上海交通大学营销管理教程英文二

MarketingManagement1/19/20231整体课程安排为何学习市场营销西方理论精华中国特色的营销案例讨论1/19/2023一.为何学习市场营销1/19/2023二.西方理论精华1彼得·德鲁克论管理市场营销的知识框架营销理论的发展营销的几大观念营销领域的拓展1/19/2023二.西方理论精华2营销环境购买行为市场调查和预测市场细分目标市场营销组合（4PS）跨国营销服务营销1/19/2023三.中国特色的营销企业家看中国市场环境跨国公司：中国本土化是胜利之本中国市场环境的5大特征转型市场营销的10个奇异点中国转型市场的营销特征1/19/2023北京电信的营销策略（演示）中国电信的营销策略（演示）肯德基（KFC）在中国阿吉特公司海尔如何实现国际化商务通创造新市场四.案例研讨1/19/2023一.为何学习市场营销6000万营销人员需要培训企业的50%成本与营销有关。找一个好工作25%-30%与营销有关3/8的CEOS来自于营销更易被提升1/19/20232.1.1彼得.德鲁克论管理管理象一个交响乐队（只有一个指挥）1946年的〈〈企业概念〉〉的“组织”做正确的事情（而不是将事情做对）管理是艺术；1/19/20232.1.2彼得.德鲁克论管理1954〈〈管理实践〉〉（创建管理学科）管理不仅是企业管理，最早用于非赢利机构1973年〈〈管理：任务，责任，实践〉〉承担社会责任---使命，战略，结构，结果。人与权力，价值观，结构和方式始于价值观，注重结构与方式，围绕责任。突出责任1/19/20232.2市市场营销销的知识识框架营销基本本理论目标营销管理理不可控因因素市场研究究可控因素素特殊领域域营销1/5/2023MarketingsystemMarketconcept(need,want,demand;customer-orientation)Environment(macro-,micro--)MarketresearchBuyingbehavior(consume,organization--business,government)MarketingresearchMarketsegmentation(targetmarket)Marketingmixture(4ps)Specialmarketing(international,service)1/5/20232.3.1营销理理论的发展（（几个有影响响的时期）1960年的的4PS理论论（美国密西根大大学教授J。。MECARTRY）PEOPLE，PACKAGING70年代PHILIPKOTLER---PR，POLITICS，战略计划过程程中的PROBING（（研究），PARTITIONING（划分分），PRIORITIZING（（优先），POSITIONING（定位）1/5/20232.3.2营销理理论的发展（（几个有影响响的时期）1969年的的定位—创造造新的差异赢赢取市场70年代的社社会营销观念念—社会责任任和新价值观观。90年代整整合营销传播播（IMC））（integratedmarketingcommunications）90年代末----互联联网营销1/5/20232.4.1营营销的几大核核心概念需要，欲望，，需求产品价值,满意和和质量市场1/5/2023DemandDemands=wants+buyingpower1/5/2023Satisfaction….isaperson’sfeelingsofpleasureordisappointmentresultingfromcomparingaproduct’sperceivedperformance(oroutcome)inrelationtohisorherexpectations.1/5/2023SatisfiedCustomers:AreloyallongerBuymore(newproducts&upgrades)Aremorebrandloyal(lesspricesensitive)OfferfeedbackReducetransactioncostsSpreadfavorableword-of-mouth(VirualMktg)1/5/2023VsDissatisfiedCustomers?##/\1/5/2023Idon’tcare无所谓Interesting原来如此Deal成交Makeyourcustomerbecomeyoursalesman让客户成为为你的销售售员That’sverygood真是不错公司产品及服务客户的需要及喜好1/5/2023-Kotler1/5/2023与客客户户的的关关系系2/3的的客客户户离离开开某某供供应应商商是是因因为为客客户户关关怀怀不不够够.-XeroxResearch93%的的CEO认认为为客户户管管理理是是企企业业成成功功和和更更富富竞竞争争力力的的最最重重要要的的因因素素.-YankeeGroup客户户满满意意度度如如果果有有了了5%的的提提高高,企企业业的的利利润润将将加加倍倍!-世世界界经经纪纪人人文文摘摘网网站站一个个非非常常满满意意的的客客户户的的购购买买意意愿愿将将六六倍倍于于一一个个满满意意的的客客户户!-HarvardBusinessReview1/5/20231.Acustomeristhemostimportantpersonever…………生活活中中最最重重要要的的人人……...WhatisaCustomer?2.Acustomerisnotdependentonus..wearedependentonhim.客户户不不依依赖赖我我们们…….我我们们依依赖赖他他3.Acustomerisnotaninterruptionofourwork……....heisthepurposeofit.客人人并并没没有有打打断断我我们们的的工工作作…………...他他是是工工作作的的意意义义5.Acustomerisnotsomeonetoargueormatchwitswith.Nobodyeverwonanargumentwithacustomer.不可可与与客客人人争争辨辨,没人人能能战战胜胜客客户户6.Acustomerisapersonwhobringsushiswants.Itisourjobtohandlethemprofitablytohim&toourselves.客户让我们了了解他的需要要,我们的的工作是在盈盈利情况下满满足他的需要要-PhilipKotler客人是什么?4.Wearenotdoingafavorbyservinghim….heisdoingusafavorbygivingustheopportunitytodoso.服务客户并非非替他行方便便…...相相反的是客户户给我们恩惠惠让我们替他他服务1/5/2023市务经理的职能:不断带领公司往取悦客户的方向走取悦客户是在市场里成功的关键!