菲利普科特勒的“市场营销”讲义全

PowerPointbyMiltonM.PressleyCreativeAssistanceby D.CarterandS.Koger1-1Chapter1MarketingintheTwenty-firstCenturyMarketingManagementTenthEditionPhilipKotlerObjectivesCourseOrganizationTasksofMarketingMajorConcepts&ToolsofMarketingMarketplaceOrientationsMarketing’sResponsestoNewChallengesCourse/TextOrganizationPartI-UnderstandingMarketingManagementPartII-AnalyzingMarketingOpportunitiesPartIII-DevelopingMarketingStrategiesPartIV-ShapingtheMarketOfferingPartV-Managing&DeliveringMarketingProgramsDefiningMarketing

Marketingisasocietalprocessbywhichindividualsandgroupsobtainwhattheyneedandwantthroughcreating,offering,andfreelyexchangingproductsandservicesofvaluewithothers. -PhilipKotler(p.7)SimpleMarketingSystemIndustry(acollectionofsellers)Market(acollectionofBuyers)Goods/servicesMoneyCommunicationInformationManufacturermarketsServices,moneyGovernmentmarketsServices,moneyServicesServices,moneyTaxesTaxes,goodsTaxes,goodsTaxes,goodsMoneyMoneyConsumermarketsIntermediarymarketsGoods,servicesGoods,servicesResourcesResourcesResourcemarketsMoneyMoneyStructureofFlowsCoreConceptsofMarketing

ProductorOffering

ValueandSatisfactionNeeds,Wants,andDemands

ExchangeandTransactions

RelationshipsandNetworks

TargetMarkets&Segmentation

MarketingChannels

SupplyChain

Competition

MarketingEnvironmentTheFourPsMarketingMixProductPricePromotionPlaceTheFourCsCustomerSolutionCustomerCostCommunicationConven-ienceProductionConceptProductConceptSellingConceptMarketingConceptConsumerspreferproductsthatarewidelyavailableandinexpensiveConsumersfavorproductsthatofferthemostquality,performance,orinnovativefeaturesConsumerswillbuyproductsonlyifthecompanyaggressivelypromotes/sellstheseproductsFocusesonneeds/wantsoftargetmarkets&deliveringvaluebetterthancompetitorsCompanyOrientationsTowardstheMarketplaceMarketIntegratedmarketingProfitsthroughcustomersatisfactionCustomerneeds(b)ThemarketingconceptFactoryExistingproductsSellingandpromotionProfitsthroughsalesvolumeStartingpointFocusMeansEnds(a)ThesellingconceptCustomerDeliveredValueCustomersFront-linepeopleMiddleManagementTopManagementTraditionalOrganizationChartCustomer-OrientedOrganizationChartCustomersFront-linepeopleMiddlemanagementTopmanage-mentCustomersCustomersTheSocietalMarketingConceptSociety(HumanWelfare)Consumers(Satisfaction)Company(Profits)SocietalMarketingConceptChapter2BuildingCustomerSatisfactionthroughQuality,Service,andValueMarketingManagementTenthEditionPhilipKotlerObjectivesDefinevalue&satisfaction-understandhowtodeliverthemThenatureofhigh-performancebusinessesHowtoattract&retaincustomersImprovingcustomerprofitabilityTotalqualitymanagementDeterminantsofCustomerDeliveredValueImagevaluePersonnelvalueServicesvalueProductvalueTotalcustomervalueMonetarycostTimecostEnergycostPsychiccostTotalcustomercostCustomerdeliveredvalueSatisfactionisaperson’sfeelingsofpleasureordisappointmentresultingfromcomparingaproduct’sperceivedperformance(oroutcome)inrelationtohisorherexpectations.MarginMarginTheGenericValueChainPrimaryActivitiesSupportActivitiesProcurementServ-iceTechnologyDevelopmentHumanresourcemanagementFirminfrastructureInboundLogisticsOpera-tionsOut-boundLogisticsMarket-ingandsalesLeviStrauss’

