServices,moneyGovernmentmarketsServices,moneyServicesServices,moneyTaxesTaxes,goodsTaxes,goodsTaxes,goodsMoneyMoneyConsu

5、mermarketsIntermediarymarketsGoods, servicesGoods, servicesResourcesResourcesResourcemarketsMoneyMoneyStructure of FlowsThe Four PsMarketingMixProductPricePromotionPlaceThe Four CsCustomerSolutionCustomerCostCommunicationConven-ienceProduction ConceptProduct ConceptSelling ConceptMarketing ConceptCo

6、nsumers prefer products that are widely available and inexpensiveConsumers favor products thatoffer the most quality, performance,or innovative featuresConsumers will buy products only ifthe company aggressivelypromotes/sells these productsFocuses on needs/ wants of target markets & delivering value

7、 better than competitorsCompany Orientations Towards the MarketplaceMarketIntegratedmarketingProfits throughcustomersatisfactionCustomerneeds(b) The marketing conceptFactoryExistingproductsSelling andpromotionProfits throughsales volumeStartingpointFocusMeansEnds(a) The selling conceptCustomer Deliv

8、ered ValueCustomersFront-line peopleMiddle ManagementTopManagementTraditional Organization ChartCustomer-Oriented Organization ChartCustomersFront-line peopleMiddle managementTopmanage-mentCustomersCustomersEvolving Views of Marketings Rolea. Marketing as anequal functionFinanceProductionMarketingHu

9、manresourcesb. Marketing as a moreimportant functionFinanceHumanresourcesMarketingProductionEvolving Views of Marketings Rolec. Marketing as themajor functionMarketingFinanceHumanresourcesProductiond. The customer as thecontrolling factorCustomerHumanresourcesFinanceProductionMarketingEvolving Views

10、 of Marketings Rolee. The customer as the controllingfunction and marketing as theintegrative functionCustomerMarketingProductionHumanresourcesFinanceReviewCourse OrganizationTasks of MarketingMajor Concepts & Tools of MarketingMarketplace OrientationsMarketings Responses to New ChallengesChapter 2B

11、uilding CustomerSatisfactionMarketing ManagementTenth EditionObjectivesDefine value & satisfaction - understand how to deliver themThe nature of high-performance businessesHow to attract & retain customersImproving customer profitabilityTotal quality managementDeterminants of Customer Delivered Valu

12、eImage valuePersonnel valueServices valueProduct valueTotalcustomervalueMonetary costTime costEnergy costPsychic costTotalcustomercostCustomerdeliveredvalueSatisfaction is a persons feelings of pleasure or disappointment resulting from comparing a products perceived performance (or outcome) in relat

13、ion to his or her expectations.ResourcesOrganizationandaligning.High Performance BusinessProcessesBy improving critical business.Stake-holdersSet strategies to satisfy key.MarginMarginThe Generic Value ChainPrimary ActivitiesSupportActivitiesProcurementServ-iceTechnology DevelopmentHuman resource ma

14、nagementFirm infrastructureInboundLogisticsOpera-tionsOut-boundLogisticsMarket-ingandsalesLevi Strauss Value-Delivery NetworkCompetition is between networks, not companies.The winner is the company with the better network.DeliverySears(Retail)Levis(Apparel)OrderDeliveryOrderCustomerDeliveryDu Pont(F

15、ibers)OrderDeliveryOrderMilliken(Fabric)Satisfied Customers:Are loyal longerBuy more (new products & upgrades)Spread favorable word-of-mouthAre more brand loyal (less price sensitive)Offer feedbackReduce transaction costsLevels of Relationship MarketingManycustomers/distributorsMediumnumber ofcustom

16、ers/distributorsFewcustomers/distributorsAccountableProactivePartnershipProactiveAccountableReactiveAccountableReactiveBasic orreactiveHighmarginMediummarginLowmarginInactive orex-customersCustomer DevelopmentPartnersAdvocatesClientsRepeatcustomersFirst-timecustomersSuspectsProspectsDisqualifiedpros

17、pectsCustomer/Product Profitability AnalysisP1HighlyprofitableproductP2ProfitableproductP3LosingproductP4Mixed-bagproductProducts+Highprofitcustomer+-Mixed-bagcustomer+-LosingcustomerC1C2C3CustomersThe Profit TriangleValue creationCompetitive advantageInternal operationsProfitQualityQuality is the t

18、otality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs.#1ReviewDefine value & satisfaction - understand how to deliver themThe nature of high-performance businessesHow to attract & retain customersImproving customer profitabilityTo

