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CoreConceptsofMarketingT1
Products(goods,services,andideas)
Value,cost,andsatisfactionNeeds,wants,anddemands
Exchangeandtransactions
Relationshipsandnetworks
Markets
MarketersandprospectsFig.1.02CoreConceptsofMarketingT1PFlowStructureina
ModernExchangeEconomyT2GovernmentmarketsManufacturermarketsConsumermarketsIntermediarymarketsResourcemarketsTaxes,goodsMoneyMoneyServices,moneyServices,moneyTaxesTaxes,goodsServices,moneyServicesTaxes,goodsGoods,servicesGoods,servicesResourcesMoneyMoneyResourcesFig.1.05FlowStructureina
ModernExActorsandForcesina
ModernMarketingSystemT3EnvironmentSuppliersCompany(marketer)Marketinginter-mediariesEnd-usermarketCompetitorsFig.1.06ActorsandForcesina
ModernSellingandMarketing
ConceptsContrastedT4FactoryExistingproductsSellingandpromotionProfitsthroughsalesvolumeTargetmarketIntegratedmarketingProfitsthroughcustomersatisfactionCustomerneedsStartingpointFocusMeansEnds(b)Themarketingconcept(a)ThesellingconceptFig.1.07SellingandMarketing
ConceptsEvolvingViewsofMarketing’sRoleT5aa.Marketingasanequalfunctionb.MarketingasamoreimportantfunctionFinanceProductionMarketingHumanresourcesFinanceHumanresourcesMarketingProductionFig.1.09EvolvingViewsofMarketing’sEvolvingViewsofMarketing’sRoleT5bFig.1.09c.Marketingasthemajorfunctiond.ThecustomerasthecontrollingfactorMarketingFinanceHumanresourcesProductionCustomerHumanresourcesFinanceProductionMarketingEvolvingViewsofMarketing’sEvolvingViewsofMarketing’sRoleT5cFig.1.09e.ThecustomerasthecontrollingfunctionandmarketingastheintegrativefunctionCustomerMarketingProductionHumanresourcesFinanceEvolvingViewsofMarketing’sDeterminantsofCustomerDeliveredValueProductvalueServicesvaluePersonnelvalueImagevalueMonetarycostTimecostEnergycostTotalcustomervalueT6PsychiccostTotalcustomercostCustomerdeliveredvalueT6Fig.2.01DeterminantsofCustomerDelivTheGenericValueChainFig.2.03T7PrimaryActivitiesSupportActivitiesFirminfrastructureHumanresourcemanagementTechnologydevelopmentProcurementInboundlogisticsOutboundlogisticsMarketingandsalesServiceOpera-tionsMarginMarginTheGenericValueChainFig.2.LeviStrauss’
Value-DeliveryNetworkT8OrderDuPont(Fibers)Milliken(Fabric)Levi’s(Apparel)Sears(Retail)Competitionisbetweennetworks,notcompanies.Thewinneristhecompanywiththebetternetwork.Fig.2.04CustomerOrderOrderOrderDeliveryDeliveryDeliveryDeliveryLeviStrauss’
Value-DeliveryLevelsofRelationshipMarketingFig.2.06T9Manycustomers/distributorsMediumnumberofcustomers/distributorsFewcustomers/distributorsAccountableProactivePartnershipProactiveAccountableReactiveAccountableReactiveBasicorreactiveHighmarginMediummarginLowmarginLevelsofRelationshipMarketiTheProfitTriangleFig.2.08T10ProfitValuecreationCompetitiveadvantageInternaloperationsTheProfitTriangleFig.2.08T1StrategicPlanning,Implementation,andControlProcessT11CorporateplanningDivisionplanningBusinessplanningProductplanningOrganizingImplementingMeasuringresultsDiagnosingresultsTakingcorrectiveactionFig.3.01PlanningImplementationControlStrategicPlanning,ImplementaTheBostonConsultingGroup’sGrowth-ShareMatrixT123?10x4x2x1.5x1x20%-18%-16%-14%-12%-10%-8%-6%-4%-2%-0MarketgrowthrateRelativemarketshareStarsCashcowQuestionmarksDogs???5421687.5x.4x.3x.2x.1xFig.3.03TheBostonConsultingGroup’sMarketAttractiveness:Competitive-PositionPortfolioClassificationFig.3.04T13StrongMediumWeakBUSINESSSTRENGTHMARKETATTRACTIVENESS5.003.672.331.00LowMediumHighHydraulicpumpsJointsClutchesFlexiblediaphragmsAerospacefittingsFuelpumpsReliefvalve1.002.333.675.00Invest/growSelectivity/earningsHarvest/divestMarketAttractiveness:CompetiTheStrategic-PlanningGapFig.3.05T14DesiredsalesDiversificationgrowthIntegrativegrowthIntensivegrowthCurrentportfolioSalesTime(years)Strategic-planninggap1050TheStrategic-PlanningGapFig.ThreeIntensiveGrowthStrategies:Ansoff’sProduct/MarketExpansionGridT151.Market- penetration