Value-DeliveryNetworkCompetitionisbetweennetworks,notcompanies.Thewinneristhecompanywiththebetternetwork.DeliverySears(Retail)Levi’s(Apparel)OrderDeliveryOrderCustomerDeliveryDuPont(Fibers)OrderDeliveryOrderMilliken(Fabric)AttractingandRetainingcustomersCustomeracquisitionSearchingandreachingfornewsuspects;Filteringforqualifiedprospects;AcquirethehotprospectsSmalldiscussion:Whyweneedcustomerretention?SatisfiedCustomers:AreloyallongerBuymore(newproducts&upgrades)Spreadfavorableword-of-mouthAremorebrandloyal(lesspricesensitive)OfferfeedbackReducetransactioncostsChapter3WinningMarkets:Market-OrientedStrategicPlanningMarketingManagementTenthEditionPhilipKotlerObjectivesCorporateanddivisionstrategicplaningBusinessunitplanningThemarketingprocessProductlevelplanningThemarketingplanMarket-OrientedStrategicPlanningObjectivesSkillsResourcesOpportunitiesMarket-OrientedStrategicPlanningObjectivesSkillsResourcesOpportunitiesProfitandGrowthStrategic-Planning,Implementation,andControlProcessMeasuringresultsDiagnosingresultsTakingcorrectiveactionImplementationPlanningCorporateplanningDivisionplanningBusinessplanningProductplanningOrganizingImplementingControlCorporateHeadquartersPlanningDefinethecorporatemissionEstablishstrategicbusinessunits(SBUs)AssignresourcestoSBUsPlannewbusiness,downsizeolderbusinessesWhatisourbusiness?Whoisthecustomer?Whatisofvaluetothecustomer?Whatwillourbusinessbe?Definingthecompany’smission(使命)GoodMissionStatements:LimitednumberofgoalsStressmajorpolicies&valuesDefinecompetitivescopesCompanyProduct-orientationMarket-orientationPoppyWemakelipsticksWeselllifestyleandself-expression;successandstatus;memories,hopsanddreamsSeaWorldWerunathemeparkWeprovidefantasiesandentertainmentKmartWerundiscountstoresWeofferproductsandservicesthatdelivervaluetomiddle-ChineseXeroxWemakecopying,faxandotherofficemachinesWemakebusinessesmoreproductivebyhelpingthemscan,store,retrieve,revise,distribute,printandpublishdocumentsMarket-orientationbusinessdefinitionsWhatisstrategicbusinessunit(SBU)?Aunitofthecompanythathasaseparatemissionandobjectivesandthatcanbeplannedindependentlyfromothercompanybusinesses.SBUcanbeacompanydivision,aproductlinewithadivision,orsometimesasingleproductorbrand.EstablishingStrategicBusinessUnitsAnSBUhasthreecharacteristics:Itisasinglebusinessorcollectionofrelatedbusinessesthatcanbeplannedseparatelyfromtherestofthecompany.IthasitsownsetofcompetitorsIthasamanagerwhoisresponsibleforstrategicplanningandprofitperformanceandwhocontrolsmostofthefactorsaffectingprofitTheBostonConsultingGroup’sGrowth-ShareMatrix20%-18%-16%-14%-12%-10%-8%-6%-4%-2%-0MarketGrowthRate3?Questionmarks???21Cashcow6Dogs8710x4x2x1.5x1xRelativeMarketShare.5x.4x.3x.2x.1xStars54PossibleSBUstrategiesBuild:increasemarketshare(Questionsmarks)Hold:preservemarketshare(strongcashcows)Harvest:increaseshort-termcashflowregardlessthelong-termeffect(weakcashcow,questionmarksanddogs)Divest:sellorliquidatethebusiness(dogsandquestionsmarksthatareactingasadragonthecompany’sprofits.)PlanningnewbusinessanddownsizingolderbusinessPenetration:moreusagemoreusersnewuserscompetitor’suserNewmarketsnewtargetusergroupadditionaldistributionchannelnewlocationsThreeIntensiveGrowthStrategies:Ansoff’sProduct/MarketExpansionGrid4.Diversification2.Market developmentNewmarkets1.Market penetrationExistingmarketsExistingproducts3.Product developmentNewproductsBusinessstrategic-planningprocessBusinessmission---SWOTanalysis－goalformulation---strategyformulation—programformulation—implementation–feedbackandcontrolBusinessStrategicPlanningSWOTAnalysisO:anareaofbuyerneedinwhichacompanycanperformprofitablyT:achallengeposedbyanunfavorabletrendordevelopmentthatwouldlead,intheabsenceofdefensivemarketingaction,todeteriorationinsalesorprofit.TheMarketingPlanExecutiveSummary&TableofContentsCurrentMarketingSituationOpportunity&IssueAnalysisObjectivesMarketingStrategyActionProgramsProjectedProfit-and-lossControlsChapter4GatheringInformationandMeasuringMarketDemandMarketingManagementTenthEditionPhilipKotlerObjectivesComponentsofamarketinginformationsystemCriteriaofgoodmarketingresearchAmarketinginformationsystem(MIS)consistsofpeople,equipment,andprocedurestogather,sort,analyze,evaluate,anddistributeneeded,timely,andaccurateinformationtomarketingdecisionmakers.Amarketingintelligencesystemisasetofproceduresandsourcesusedbymanagerstoobtaineverydayinformationaboutdevelopmentsinthemarketingenvironment.marketinginformationsystemTargetmarketsmarketingchannelcompetitorsmacroenvironmentalforcesMarketingEnvironmentAnalysisPlanningImplementationOrganizationControlMarketingmanagersThemarketinginformationsystemInternalrecordsMarketingintelligenceInformationanalysisMarketingresearchThemarketingresearchprocessDefiningtheproblemandresearchobjectivesDevelopingtheresearchplanforcollectinginformationImplementingtheresearchplan-collectingandanalyzingthedataInterpretingandreportingthefindingsDefiningtheProblem&ResearchObjectivesExploratoryResearchDescriptiveResearchCausalResearchTestcause-and-effectrelationships.Testshypothesesaboutcause-and-effectrelationships.Shedslightonproblem-suggestsolutionsornewideas.Ascertainmagnitudes.Developingtheresearchplantooutlinesourcesofsecondarydataandspellout-specificresearchapproaches-contactmethods-samplingplans,and-instruments thatresearcherswilluseingatheringprimarydataResearchApproaches