19、tal quality managementChapter 3Winning Markets:Marketing ManagementTenth EditionObjectivesCorporate and division strategic planingBusiness unit planningThe marketing processProduct level planningThe marketing planMarket-Oriented Strategic PlanningObjectivesSkillsResourcesOpportunitiesMarket-Oriented

20、 Strategic PlanningObjectivesSkillsResourcesOpportunitiesProfitandGrowthCorporate Headquarters PlanningDefine the corporate missionEstablish strategic business units (SBUs)Assign resources to SBUsPlan new business, downsize older businessesStrategic-Planning, Implementation, and Control ProcessMeasu

21、ringresultsDiagnosingresultsTakingcorrectiveactionImplementationPlanningCorporateplanningDivisionplanningBusinessplanningProductplanningOrganizingImplementingControlGood Mission Statements:Limited number of goalsStress major policies & valuesDefine competitive scopesThe Boston Consulting Groups Grow

22、th-Share Matrix20%-18%-16%-14%-12%-10%- 8%- 6%- 4%- 2%- 0Market Growth Rate3?Question marks?21Cash cow6Dogs8710 x 4x 2x 1.5x 1x Relative Market Share.5x .4x .3x .2x .1x Stars54Market Attractiveness: Competitive- Position Portfolio ClassificationMARKET ATTRACTIVENESS5.003.672.331.00LowMediumHighRelie

23、fvalveFlexiblediaphragmsFuelpumpsAerospacefittingsClutchesHydraulicpumpsJointsStrongMediumWeakBUSINESS STRENGTH1.002.333.675.00Invest/growSelectivity/earningsHarvest/divestSales1050Time (years)The Strategic-Planning GapDesiredsalesIntegrative growthIntensive growthCurrentportfolioStrategic-planningg

24、apDiversification growthThree Intensive Growth Strategies: Ansoffs Product/Market Expansion Grid4. Diversification2. MarketdevelopmentNewmarkets1. MarketpenetrationExistingmarketsExistingproducts3. ProductdevelopmentNewproducts1423HighLowHighLowAttractivenessSuccess ProbabilityOpportunitiesOpportuni

25、ty Matrix1.Company develops a more powerful lighting 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 personnelThre

26、at Matrix1.Competitor develops a superior lighting system2.Major prolonged economic depression3.Higher costs4.Legislation to reduce number of TV studio licenses1423HighLowHighLowSeriousnessProbability of OccurrenceThreatsThe McKinsey 7-S FrameworkSkillsSharedvaluesStaffStyleStrategyStructureSystemsS

27、ell the productThe Value-Delivery ProcessMake the productProcureDesignproductMakePriceSellAdvertise/promoteDistributeServiceChoose the ValueProvide the ValueCommunicate the Value(a) Traditional physical process sequence(b) Value creation & delivery sequenceStrategic marketingTactical marketingThe Ma

28、rketing PlanExecutive Summary & Table of ContentsCurrent Marketing SituationOpportunity & Issue AnalysisObjectivesMarketing StrategyAction ProgramsProjected Profit-and-lossControlsCompetitorsMarketingintermediariesPublicsSuppliers Factors Influencing Company Marketing StrategyMarketinginformationsys

29、temMarketingplanningsystemMarketingorganizationsystemMarketingorganization andimplementationProductPromotionPlacePriceTargetcustomersDemographic/economicenvironmentSocial/culturalenvironmentTechnical/physicalenvironmentPolitical/legalenvironmentReviewCorporate and division strategic planingBusiness

30、unit planningThe marketing processProduct level planningThe marketing planChapter 4Gathering Information andMarketing ManagementTenth EditionObjectivesComponents of a marketing information systemCriteria of good marketing researchDecision support systems for marketing managementDemand measurement an

31、d forecastA marketing information system (MIS) consists of people, equipment, and procedures to gather, sort, analyze, evaluate, and distribute needed, timely, and accurate information to marketing decision makers.A marketing intelligence system is a set of procedures and sources used by managers to

32、 obtain everyday information about developments in the marketing environment.Defining the Problem & Research ObjectivesExploratoryResearchDescriptiveResearchCausalResearchTest cause- and-effect relationships.Tests hypotheses about cause- and-effect relationships.Sheds light on problem - suggest solu

33、tions ornew ideas.Ascertain magnitudes.Research ApproachesBehavioralFocus-groupSurveyExperimentalObservationalSecondary-Data SourcesInternal SourcesGovernment PublicationsPeriodicals and BooksCommercial DataOn-LineAssociationsBusiness InformationThe Marketing Research ProcessDefining theproblem andr