市务人员的角色1/5/20232.4.2营营销管理理念念生产观念(改改进生产)产品观念（好好的产品）销售观念（销销售）营销观念（客客户）社会营销/关关系营销（长长期关系）1/5/20232.5营销领领域的拓展非赢利组织(举例)非传统营销(举例)个人地方事业事件组织1/5/2023MarketingManagement1/5/2023MarketingManagement1/5/202328Outlinedefinitionofmarketingunderlyingconceptsmarketplaceorientationsroleofthemarketingintheorganisationcustomersatisfaction1/5/2023DefiningMarketingMarketingisasocietalprocessbywhichindividualsandgroupsobtainwhattheyneedandwantthroughcreating,offering,andfreelyexchangingproductsandservicesofvaluewithothers.-Kotler(2000p.7)1/5/2023Underlyingconceptsneeds,wantsanddemandstargetmarketsandsegmentationproductorofferingvalueandsatisfactionexchangeandtransactionsrelationshipsandnetworkschannelscompetiitonenvironment1/5/2023SimpleMarketingSystemIndustry(acollectionofsellers)Market(acollectionofBuyers)Goods/servicesMoneyCommunicationInformation1/5/2023TheFourPsMarketingMixProductPricePromotionPlaceTheFourCsCustomerSolutionCustomerCostCommunicationConven-ience1/5/2023MarketplaceorientationsProduction-produceascheaplyaspossibleProduct-thebettermousetrapSelling-footinthedoorMarketing-whatdoconsumerswantSocietalmarketing1/5/2023EvolvingViewsofMarketing’’sRolea.MarketingasanequalfunctionFinanceProductionMarketingHumanresourcesb.MarketingasamoreimportantfunctionFinanceHumanresourcesMarketingProduction1/5/2023EvolvingViewsofMarketing’’sRolec.MarketingasthemajorfunctionMarketingFinanceHumanresourcesProductiond.ThecustomerasthecontrollingfactorCustomerHumanresourcesFinanceProductionMarketing1/5/2023EvolvingViewsofMarketing’’sRolee.ThecustomerasthecontrollingfunctionandmarketingastheintegrativefunctionCustomerMarketingProductionHumanresourcesFinance1/5/2023DeterminantsofCustomerDeliveredValueImagevaluePersonnelvalueServicesvalueProductvalueTotalcustomervalueMonetarycostTimecostEnergycostPsychiccostTotalcustomercostCustomerdeliveredvalue1/5/2023Satisfaction….isaperson’sfeelingsofpleasureordisappointmentresultingfromcomparingaproduct’’sperceivedperformance(oroutcome)inrelationtohisorherexpectations.1/5/2023SatisfiedCustomers:AreloyallongerBuymore(newproducts&upgrades)Spreadfavorableword-of-mouthAremorebrandloyal(lesspricesensitive)OfferfeedbackReducetransactioncosts1/5/2023Insummary...definitionofmarketingunderlyingconceptsmarketplaceorientationsroleofthemarketingintheorganisationcustomersatisfaction1/5/20231/5/2023MarketingManagementTopic2UnderstandingtheMarketingEnvironment1/5/202343OutlineMacroenvironmentaltrendsdemographiceconomicnaturaltechnologicalpolitical-legalsocial-cultural1/5/2023EnvironmentalforcesMicroenvironmentwithinthecontrolofthecompany-generallyinternalsuchasstrategies,structuresandorganisationalcultureMacroenvironmentexternalandoutsidethecompany1/5/2023MacroenvironmentalForcesWorldtradeenablersAsianeconomicpowerRiseoftradeblocsInternationalmonetarycrisesUseofbarter&countertradeMovetowardsmarketeconomies“Global”lifestyles1/5/2023MacroenvironmentalForcesOpeningof““new””marketsEmergingtransnationalfirmsCross-borderstrategicalliancesRegionalethnic&religiousconflictGlobalbranding1/5/2023Demographicenvironmentworldwidepopulationgrowthagemixethnicmarketseducationhouseholdpatternsgeographicshiftsmassmarketstomicromarkets1/5/2023Economicenvironmentincomedistributionsubsistencerawmaterialexportingindustrializingindustrialsavings,debtandcreditavailability1/5/2023Naturalenvironmentchangingroleofgovernmenthigherpollutionlevelsshortageofrawmaterialsincreasedcostsofenergy1/5/2023TechnologicalenvironmentacceleratingpaceofchangeopportunitiesforinnovationincreasedregulationvaryingR&Dbudgets1/5/2023Politicallegalenvironmentincreasedlegislationspecialinterestgroupstradingblocks(WTO)1/5/2023Social/CulturalEnvironmentOfOrganizationsOfNatureOfOneselfOfSocietyOftheUniverseOfOthersViewsThatExpressValues1/5/2023Social/CulturalEnvironmentHighPersistenceofExistenceofShiftsofSecondaryCultural1/5/2023Insummary...Marketersneedtotracking&identifyingopportunitiesinthemacroenvironmentdemographic,economic,natural,technological,political,&cultural.1/5/20231/5/2023MarketingManagementTopic3UnderstandingBuyerBehaviour1/5/202357OutlineConsumerbuyingbehaviourfactorsinfluencingbuyerbehaviourbuyingrolesstagesinthedecisionprocesstypesofdecisionsOrganisationalbuyingbehaviourbusinessversesconsumermarketsparticipantsinorganisationalbuying1/5/2023ConsumerBuyingBehaviourThebehaviourthatconsumersdisplayin:seekingpurchasingusingevaluatingdisposingofproductsandservicestheyexpectwillsatisfytheirneedsSource:Schiffmanetal(1996)1/5/2023ModelofBuyingBehaviorBuyer’sdecisionprocessProblemrecognitionInformationsearchEvaluationDecisionPostpurchasebehaviorOtherstimuliEconomicTechnologicalPoliticalCulturalBuyer’scharacteristicsCulturalSocialPersonalPsychologicalBuyer’sdecisionsProductchoiceBrandchoiceDealerchoicePurchasetimingPurchaseamountMarketingstimuliProductPricePlacePromotion1/5/2023FactorsinfluencingbuyerbehaviourculturalsocialpersonalPsychological（心理上上的）1/5/2023Culturalfactorsculturefundamentaltobuyingbehavioursubculturegeographic,religious,racialsocialclassincome,occupation,education1/5/2023SocialfactorsreferencegroupsmembershipaspirationalDisassociate（（分离））familyorientation/procreation(生生殖)socialrolesandstatus（地地位）1/5/2023Personalfactorsageandstage（阶段段）inthelifecycleoccupationandeconomiccircumstancesLifestylepersonalityselfconcept1/5/2023PsychologicalfactorsMotivation（动机机）Perception（感受受）learningBeliefs（信仰仰）andattitudes（态度度）1/5/2023BuyingrolesInitiator（发发起人）influencerdeciderbuyeruser1/5/2023StagesofthedecisionprocessproblemrecognitioninformationsearchAl‘ternativeevaluationchoicepostpurchaseevaluation1/5/2023Typesofdecisionsrou’tine(habitualbuying)limitedproblemsolving(dissonance不不和谐reducing)highinvolvement(complex)1/5/2023OrganisationalbuyingbehaviourBusinessversesconsumermarketsfewerbuyerslargerbuyerscloserrelationshipsgeographicallyconcentratedprofessionalpurchasing1/5/2023Factorsinfluencingenvironmentalorganisationalinterpersonalindividual1/5/2023BuyingProcessProblemrecognitionInformationsearchEvaluationofsuppliersSelectionofsupplier-bid/nobidPurchaseUsePostpurchaseevaluation1/5/2023TypesofbuyingdecisionsRe-buyModifiedre-buyNewtask1/5/2023Insummary...buyingbehaviour(bothbusinessandconsumer)influencedbymanyfactorstypesofdecisionsrolesprocesses1/5/20231/5/2023MarketingManagementTopic4MarketingResearch1/5/202375OutlineMarketingInformationSystems(MIS)WhatisMarketingResearch?MarketingResearchasaBusinessToolTheResearchProcessBarrierstouseofmarketingresearchEthics1/5/2023DefinitionsAmarketinginformationsystem(MIS)consistsofpeople,equipmentandprocedurestogather,sort,analyseandevaluate...timelyandaccurateinformationtodecisionmakers(Kotler2000)Marketingresearch...systematicdesign,collection,analysisandreportingoffindingsrelevanttoaspecificproblem(Kotler2000)1/5/2023Marketinginformationsystemsinternalrecordsmarketingintelligencemarketingresearch1/5/2023MarketingResearchasaBusinessToolresearchonlyatoolthatcanbeusedtomakemoreinformeddecisionsresearchwillnotmakethedecisionreducesbutdoesnoteliminateuncertaintypossibleapplicationsentiremarketingmanagementprocess1/5/2023MarketinginformationsystemProblemdefinitionResearchdesign(orplan)SamplingwhohowmanyDatacollectionanalysisinterpretationRecommendationsreportwritingTheMarketingResearchProcess1/5/2023ProblemdefinitionProblemdefinitionprocessManagementproblemResearchproblemResearchobjectivesestimatevalueofinformation1/5/2023Marketing

information

systemProblemdefinitionResearchdesign(orplan)SamplingwhohowmanyDatacollectionanalysisinterpretationRecommendationsreport

writingTheMarketingResearchProcess1/5/2023Researchdesignsplanbywhichinformationisgatheredtomeetobjectivesprimaryvssecondarydataqualitativedatavsquantitativedata3basicdesignsexploratorydescriptivecausal1/5/2023ResearchdesignsExploratorynewproductdevelopmentcreativedevelopmentdiagnosingproblemsDescriptivequestionnairesdescribingattitudes/profilesCausal(experiments)testmarkets1/5/2023ResearchdesignsQuestionnairesmustbebasedonresearchobjectivesdatamustbeinsuitableformforanalysisContactmethodsmailtelephonepersonalonline1/5/2023MarketinginformationsystemProblemdefinitionResearchdesign(orplan)SamplingwhohowmanyDatacollectionanalysisinterpretationRecommendationsreportwritingTheMarketingResearchProcess1/5/2023SamplingDefinepopulationSampleframe(howtogettopopulation)SamplingmethodprobabilitynonprobabilitySamplesizeDrawthesample1/5/2023MarketinginformationsystemProblemdefinitionResearchdesign(orplan)SamplingwhohowmanyDatacollectionanalysisinterpretationRecommendationsreportwritingTheMarketingResearchProcess1/5/2023DataanalysisTurnsrawdataintoinformationBasedonresearchobjectives(notquestionbyquestion)1/5/2023MarketinginformationsystemProblemdefinitionResearchdesigndeskvsfieldqualvsquantSamplingwhohowmanyDatacollectionanalysisinterpretationRecommendationsreportwritingTheMarketingResearchProcess1/5/2023Barrierstouseofmarketingresearchnarrowconceptionofmarketingresearchunevencalibreofresearcherslateand/orerroneousfindingspersonalityandpresentationaldifferences1/5/2023EthicsMarketingResearchSocietyofAustraliaCodeofProfessionalBehaviourRemember3partiesinvolvedinethicsrespondentsresearchersclients1/5/20231/5/2023MarketingManagementTopic5MarketingPlanning1/5/202394Outlinecorporatestrategicplanningthestrategicmarketingplanningprocessanalyticaltoolsthemarketingplanidentifyingmarketsegmentschoosingtargetmarkets1/5/2023CorporatePlanningDefinethecorporatemissionEstablishstrategicbusinessunits(SBUs)AssignresourcestoSBUsPlannewbusiness,downsizeolderbusinesses1/5/2023Strategic-Planning,Implementation,andControlProcessMeasuringresultsDiagnosingresultsTakingcorrectiveactionImplementationPlanningCorporateplanningDivisionplanningBusinessplanningProductplanningOrganizingImplementingControl1/5/2023Missionstatementslimitednumberofgoalsstressmajorpoliciesandvaluesdefinecompetitivescopes1/5/2023TheBostonConsultingGroup’’sGrowth-ShareMatrix20%-18%-16%-14%-12%-10%-8%-6%-4%-2%-0MarketGrowthRate3?Questionmarks???21Cashcow6Dogs8710x4x2x1.5x1xRelativeMarketShare.5x.4x.3x.2x.1xStars541/5/2023MarketAttractiveness:Competitive-PositionPortfolioClassificationMARKETATTRACTIVENESS5.003.672.331.00LowMediumHighReliefvalveFlexiblediaphragmsFuelpumpsAerospacefittingsClutchesHydraulicpumpsJointsStrongMediumWeakBUSINESSSTRENGTH1.002.333.675.00Invest/growSelectivity/earningsHarvest/divest1/5/2023Sales1050Time(years)TheStrategic-PlanningGapDesiredsalesIntegrativegrowthIntensivegrowthCurrentportfolioStrategic-planninggapDiversification

growth1/5/2023ThreeIntensiveGrowthStrategies:Ansoff’sProduct/MarketExpansionGrid4.Diversification2.Market developmentNewmarkets1.Market penetrationExistingmarketsExistingproducts3.Product developmentNewproducts1/5/20231423HighLowHighLowAttractivenessSuccessProbabilityOpportunitiesOpportunityMatrix1.Companydevelopsamorepowerfullightingsystem2.Companydevelopsadeviceformeasuringtheenergyefficiencyofanylightingsystem3.Companydevelopsadeviceformeasuringilluminationlevel4.CompanydevelopsasoftwareprogramtoteachlightingfundamentalstoTVstudiopersonnel1/5/2023ThreatMatrix1. Competitordevelopsasuperiorlightingsystem2. Majorprolongedeconomicdepression3. Highercosts4. LegislationtoreducenumberofTVstudiolicenses1423HighLowHighLowSeriousnessProbabilityofOccurrenceThreats1/5/2023TheMcKinsey7-SFrameworkSkillsSharedvaluesStaffStyleStrategyStructureSystems1/5/2023SelltheproductTheValue-DeliveryProcessMaketheproductProcureDesignproductMakePriceSellAdvertise/promoteDistributeServiceChoosetheValueProvidetheValueCommunicatetheValue(a)Traditionalphysicalprocesssequence(b)Valuecreation&deliverysequenceStrategicmarketingTacticalmarketing1/5/2023Themarketingplanexecutivesummary&tableofcontentscurrentmarketingsituationopportunityandissueanalysisobjectivesmarketingstrategyactionprogrammesfinancialanalysiscontrols1/5/2023StepsinMarketSegmentation,Targeting,andPositioning1. Identifysegmentationvariablesandsegmentthemarket2. DevelopprofilesofresultingsegmentsMarketSegmentation3.Evaluateattractivenessofeachsegment4.Selectthetargetsegment(s)MarketTargeting5.Identifypossiblepositioningconceptsforeachtargetsegment6.Select,develop,andcommunicatethechosenpositioningconceptMarketPositioning1/5/2023BasesforsegmentingconsumermarketsGeographicregion,city,climateDemographicagegender,familysizePyschographiclifestyleorpersonalityBehaviouraloccasions,benefits,usesorattitudes1/5/2023BasesforSegmentingBusinessMarketsDemographicOperatingvariablesPurchasingapproachesSituationalfactorsPersonalcharacteristics1/5/2023MeasurableAccessibleSubstantialDifferentialSegmentsmustbelargeorprofitableenoughtoserve.Segmentscanbeeffectivelyreachedandserved.ActionableSize,purchasingpower,profilesofsegmentscanbemeasured.Segmentsmustresponddifferentlytodifferentmarketingmixelements&actions.Mustbeabletoattractandservethesegments.EffectiveSegmentation1/5/2023Insummary...StrategicplanningisthefundamentalbasisformarketingdecisionsSTP-segment,target,position1/5/20231/5/2023MarketingManagementTopic6ManagingtheMarketingMix:ProductsandServices1/5/2023114OutlineProductcharacteristicsBrandingPackaging&labelingNewproductdevelopmentServices1/5/2023FiveProductLevelsPotentialproductAugmentedproductExpectedproductBasicproductCorebenefit1/5/2023Typesofconsumer-goodsConvenienceproductsboughtfrequentlyandimmediatelyShoppingproductsbuylessfrequently,moreeffortSpecialtyproductsspecialpurchaseeffortsUnsoughtgoodsnewordon’’twanttothinkaboutit1/5/2023ProductmixWidthnumberofdifferentproductlinesLengthtotalnumberofitemswithinthelineDepthnumberofversionsofeachproduct1/5/2023BrandSomethingthatidentifiesaproductasbeingdifferenttootherproducts/belongingtoaspecificcompanynamesymboldesign1/5/2023AnOverviewofBrandingDecisionsBrandingDecisionBrandNobrandBrand-SponsorDecisionManu- facturer brandDistribu-tor (private) brandLicensed brandBrand-NameDecisionIndividual brand namesBlanket family nameSeparate family namesCompany- individual namesBrand-RepositioningDecisionReposi- tioningNo reposi- tioningBrand-StrategyDecisionLine extensionBrand extensionMulti- brandsNew brandsCobrands1/5/2023BrandStrategiesBrandExtensionNewBrand

NameProductCategoryLineExtensionExistingExistingMultibrandsNewNewBrands1/5/2023Brandnamesdistinctivesuggestproductqualitiessuggestproductbenefitseasytopronounce,recognize,remembersuitableininternationalmarkets1/5/2023PackagingasamarketingtoolSelf-serviceConsumeraffluenceCompany&brandimageOpportunityforinnovation1/5/2023NewProductsReasonsforfailure“Overchampioning”OverestimateddemandPoordesignPoormarketingexecutionHighdevelopmentcostsStrongcompetitivereaction1/5/2023ChallengesinNPDIdeashortageFragmentedmarketsSocial&governmentalconstraintsCostCapitalshortageNeedforspeedShorterproductlifecycles1/5/2023NewProductDevelopmentProcessIdeaGenerationConceptDevelopmentandTestingMarketingStrategyDevelopmentIdeaScreeningBusinessAnalysisProductDevelopmentMarketTestingCommercialization1/5/202321/2%Innovators131/2%Earlyadopters34%Earlymajority34%Latemajority16%LaggardsTimeofadoptioninnovationsAdopterCategorizationoftheBasisofRelativeTimeofAdoptionofInnovations1/5/2023CharacteristicsoftheRateofAdoptionRelativeadvantageCompatibilityComplexityDivisibilityCommunicability1/5/2023PureServiceServicesTangibleGoodw/ServicesMajorServicew/GoodsHybridPureTangibleGood1/5/2023CharacteristicsofservicesIntangibilitycannotbeseen,felt,tasted,touchedbeforepurchaseInseparabilitycannotbeseparatedfromtheirproviders,forexample,hairdresser1/5/2023CharacteristicsofservicesVariabilityqualityofservicecanvaryateachofferPerishabilitycannotbestoredforlateruse1/5/2023OvercomingservicechallengesIntangibilityusecuestomaketangibleInseparabilitynotalwayspossible-usetechnologyVariabilitystandardisation/trainingPerishabilitymatchsupplyanddemand1/5/2023DeterminantsofServiceQualityReliabilityResponsivenessAssuranceEmpathyTangibles1/5/2023Insummary...ProductcharacteristicsBrandingPackaging&labelingNewproductdevelopmentServices1/5/20231/5/2023MarketingManagementTopic7PricingandChannels1/5/2023136OutlinePriceSettingthepricePricingmethodsMarketingChannelsDesigndecisionsManagementdecisionsDynamics1/5/2023PriceHigh

Medium

LowHighLowProductQualityMedPremiumValue

MediumValueEconomyOverchargingRip-OffFalseEconomyHighValueSuperValueGood-ValuePrice-QualityStrategies1/5/2023SettingpricingpolicySelectthepricingobjectivedeterminedemandestimatecostsanalysecompetitorsselectapricingmethodselectfinalprice1/5/2023TypesofCostsTotalCostsSumoftheFixedandVariableCostsforaGivenLevelofProductionFixedCosts(Overhead)Coststhatdon’’tvarywithsalesorproductionlevels.ExecutiveSalariesRentVariableCostsCoststhatdovarydirectlywiththelevelofproduction.Rawmaterials1/5/2023TheThreeC’sModel

forPriceSettingCostsCompetitors’pricesandpricesofsubstitutesCustomers’’assessmentofuniqueproductfeaturesLowPriceNopossibleprofitatthispriceHighPriceNopossibledemandatthisprice1/5/2023PricingMethodsMarkuppricingTargetreturnpricingPerceivedvaluepricingValuepricingGoing-ratepricingSealed-bidpricing1/5/2023PromotionalPricingLoss-leaderpricingSpecial-eventpricingCashrebatesLow-interestfinancingLongerpaymenttermsWarranties&servicecontractsPsychologicaldiscounting1/5/2023Discriminatorypricingcustomersegmentproductformlocationtime1/5/2023HowaDistributorReducestheNumberofChannelTransactions=Customer=ManufacturerA.NumberofcontactswithoutadistributorMxC=3X3=91324567891/5/2023HowaDistributorReducestheNumberofChannelTransactions=Distributor=Customer=ManufacturerB.NumberofcontactswithadistributorMxC=3+3=6Store1234561/5/2023Distributionchannelfunctionsrisktakingphysicaldistributionpaymentstransferinformationcommunicationnegotiationorderingfinancing1/5/2023WholesalerJobberRetailerConsumerConsumerRetailerConsumerManufacturer0-levelchannelWholesalerRetailerConsumerMfg2-levelchannelMfg3-levelchannel1-levelchannelManufacturerConsumerMarketingChannels1/5/2023Customers’DesiredServiceLevelsLotsizeWaitingtimeSpatialconvenienceProductvarietyServicebackup1/5/2023Channelmanagementdecisionsselectingtrainingmotivatingevaluatingfeedback1/5/2023CorporateCommonOwnershipatDifferentLevelsoftheChannelContractualContractualAgreementAmongChannelMembersAdministeredLeadershipisAssumedbyOneoraFewDominantMembersTypesofVerticalMarketingSystems1/5/2023ConventionalDistributionChannelvs.VerticalMarketingSystemsVerticalmarketingchannelManufacturerRetailerConventionalmarketingchannelConsumerManufacturerConsumerRetailerWholesalerWholesaler1/5/2023CausesofChannelConflictIncompatibilityDifferenceinperceptionDependence1/5/2023Legal&EthicalIssuesinChannelRelationsExclusivedealingExclusiveterritoriesTyingagreementsDealers’’rights1/5/2023Insummary...PriceSettingthePriceAdaptingthePriceInitiating&RespondingtoPriceChangesMarketingChannelsDesignDecisionsManagementDecisionsDynamics1/5/20231/5/2023MarketingManagementTopic8Promotions-MarketingCommunications1/5/2023157OutlineThecommunicationsmixThecommunicationsprocessDevelopingeffectivecommunicationsDecidingonthemarketingcommunicationsmixManagingandcoordinatingintegratedmarketingcommunications1/5/2023AdvertisingPersonalSellingAnyPaidFormofNonpersonalPresentationbyanIdentifiedSponsor.SalesPromotionShort-termIncentivestoEncourageTrialorPurchase.PublicRelationsDirectMarketingDirectCommunicationsWithIndividualstoObtainanImmediateResponse.Protectand/orPromoteCompany’sImage/products.PersonalPresentations.TheMarketingCommunicationsMix1/5/2023ElementsintheCommunicationProcessSENDEREncodingDecodingRECEIVERMediaMessageFeedbackResponseNoise1/5/2023MessageproblemsSelectiveattentionselectivedistortionselectivereception1/5/2023StepsforeffectivecommunicationIdentifytargetaudienceCommunicationobjectivesDesignthemessageSelectcommunicationschannelEstablishthebudgetCommunicationsmixMeasureresultsManagetheIMCprocess1/5/2023Step1.IdentifyingtheTargetAudiencePurchaseConvictionPreferenceLikingKnowledgeAwarenessStep2.DeterminingtheCommunicationObjectivesBuyerReadinessStages1/5/2023ResponseHierarchyModelsCommuni-cationsModeldAIDAModelaInnovation-AdoptionModelcHierarchy-of-EffectsModelbStagesCognitivestageAffectivestageBehaviorstageAwarenessTrialAdoptionInterestEvaluationPurchaseLikingPreferenceConvictionAwarenessKnowlegeAttentionInterestDesireActionBehaviorAttitudeIntentionExposureReceptionCognitiveresponse1/5/2023Step3:DesignthemessageMessagecontentrational,emotional,moralappealsMessagestructureconclusions,argumenttypeandorderMessageformatlayout,words,sounds,bodylanguageMessagesourceexpertise,trustworthiness1/5/2023Step4SelectcommunicationchannelPersonaldirectcommunicationwordofmouthNonpersonalprintbroadcastelectronic1/5/2023Step5EstablishthebudgetAffordablePercentageofsalesCompetitiveparityObjectiveandtask1/5/2023Step6DecideoncommunicationsmixAdvertsiingSalespromotionPublicrelationsandpublicityPersonalsellingDirectmarketing1/5/2023Step7.MeasureResultsStep8.ManagetheIMCProcess1/5/2023Factorsinfluencingpromotionalmixstrategiestypeofproduct/marketbuyerreadinessstageproductlifecyclestagepushvspullstrategy1/5/2023PushVersusPullStrategyProducerProducerInterme-diariesMarketingactivitiesEndusersMarketingactivitiesDemandInterme-diariesDemandPushStrategyPullStrategyEndusersMarketi