&ResearchInstrumentsResearchapproaches（调研方法）:Observational（观察调查）focus-group（小组调查）Survey（问卷调查）Experimental（实验法）Researchinstruments（调研工具）:Questionnaires（问卷）Mechanicalinstruments(clickpereye-ball)Samplingplan样品(sampleunit单位/size范围/procedure程序)ContactMethodsGoodMarketingResearch:IsscientificIscreativeUsesmultiplemethodsRealizestheinterdependenceofmodels&dataAcknowledgesthecost&valueofinformationMaintains“healthy”skepticismIsethicalDefiningmarketdemandMarketdemandforaproductorservicetotalvolumeboughtbydefinedconsumergroupdefinedgeographicalareadefinedtimeperioddefinedmarketingenvironmentdefinedlevelandmixofindustrymarketingeffortsDemandMarketDemandCompanyDemandChapter5ScanningtheMarketingEnvironmentMarketingManagementTenthEditionPhilipKotlerObjectivesTracking&IdentifyingOpportunitiesintheMacroenvironmentDemographic,Economic,Natural,Technological,Political,&CulturalDevelopmentsMacroenvironmentTheBIGPicture:DemographicEconomicNaturalTechnologicalPoliticalCulturalDemographicEnvironmentWorldwidePopulationGrowthPopulationAgeMixEthnicMarketsHouseholdPatternsEducationalGroupsGeographicalShiftsinPopulationShiftfromMassMarkettoMicromarketsEconomicEnvironmentIncomeDistributionSubsistenceeconomiesRaw-material-exportingeconomiesIndustrializingeconomiesIndustrialeconomiesSavings,Debt,&CreditAvailabilityNaturalEnvironmentHigherPollutionLevelsIncreasedCostsofEnergyShortageofRawMaterialsChangingRoleofGovernmentAcceleratingPaceofChangeUnlimitedOpportunitiesforInnovationIncreasedRegulationIssuesintheTechnologicalEnvironmentVaryingR&DBudgetsPolitical-LegalEnvironmentIncreasedLegislationSpecial-InterestGroupsSocial/CulturalEnvironmentOfOrganizationsOfNatureOfOneselfOfSocietyOftheUniverseOfOthersViewsThatExpressValuesSocial/CulturalEnvironmentHighPersistenceofCoreCulturalValuesExistenceofSubculturesShiftsofSecondaryCulturalValuesThroughTimeSocial/CulturalEnvironmentHighPersistenceofCoreCulturalValuese.g.“ClassicFreedoms”ofUSA;“harmony-oriented”ofJapan;“sharing”conceptsofAfricacountriesExistenceofSub-culturese.g.“HushPuppies,”“Coke”,”BOBO”