strategy(Diversificationstrategy)3.Product- development strategy2.Market- development strategyCurrentmarketsNewmarketsCurrentproductsNewproductsFig.3.06ThreeIntensiveGrowthStrategOpportunityMatrixT16a1423HighLowHighLowAttractivenessSuccessProbabilityFig.3.081. Companydevelopsamorepowerfullightingsystem2. Companydevelopsadeviceformeasuringtheenergyefficiencyofanylightingsystem3. Companydevelopsadeviceformeasuringilluminationlevel4. CompanydevelopsasoftwareprogramtoteachlightingfundamentalstoTVstudiopersonnelOpportunitiesOpportunityMatrixT16a1423HighThreatMatrixT16b1423HighLowHighLowSeriousnessProbabilityofOccurrenceFig.3.081. Competitordevelopsasuperiorlightingsystem2. Majorprolongedeconomicdepression3. Highercosts4. LegislationtoreducenumberofTVstudiolicensesThreatsThreatMatrixT16b1423HighLowHiTheMcKinsey7-SFrameworkSkillsStrategyStructureSystemsT17SharedvaluesStaffStyleFig.3.09TheMcKinsey7-SFrameworkSkilMarketing-MixStrategySalespromotionAdvertisingSalesforcePublicrelationsDirectmailandtelemarketingTargetcustomersDistri-butionchannelsPromotionMixFig.3.13T19CompanyProducts
ServicesPricesOfferMixMarketing-MixStrategySalesAdvFactorsInfluencingCompany MarketingStrategyT20TargetcustomersProductPromotionPlacePriceMarketinginformationsystemMarketingplanningsystemMarketingorganizationsystemMarketingorganizationandimplementationDemographic/economicenvironmentSocial/culturalenvironmentTechnological/physicalenvironmentPolitical/legalenvironmentCompetitorsMarketingintermediariesPublicsSuppliersFig.3.14FactorsInfluencingCompTheMarketing
InformationSystemT21MarketingmanagersAnalysisPlanningImplemen-tationControlAssessinginformationneedsDistributinginformationInternalrecordsMarketingdecisionsandcommunicationMarketingenvironmentTestmarketsMarketingchannelsCompetitorsPublicsMacro-environmentforcesMarketingInformationSystemDevelopinginformationMarketingintelligenceMarketingresearchMarketingdecisionsupportanalysisFig.4.01TheMarketing
InformationSystTheMarketingResearchProcessT22DefinetheproblemandresearchobjectivesFig.4.02DeveloptheresearchplanCollecttheinforma-tionAnalyzetheinforma-tionPresentthefindingsTheMarketingResearchProcessNinetyTypesofDemandMeasurement(6x5x3)T23Fig.4.04ShortrunMediumrunLongrunTimelevelAllsalesCompanysalesProductlinesalesProductformsalesProductitemsalesIndustrysalesProductlevelTerritoryRegionU.S.A.CustomerWorldSpacelevelNinetyTypesofDemandMeasureModelofBuyerBehaviorT24MarketingstimuliProductPricePlacePromotionOtherstimuliEconomicTechnologicalPoliticalCulturalBuyer’sdecisionsProductchoiceBrandchoiceDealerchoicePurchasetimingPurchaseamountBuyer’scharacteristicsCulturalSocialPersonalPsychologicalBuyer’sdecisionprocessProblemrecognitionInformationsearchEvaluationDecisionPostpurchasebehaviorFig.6.01SeeFigure6-5SeeFigure6-2ModelofBuyerBehaviorT24MarkMaslow’sHierarchy