34、esearchobjectivesDevelopingthe researchplanCollect the informationAnalyze theinformationPresent thefindingsGood Marketing Research:Is scientificIs creativeUses multiple methodsRealizes the interdependence of models & dataAcknowledges the cost & value of informationMaintains “healthy” skepticismIs et

35、hicalNinety Types of Demand Measurement (6 x 5 x 3)All salesCompany salesProduct line salesProduct form salesProduct item salesIndustry salesProduct levelTerritoryRegionU.S.A.CustomerWorldSpacelevelShort runMedium runLong runTime levelDemandMarketDemandCompanyDemandEstimating Current DemandTotal Mar

36、ket PotentialArea Market PotentialIndustry SalesMarket ShareEstimating Future DemandSurvey of Buyers IntentionsComposite of Sales Force OpinionExpert OpinionPast Sales AnalysisMarket Test MethodReviewComponents of a marketing information systemCriteria of good marketing researchDecision support syst

37、ems for marketing managementDemand measurement and forecastChapter 5Scanning theMarketing ManagementTenth EditionObjectivesTracking & Identifying Opportunities in the MacroenvironmentDemographic, Economic, Natural, Technological, Political, & Cultural DevelopmentsMacroenvironmental ForcesWorld trade

38、 enablersAsian economic powerRise of trade blocsInternational monetary crisesUse of barter & countertradeMove towards market economies“Global” lifestylesMacroenvironmental ForcesOpening of “new” marketsEmerging transnational firmsCross-border strategic alliancesRegional ethnic & religious conflictGl

39、obal brandingDemographic EnvironmentWorldwide Population GrowthPopulation Age MixEthnic MarketsHousehold PatternsEducational GroupsGeographical Shifts in PopulationShift from Mass Market to MicromarketsEconomic EnvironmentIncome DistributionSubsistence economiesRaw-material-exporting economiesIndust

40、rializing economiesIndustrial economiesSavings, Debt, & Credit AvailabilityNaturalEnvironment Higher PollutionLevelsIncreased Costsof EnergyShortage of Raw MaterialsChanging Roleof GovernmentAccelerating Paceof ChangeUnlimited Opportunitiesfor InnovationIncreasedRegulationIssues in the Technological

41、EnvironmentVaryingR & D BudgetsPolitical-LegalEnvironmentIncreasedLegislationSpecial-InterestGroupsSocial/Cultural EnvironmentOfOrganizationsOfNatureOfOneselfOfSocietyOfthe UniverseOfOthersViewsThat ExpressValuesSocial/Cultural EnvironmentHigh Persistence ofExistence ofShifts of Secondary CulturalRe

42、viewTracking & Identifying Opportunities in the MacroenvironmentDemographic, Economic, Natural, Technological, Political, & Cultural DevelopmentsChapter 6Analyzing ConsumerMarkets andMarketing ManagementTenth EditionObjectivesInfluences on Buying BehaviorBuyer Decision MakingSimple Response ModelSti

43、mulusOrganismResponseModel of Buying BehaviorBuyers decisionprocessProblem recognitionInformation searchEvaluationDecisionPostpurchase behaviorOtherstimuliEconomicTechnologicalPoliticalCulturalBuyerscharacteristicsCulturalSocialPersonalPsychologicalBuyers decisionsProduct choiceBrand choiceDealer ch

44、oicePurchase timingPurchase amountMarketingstimuliProductPricePlacePromotionCultureCultural FactorsSubcultureSocial ClassBuyerSocial FactorsReferenceGroupsRoles &StatusesFamilyInfluences on Consumer BehaviorPersonal InfluencesAge and Family Life Cycle StageLifestyleOccupation &Economic Circumstances

45、Personality & Self-ConceptPsychological FactorsPerceptionLearningBeliefs &AttitudesMotivationMaslows Hierarchyof NeedsPsychological needs(food, water, shelter)1Safety needs(security, protection)2Social needs(sense of belonging, love)3Esteem needs(self-esteem, recognition)4Self-actualization(self-dev

46、elopmentand realization)5Four Types of Buying BehaviorComplexBuyingBehaviorDissonance-Reducing BuyingBehaviorVariety-SeekingBehaviorHabitualBuyingBehaviorSignificantdifferencesbetweenbrandsFewdifferencesbetweenbrandsHighInvolvementLowInvolvementConsumer BuyingProcessProblemrecognitionInformationsear

47、chEvaluation ofalternativesPurchasedecisionPostpurchasebehaviorTotalSetDecision Making SetsAware-nessSetConsid-erationSetChoiceSetDecisionSteps Between Evaluation of Alternatives and a Purchase DecisionEvaluationofalternativesPurchasedecisionUnanticipatedsituationalfactorsAttitudeof othersPurchasein

48、tentionHow Customers Use orDispose of ProductsProductGet rid of ittemporarilyGet rid of itpermanentlyKeep itLoan itRent itStore itConvertto newpurposeUse fororiginalpurposeGive itawayTrade itSell itThrow itawayDirect toconsumerTointermediaryThroughmiddlemanTo beusedTo be(re)soldReviewInfluences on B

49、uying BehaviorBuyer Decision MakingChapter 7Analyzing BusinessMarkets & BusinessMarketing ManagementTenth EditionObjectivesHow Business & Consumer Markets DifferOrganizational Buying SituationsParticipants in the Business Buying ProcessMajor Influences on Organizational BuyersBusiness Buyer Decision

50、 MakingInstitutional & Government BuyingBusiness vs. Consumer MarketsFewer buyersLarger buyersClose supplier-customer relationshipGeographically concentratedDerived demandInelastic demandFluctuating demandBusiness vs. Consumer MarketsProfessional purchasing Several buying influencesMultiple sales ca

51、llsDirect purchasingReciprocityLeasingInvolved Decision MakingModified RebuyNew Task BuyingStraight RebuyUtilitiesOffice SuppliesBulk chemicalsNew vehiclesElec. EquipConsultantsComputer equip.Custom furnitureInstalled componentsBuildingsWeapon systemsParticipants in the Business Buying ProcessGateke

52、epersInitiatorsBuyersInfluencersDecidersUsersApproversMajor Influences on Industrial Buying BehaviorLevel ofdemandEconomicoutlookInterest rateRate of techno-logical changePolitical andregulatorydevelopmentsCompetitivedevelopmentsSocial responsi-bility concernsEnvironmentalObjectivesPoliciesProcedure

53、sOrganizationalstructuresSystemsOrganizationalInterestsAuthorityStatusEmpathyPersuasive-nessInterpersonalAgeIncomeEducationJob positionPersonalityRisk attitudesCultureIndividualBusinessBuyerOrganizational FactorsPurchasing-DepartmentUpgradingCross-FunctionalRolesCentralizedPurchasingDecentralized Pu

54、rchasing of SmallTicket ItemsInternetPurchasingLong-TermContractsPurchasing-PerformanceEvaluation &Pro. BuyersLeanProductionProblem RecognitionGeneral Need DescriptionProduct SpecificationSupplier SearchProposal SolicitationSupplier SelectionOrder Routine SpecificationPerformance ReviewPostPurchaseP

55、urchaseInfoSearch/EvalNeedRecognitionInstitutional MarketsCaptive PatronsLow BudgetsGovernment MarketsDomestic SuppliersOpen BidsCost MinimizationPublic ReviewPaperworkReviewHow Business & Consumer Markets DifferOrganizational Buying SituationsParticipants in the Business Buying ProcessMajor Influen

56、ces on Organizational BuyersBusiness Buyer Decision MakingInstitutional & Government BuyingChapter 8Dealing withMarketing ManagmentTenth EditionObjectivesIdentifying CompetitorsEvaluating CompetitorsCompetitive Intelligence SystemsCompetitive StrategiesCustomer vs. Competitor OrientationInduce your

57、competitors not to invest in those products, markets and services where you expect to invest the most that is the fundamental rule of strategy. Bruce Henderson, Founder of BCGThere is nothing more exhilarating than to be shot at without result. Winston ChurchillFive Forces Determining Segment Struct

58、ural AttractivenessPotential Entrants(Threat ofMobility)Buyers(Buyer power)Substitutes(Threats ofsubstitutes)Suppliers(Supplier power)IndustryCompetitors(Segment rivalry)Barriers and ProfitabilityLow, stablereturnsLowHigh, stablereturnsHighLowLow, riskyreturnsHigh, riskyreturnsHighEntry BarriersExit

59、 barriersIndustry CompetitionNumber of Sellers - Degree of DifferentiationEntry, Mobility, Exit barriersCost StructureDegree of Vertical IntegrationDegree of GlobalizationHighLowHighLowQualityVertical IntegrationStrategic Groups in the Major Appliance IndustryGroup ANarrow lineLower mfg. costVery hi

60、gh serviceHigh priceGroup DBroad lineMedium mfg. costLow serviceLow priceGroup CModerate lineMedium mfg. costMedium serviceMedium priceGroup BFull lineLow mfg. costGood serviceMedium priceAnalyzing CompetitorsCompetitorActionsObjectivesStrengths &WeaknessesReactionPatternsStrategiesCompetitors Expan