ShiftofsecondaryculturalvaluesovertimeChapter6AnalyzingConsumerMarketsandBuyingBehaviorMarketingManagementTenthEditionPhilipKotlerObjectivesInfluencesonBuyingBehaviorBuyerDecisionMakingModelofBuyingBehaviorBuyer’sdecisionprocessProblemrecognitionInformationsearchEvaluationDecisionPostpurchasebehaviorOtherstimuliEconomicTechnologicalPoliticalCulturalBuyer’scharacteristicsCulturalSocialPersonalPsychologicalBuyer’sdecisionsProductchoiceBrandchoiceDealerchoicePurchasetimingPurchaseamountMarketingstimuliProductPricePlacePromotionCulturalCultureSubcultureSocialclassSocialHouseholdtypeReferencegroupsRolesandstatuspersonalageandlife-cyclestageOccupationEducationEconomicsituationself-conceptPsychologicalMotivationPerceptionLearningBeliefsandattitudesFactorsinfluencingconsumerbehaviorCultureCulturalFactorsSubcultureSocialClassBuyerSocialFactorsReferenceGroupsRoles&StatusesFamilyReferencegroupsMembershipgroupsIndirectgroupsPrimarygroupsSecondarygroupsAspirationalgroupsDissociativegroupsReferencegroupsbackOpinionleadersInfluencesonConsumerBehaviorPersonalInfluencesAgeandFamilyLifeCycleStageLifestyleOccupation&EconomicCircumstancesPersonality&Self-ConceptPsychologicalFactorsPerceptionLearningBeliefs&AttitudesMotivationMaslow’sHierarchy

ofNeedsPsychologicalneeds(food,water,shelter)1Safetyneeds(security,protection)2Socialneeds(senseofbelonging,love)3Esteemneeds(self-esteem,recognition)4Self-actualization(self-developmentandrealization)5DriveCueResponseStimuliReinforceLearningThebuyingdecisionprocessBuyingroles---whoTypesofbuyingdecisionsStepsinthebuyingprocessBuyingdecisionDeciderBuyerInfluencerInitiatorUserConsumerbuyingrolesFourTypesofBuyingBehaviorComplexBuyingBehaviorDissonance-ReducingBuyingBehaviorVariety-SeekingBehaviorHabitualBuyingBehaviorSignificantdifferencesbetweenbrandsFewdifferencesbetweenbrandsHighInvolvementLowInvolvementConsumerBuying