ofNeedsFig.6.03T25Psychologicalneeds(food,water,shelter)Safetyneeds(security,protection)Socialneeds(senseofbelonging,love)Esteemneeds(self-esteem,recognition)Self-actualization(self-developmentandrealization).2.Maslow’sHierarchy
ofNeedsFigFive-StageConsumerBuyerDecisionProcessT26ProblemrecognitionInformationsearchEvaluationofalternativesPurchasedecisionPostpurchasebehaviorFig.6.05Five-StageConsumerBuyerDeciStepsBetweenEvaluationofAlternativesandaPurchaseDecisionT27EvaluationofalternativesFig.6.07PurchaseintentionUnantici-patedsituationalfactorsAttitudeofothersPurchasedecisioinStepsBetweenEvaluationofAlHowCustomersUseor
DisposeofProductsT28ProductGetridofittemporarilyLoanitGiveitawayDirecttoconsumerFig.6.08GetridofitpermanentlyKeepitRentitStoreitConverttonewpurposeUsefororiginalpurposeTradeitSellitThrowitawayTointermediaryThroughmiddlemanTobeusedTobe(re)soldHowCustomersUseor
DisposeoMajorInfluencesonIndustrialBuyingBehaviorT29Levelof demandEconomic outlookInterestrateRateoftechno- logicalchangePoliticaland regulatory developmentsCompetitive developmentsSocialresponsi- bilityconcernsObjectivesPoliciesProceduresOrganizational structuresSystemsInterestsAuthorityStatusEmpathyPersuasive-nessAgeIncomeEducationJobpositionPersonalityRiskattitudesCultureEnvironmentalBusinessBuyerInterpersonalOrganizationalIndividualFig.7.02MajorInfluencesonIndustrialFiveForcesDeterminingSegmentStructuralAttractivenessT30Fig.8.01PotentialEntrants(ThreatofMobility)Buyers(Buyerpower)Suppliers(Supplierpower)IndustryCompetitors(Segmentrivalry)Substitutes(Threatsofsubstitutes)FiveForcesDeterminingSegmenBarriersandProfitabilityT31Low,stablereturnsHigh,riskyreturnsLow,riskyreturnsHigh,stablereturnsLowHighLowHighFig.8.02EntryBarriersExitbarriersBarriersandProfitabilityT31LProduct/MarketBattlefieldforToothpasteT32Fig.8.03TopolTopolPlaintoothpasteToothpastewithfluorideGelSmoker’stoothpasteStripedColgate-PalmoliveProcter&GambleColgate-PalmoliveProcter&GambleColgate-PalmoliveProcter&GambleLeverBros.BeechamColgate-PalmoliveProcter&GambleLeverBros.Colgate-PalmoliveProcter&GambleColgate-PalmoliveProcter&GambleColgate-PalmoliveProcter&GambleColgate-PalmoliveProcter&GambleColgate-PalmoliveProcter&GambleLeverBros.BeechamProductsegmentationCustomersegmentationChildren/TeensAge19-35Age36+Product/MarketBattlefieldfStrategicGroupsintheMajorApplianceIndustryFig.8.04T33GroupANarrowlineLowermfg.costVeryhighserviceHighpriceHighLowHighLowQualityVerticalIntegrationGroupDBroadlineMediummrg.costLowserviceLowpriceGroupCModeratelineMediummfg.costMediumserviceMediumpriceGroupBFulllineLowmfg.costGoodserviceMediumpriceStrategicGroupsintheMajorStepsinMarketSegmentation,Targeting,andPositioningT341. Identifysegmentationvariablesandsegmentthemarket2. Developprofilesofresultingsegments3.Evaluateattractivenessofeachsegment4.Selectthetargetsegment(s)5.Identifypossiblepositioningconceptsforeachtargetsegment6.Select,develop,andcommunicatethechosenpositioningconceptFig.9.01MarketSegmentationMarketTargetingMarketPositioningStepsinMarketSegmentation,BasicMarket-PreferencePatternsT35Fig.9.03(a)Homogeneouspreferences(b)Diffusedpreferences(c)ClusteredpreferencesSweetnessCreaminessCreaminessCreaminessSweetnessSweetnessBasicMarket-PreferencePatterHeavyandLightUsersofCommonConsumerProductsFig.9.04T36HEAVYHALF75%71%Soupsanddetergents(94%)LIGHTHALF25%29%79%75%13%21%25%83%83%17%5%17%87%Toilettissue(95%)PRODUCT(%USERS)Shampoo(94%)81%Papertowels(90%)Cakemix(74%)19%Cola(67%)95%Beer(41%)Dogfood(30%)Bourbon(20%)HeavyandLightUsersofCommoFivePatternsofTargetMarketSelectionFig.9.05T37Single-segmentconcentrationSelectivespecializationProductspecializationM1M2M3P1P2P3FullmarketcoverageMarketspecializationM1M2M3M1M2M3P1P2P3P1P2P3M1M2M3M1M2M3P1P2P3P1P2P3P=ProductM=MarketFivePatternsofTargetMarketSegment-by-Segment