ProcessProblemrecognitionInformationsearchEvaluationofalternativesPurchasedecisionPostpurchasebehaviorChapter7AnalyzingBusinessMarkets&BusinessBuyingBehaviorMarketingManagementTenthEditionPhilipKotlerObjectivesHowBusiness&ConsumerMarketsDifferOrganizationalBuyingSituationsParticipantsintheBusinessBuyingProcessMajorInfluencesonOrganizationalBuyersBusinessBuyerDecisionMakingInstitutional&GovernmentBuyingThecharacteristicsofBusinessmarketsFewerbuyerClosesupplier-customerrelationshipLargerbuyerGeographicallyconcentratedbuyerDeriveddemandInelasticdemandFluctuatingdemandProfessionalpurchasingDirectpurchasingReciprocityLeasingParticipantsintheBusinessBuyingProcessGatekeepersInitiatorsBuyersInfluencersDecidersUsersApproversMajorInfluencesonIndustrialBuyingBehaviorLevelof demandEconomic outlookInterestrateRateoftechno- logicalchangePoliticaland regulatory developmentsCompetitive developmentsSocialresponsi- bilityconcernsEnvironmentalObjectivesPoliciesProceduresOrganizational structuresSystemsOrganizationalInterestsAuthorityStatusEmpathyPersuasive-nessInterpersonalAgeIncomeEducationJobpositionPersonalityRiskattitudesCultureIndividualBusinessBuyerChapter8DealingwiththeCompetitionMarketingManagmentTenthEditionPhilipKotlerObjectivesIdentifyingCompetitorsEvaluatingCompetitorsCompetitiveIntelligenceSystemsCompetitiveStrategiesCustomervs.CompetitorOrientationInduceyourcompetitorsnottoinvestinthoseproducts,marketsandserviceswhereyouexpecttoinvestthemost…thatisthefundamentalruleofstrategy.

BruceHenderson,FounderofBCGThereisnothingmoreexhilaratingthantobeshotatwithoutresult.

WinstonChurchillFiveForcesDeterminingSegmentStructuralAttractivenessPotentialEntrants(ThreatofMobility)Buyers(Buyerpower)Substitutes(Threatsofsubstitutes)Suppliers(Supplierpower)IndustryCompetitors(Segmentrivalry)BarriersandProfitabilityLow,stablereturnsLowHigh,stablereturnsHighLowLow,riskyreturnsHigh,riskyreturnsHighEntryBarriersExitbarriersLevelsofcompetitionBrandCompetition品牌竞争IndustryCompetition行业竞争

Allcompaniesmakingthesameproductorclassofproducts

AllcompaniesmakingthesameproductorclassofproductsFormcompetition产品形式竞争GenericCompetition普遍竞争Allcompaniesmanufacturingproductsthatsupplythesameservice.AllcompaniesthatcompeteforthesameconsumerdollarsIndustryCompetitionNumberofSellersDegreeofDifferentiationEntry,Mobility,ExitbarriersCostStructureDegreeofVerticalIntegrationDegreeofGlobalizationAnalyzingCompetitorsCompetitorActionsObjectivesStrengths&WeaknessesReactionPatternsStrategiesHighLowHighLowQualityVerticalIntegrationAnalyzingcompetitors:

StrategicGroupsintheMajorApplianceIndustryGroupANarrowlineLowermfg.costVeryhighserviceHighpriceGroupDBroadlineMediummfg.costLowserviceLowpriceGroupCModeratelineMediummfg.costMediumserviceMediumpriceGroupBFulllineLowmfg.costGoodserviceMediumpriceCompetitor’sExpansionPlansMarketsProductsIndividualUsersCommercial&IndustrialEducationalPersonalComputersHardwareAccessoriesSoftwareDellHypotheticalMarketStructure&Strategies40%Marketleader30%Marketchallenger20%MarketfollowerExpandMarketDefendMarketShareExpandMarketShareAttackleaderStatusquoImitate10%MarketnicherSpecial-izeDefenseStrategiesAttacker(3) Preemptive defense

先发制人(4) Counter- offensive defense反击Defender(1)Positiondefense(5)Mobiledefense(2)Flankdefense侧面抵御(6)ContractionDefense战略回防AttackStrategiesAttackerDefender(3)Encirclementattack(4)Bypassattack(2)Flankattack(5)Guerillaattack(1)FrontalattackSpecificAttackStrategiesPrice-discountCheapergoodsPrestigegoodsProductproliferationProductinnovationImprovedservicesDistributioninnovationManufacturingcostreductionIntensiveadvertisingpromotion“Nichemanship”End-userspecialistVertical-levelspecialistCustomer-sizespecialistSpecific-customerspecialistGeographicspecialistProductorproduct-linespecialistProduct-featurespecialistJob-shopspecialistQuality-pricespecialistServicespecialistChannelspecialistChapter9IdentifyingMarketSegmentsandSelectingTargetMarketsMarketingManagementTenthEditionPhilipKotlerObjectivesIdentifyingMarketSegmentsChoosingTargetMarketsStepsinMarketSegmentation,Targeting,andPositioning1. Identifysegmentationvariablesandsegmentthemarket2. DevelopprofilesofresultingsegmentsMarketSegmentation3.Evaluateattractivenessofeachsegment4.Selectthetargetsegment(s)MarketTargeting5.Identifypossiblepositioningconceptsforeachtargetsegment6.Select,develop,andcommunicatethechosenpositioningconceptMarketPositioningSegmentationGroupingpeopleaccordingtotheirsimilarityinoneormoredimensionsrelatedtoaparticularproductcategory.LevelsofmarketingsegmentationMassmarketingSegmentmarketingIndividualmarketingMicro-marketingCompletesegmentationNosegmentationNichemarketingLocalmarketingBasicMarket-PreferencePatterns(a)HomogeneouspreferencesSweetnessCreaminess(c)ClusteredpreferencesCreaminessSweetness(b)DiffusedpreferencesCreaminessSweetnessBasesforSegmentingConsumerMarketsOccasions,Benefits,Uses,orAttitudesBehavioralGeographicRegion,CityorMetroSize,Density,ClimateDemographicAge,Gender,FamilysizeandLifecycle,Race,Occupation,orIncome...LifestyleorPersonalityPsychographicBuyingPatternsforDifferentAgeGroupsAge NameofAgeGroup Merchandise0-5 Youngchildren Babyfood,toys,nursery,furniture, children’swear6-19 Schoolchildren Clothing,sportsequipment,records, (includingteenagers) schoolsupplies,food,cosmetics, usedcars20-34 Youngadults Cars,furniture,houses,clothing, recreationalequipment,purchases foryoungeragegroups.35-49 Youngermiddle-aged Largerhomes,bettercars,second adults cars,newfurniture,recreational equipment50-64 Oldermiddle-aged Recreationalitems,purchasesfor adults youngmarriedsandinfants65+ Senioradults Medicalservices,travel,drugs, purchasesforyoungeragegroups

3-15Back

Gender:

Reebok’smarketingresearchshowsthatin1971only1ofevery27womenwasinvolvedinsports;todayitis1in3!!ThusReebokhasputspecialemphasisonthefemalemarket.BaseonOccasionsTheoccasionsbuyersdevelopaneed,purchaseaproductoruseaproduct.Airtravel?BusinessVacationFamily

MeasurableAccessibleSubstantialDifferential

Segmentsmustbelargeorprofitableenoughtoserve.

Segmentscanbeeffectivelyreachedandserved.Actionable

Size,purchasingpower,profilesofsegmentscanbemeasured.

Segmentsmustresponddifferentlytodifferentmarketingmixelements&actions.