InvasionPlanT38Fig.9.06CustomerGroupsTruckersRailroadsAirlinesCompanyBCompanyALargecomputersProductVarietiesPersonalcomputersMid-sizecomputersCompanyCSegment-by-Segment
InvasionPlTheBCGCompetitive
AdvantageMatrixFig.10.01NumberofApproachestoAchieveAdvantageT39VolumeFragmentedStalematedSpecializedFewSizeoftheAdvantageSmallLargeManyTheBCGCompetitive
AdvantagePerceptualMapFig.10.03T40-1.6-1.4-1.2-1.0-0.8-0.6-0.4-1.00.2-0.2-0.4-0.6-0.8EconomicalFunridesExerciseFantasyGoodfoodEasytoreachMagicMountainEducational,animalsLittlewaitingDisneylandJapaneseDeerParkBuschGardensKnott’sBerryFarmLionCountrySafariMarinelandofthePacificLiveshowsPerceptualMapFig.10.03T40-1.PerceptualMapFig.10.06T41LowPriceLowQualityHighQualityHighPriceGCFEBDAPerceptualMapFig.10.06T41LowCoreConceptsofMarketingT1
Products(goods,services,andideas)
Value,cost,andsatisfactionNeeds,wants,anddemands
Exchangeandtransactions
Relationshipsandnetworks
Markets
MarketersandprospectsFig.1.02CoreConceptsofMarketingT1PFlowStructureina
ModernExchangeEconomyT2GovernmentmarketsManufacturermarketsConsumermarketsIntermediarymarketsResourcemarketsTaxes,goodsMoneyMoneyServices,moneyServices,moneyTaxesTaxes,goodsServices,moneyServicesTaxes,goodsGoods,servicesGoods,servicesResourcesMoneyMoneyResourcesFig.1.05FlowStructureina
ModernExActorsandForcesina
ModernMarketingSystemT3EnvironmentSuppliersCompany(marketer)Marketinginter-mediariesEnd-usermarketCompetitorsFig.1.06ActorsandForcesina
ModernSellingandMarketing
ConceptsContrastedT4FactoryExistingproductsSellingandpromotionProfitsthroughsalesvolumeTargetmarketIntegratedmarketingProfitsthroughcustomersatisfactionCustomerneedsStartingpointFocusMeansEnds(b)Themarketingconcept(a)ThesellingconceptFig.1.07SellingandMarketing
ConceptsEvolvingViewsofMarketing’sRoleT5aa.Marketingasanequalfunctionb.MarketingasamoreimportantfunctionFinanceProductionMarketingHumanresourcesFinanceHumanresourcesMarketingProductionFig.1.09EvolvingViewsofMarketing’sEvolvingViewsofMarketing’sRoleT5bFig.1.09c.Marketingasthemajorfunctiond.ThecustomerasthecontrollingfactorMarketingFinanceHumanresourcesProductionCustomerHumanresourcesFinanceProductionMarketingEvolvingViewsofMarketing’sEvolvingViewsofMarketing’sRoleT5cFig.1.09e.ThecustomerasthecontrollingfunctionandmarketingastheintegrativefunctionCustomerMarketingProductionHumanresourcesFinanceEvolvingViewsofMarketing’sDeterminantsofCustomerDeliveredValueProductvalueServicesvaluePersonnelvalueImagevalueMonetarycostTimecostEnergycostTotalcustomervalueT6PsychiccostTotalcustomercostCustomerdeliveredvalueT6Fig.2.01DeterminantsofCustomerDelivTheGenericValueChainFig.2.03T7PrimaryActivitiesSupportActivitiesFirminfrastructureHumanresourcemanagementTechnologydevelopmentProcurementInboundlogisticsOutboundlogisticsMarketingandsalesServiceOpera-tionsMarginMarginTheGenericValueChainFig.2.LeviStrauss’
Value-DeliveryNetworkT8OrderDuPont(Fibers)Milliken(Fabric)Levi’s(Apparel)Sears(Retail)Competitionisbetweennetworks,notcompanies.Thewinneristhecompanywiththebetternetwork.Fig.2.04CustomerOrderOrderOrderDeliveryDeliveryDeliveryDeliveryLeviStrauss’
Value-DeliveryLevelsofRelationshipMarketingFig.2.06T9Manycustomers/distributorsMediumnumberofcustomers/distributorsFewcustomers/distributorsAccountableProactivePartnershipProactiveAccountableReactiveAccountableReactiveBasicorreactiveHighmarginMediummarginLowmarginLevelsofRelationshipMarketiTheProfitTriangleFig.2.08T10ProfitValuecreationCompetitiveadvantageInternaloperationsTheProfitTriangleFig.2.08T1StrategicPlanning,Implementation,andControlProcessT11CorporateplanningDivisionplanningBusinessplanningProductplanningOrganizingImplementingMeasuringresultsDiagnosingresultsTakingcorrectiveactionFig.3.01PlanningImplementationControlStrategicPlanning,ImplementaTheBostonConsultingGroup’sGrowth-ShareMatrixT123?10x4x2x1.5x1x20%-18%-16%-14%-12%-10%-8%-6%-4%-2%-0MarketgrowthrateRelativemarketshareStarsCashcowQuestionmarksDogs???5421687.5x.4x.3x.2x.1xFig.3.03TheBostonConsultingGroup’sMarketAttractiveness:Competitive-PositionPortfolioClassificationFig.3.04T13StrongMediumWeakBUSINESSSTRENGTHMARKETATTRACTIVENESS5.003.672.331.00LowMediumHighHydraulicpumpsJointsClutchesFlexiblediaphragmsAerospacefittingsFuelpumpsReliefvalve1.002.333.675.00Invest/growSelectivity/earningsHarvest/divestMarketAttractiveness:CompetiTheStrategic-PlanningGapFig.3.05T14DesiredsalesDiversificationgrowthIntegrativegrowthIntensivegrowthCurrentportfolioSalesTime(years)Strategic-planninggap1050TheStrategic-PlanningGapFig.ThreeIntensiveGrowthStrategies:Ansoff’sProduct/MarketExpansionGridT151.Market- penetration strategy(Diversificationstrategy)3.Product- development strategy2.Market- development strategyCurrentmarketsNewmarketsCurrentproductsNewproductsFig.3.06ThreeIntensiveGrowthStrategOpportunityMatrixT16a1423HighLowHighLowAttractivenessSuccessProbabilityFig.3.081. Companydevelopsamorepowerfullightingsystem2. Companydevelopsadeviceformeasuringtheenergyefficiencyofanylightingsystem3. Companydevelopsadeviceformeasuringilluminationlevel4. CompanydevelopsasoftwareprogramtoteachlightingfundamentalstoTVstudiopersonnelOpportunitiesOpportunityMatrixT16a1423HighThreatMatrixT16b1423HighLowHighLowSeriousnessProbabilityofOccurrenceFig.3.081. Competitordevelopsasuperiorlightingsystem2. Majorprolongedeconomicdepression3. Highercosts4. LegislationtoreducenumberofTVstudiolicensesThreatsThreatMatrixT16b1423HighLowHiTheMcKinsey7-SFrameworkSkillsStrategyStructureSystemsT17SharedvaluesStaffStyleFig.3.09TheMcKinsey7-SFrameworkSkilMarketing-MixStrategySalespromotionAdvertisingSalesforcePublicrelationsDirectmailandtelemarketingTargetcustomersDistri-butionchannelsPromotionMixFig.3.13T19CompanyProducts
ServicesPricesOfferMixMarketing-MixStrategySalesAdvFactorsInfluencingCompany MarketingStrategyT20TargetcustomersProductPromotionPlacePriceMarketinginformationsystemMarketingplanningsystemMarketingorganizationsystemMarketingorganizationandimplementationDemographic/economicenvironmentSocial/culturalenvironmentTechnological/physicalenvironmentPolitical/legalenvironmentCompetitorsMarketingintermediariesPublicsSuppliersFig.3.14FactorsInfluencingCompTheMarketing
InformationSystemT21MarketingmanagersAnalysisPlanningImplemen-tationControlAssessinginformationneedsDistributinginformationInternalrecordsMarketingdecisionsandcommunicationMarketingenvironmentTestmarketsMarketingchannelsCompetitorsPublicsMacro-environmentforcesMarketingInformationSystemDevelopinginformationMarketingintelligenceMarketingresearchMarketingdecisionsupportanalysisFig.4.01TheMarketing
InformationSystTheMarketingResearchProcessT22DefinetheproblemandresearchobjectivesFig.4.02DeveloptheresearchplanCollecttheinforma-tionAnalyzetheinforma-tionPresentthefindingsTheMarketingResearchProcessNinetyTypesofDemandMeasurement(6x5x3)T23Fig.4.04ShortrunMediumrunLongrunTimelevelAllsalesCompanysalesProductlinesalesProductformsalesProductitemsalesIndustrysalesProductlevelTerritoryRegionU.S.A.CustomerWorldSpacelevelNinetyTypesofDemandMeasureModelofBuyerBehaviorT24MarketingstimuliProductPricePlacePromotionOtherstimuliEconomicTechnologicalPoliticalCulturalBuyer’sdecisionsProductchoiceBrandchoiceDealerchoicePurchasetimingPurchaseamountBuyer’scharacteristicsCulturalSocialPersonalPsychologicalBuyer’sdecisionprocessProblemrecognitionInformationsearchEvaluationDecisionPostpurchasebehaviorFig.6.01SeeFigure6-5SeeFigure6-2ModelofBuyerBehaviorT24MarkMaslow’sHierarchy
ofNeedsFig.6.03T25Psychologicalneeds(food,water,shelter)Safetyneeds(security,protection)Socialneeds(senseofbelonging,love)Esteemneeds(self-esteem,recognition)Self-actualization(self-developmentandrealization).2.Maslow’sHierarchy
ofNeedsFigFive-StageConsumerBuyerDecisionProcessT26ProblemrecognitionInformationsearchEvaluationofalternativesPurchasedecisionPostpurchasebehaviorFig.6.05Five-StageConsumerBuyerDeciStepsBetweenEvaluationofAlternativesandaPurchaseDecisionT27EvaluationofalternativesFig.6.07PurchaseintentionUnantici-patedsituationalfactorsAttitudeofothersPurchasedecisioinStepsBetweenEvaluationofAlHowCustomersUseor
DisposeofProductsT28ProductGetridofittemporarilyLoanitGiveitawayDirecttoconsumerFig.6.08GetridofitpermanentlyKeepitRentitStoreitConverttonewpurposeUsefororiginalpurposeTradeitSellitThrowitawayTointermediaryThroughmiddlemanTobeusedTobe(re)soldHowCustomersUseor
DisposeoMajorInfluencesonIndustrialBuyingBehaviorT29Levelof demandEconomic outlookInterestrateRateoftechno- logicalchangePoliticaland regulatory developmentsCompetitive developmentsSocialresponsi- bilityconcernsObjectivesPoliciesProceduresOrganizational structuresSystemsInterestsAuthorityStatusEmpathyPersuasive-nessAgeIncomeEducationJobpositionPersonalityRiskattitudesCultureEnvironmentalBusinessBuyerInterpersonalOrganizationalIndividualFig.7.02MajorInfluencesonIndustrialFiveForcesDeterminingSegmentStructuralAttractivenessT30Fig.8.01PotentialEntrants(ThreatofMobility)Buyers(Buyerpower)Suppliers(Supplierpower)IndustryCompetitors(Segmentrivalry)Substitutes(Threatsofsubstitutes)FiveForcesDeterminingSegmenBarriersandProfitabilityT31Low,stablereturnsHigh,riskyreturnsLow,riskyreturnsHigh,stablereturnsLowHighLowHighFig.8.02EntryBarriersExitbarriersBarriersandProfitabilityT31LProduct/MarketBattlefieldforToothpasteT32Fig.8.03TopolTopolPlaintoothpasteToothpastewithfluorideGelSmoker’stoothpasteStripedColgate-PalmoliveProcter&GambleColgate-PalmoliveProcter&GambleColgate-PalmoliveProcter&GambleLeverBros.BeechamColgate-PalmoliveProcter&GambleLeverBros.Colgate-PalmoliveProcter&GambleColgate-PalmoliveProcter&GambleColgate-PalmoliveProcter&GambleColgate-PalmoliveProcter&GambleColgate-PalmoliveProcter&GambleLeverBros.BeechamProductsegmentationCustomersegmentationChildren/TeensAge19-35Age36+Product/MarketBattlefieldfStrategicGroupsintheMajorApplianceIndustryFig.8.04T33GroupANarrowlineLowermfg.costVeryhighserviceHighprice
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