Mustbeabletoattractandservethesegments.EffectiveSegmentationTargetingAsetofbuyerssharingcommonneedsorcharacteristicsthatthecompanydecidestoserve.EvaluatingMarketSegmentsSizeandGrowthStructuralAttractivenessCompanyObjectivesandResourcesMarketCoverageStrategiesSegment1Segment2Segment3CompanyMarketingMixSegment1Segment2Segment3CompanyMarketingMixCompanyMix1CompanyMix2CompanyMix3MarketA.UndifferentiatedMarketingB.DifferentiatedMarketingC.ConcentratedMarketingStep2:MarketTargeting

ChoosingaMarketCoverageStrategyCompanyObjectives&Resources(企业目标与资源）ProductVariability（产品类同性）Product’sStageintheProductLifeCycleMarketVariability（市场类同性）Competitors’MarketingStrategiesSegmentsize&growthSegmentstructuralattractivenessFivePatternsofTargetMarketSelectionSingle-segmentconcentrationProductspecializationM1M2M3P1P2P3SelectivespecializationM1M2M3P1P2P3M1M2M3FullmarketcoverageP1P2P3MarketspecializationM1M2M3P1P2P3P1P2P3M1M2M3P=ProductM=MarketChapter10PositioningandDifferentiatingMarketOfferingsovertheLifeCycleMarketingManagementTenthEditionPhilipKotlerObjectivesIdentifyDifferentiatingAttributesChoosing&CommunicatingEffectivePositioningMarketingStrategiesAlongtheProductLifeCycleMarketingStrategy&MarketEvolutionTheBCGCompetitive

AdvantageMatrixVolumeFragmentedStalematedSpecializedSizeoftheAdvantageSmallLargeNumberofApproachestoAchieveAdvantageFewManyThewaytodifferentiateProductServicePersonnelImageChannelProductDifferentiationFormFea-turesPerfor-manceQualityConform-anceQualityDura-bilityRelia-bilityRepair-abilityStyleDesignDeliveryServicesDifferentiationOrderingEaseMaintenance&RepairCustomerTrainingInstallationCustomerConsultingMiscellaneousServicesPersonnelCompetence:professionalCourtesy:respectfulCredibility:trustworthyReliabilityresponsivenessChannelsType(s)ofchannelsusedConvenienceAttractivenessEfficiencyofchannelsMediaAtmosphereSymbolsEventsImageDifferentiationDifferencesWorthEstablishingAffordableSuperiorProfitablePreemptiveDistinctiveImportantPositioningistheactofdesigningthecompany’sofferingandimagetooccupyadistinctiveplaceinthethetargetmarket’smind.P298PerceptualMap0.81.0-1.6-1.4-1.2-1.0-0.8-0.6-0.4-0.21.00.2-0.2-0.4-0.6-0.8MagicMountainJapaneseDeerParkBuschGardensKnott’sBerryFarmLionCountrySafariMarinelandofthePacificDisneylandEconomicalFunridesExerciseFantasyGoodfoodEasytoreachEducational,animalsLittlewaitingLiveshowsChapter11DevelopingNewMarketOfferingsObjectivesChallengesinNewProductDevelopment(NPD)OrganizationalStructure&NPDStages&ManagementofNPDDiffusion&AdoptionofNewProducts.

DevelopingNewMarket Offerings

Sixcategoriesofnewproducts

New-to-the-worldproducts Newproductlines Additionstoexistingproductlines Improvementsandrevisionsofexisting products5.Repositioning6.Costreductions11-360WhyNewProductsFail“OverChampioning”OverestimatedDemandPoorDesignPoorMarketingExecutionHighDevelopmentCostsStrongCompetitiveReactionChallengesinNPDIdeaShortageFragmentedMarketsSocial&GovernmentalConstraintsCostCapitalShortageNeedforSpeedShorterProductLifeCyclesNewProductDevelopmentProcessIdeaGenerationConceptDevelopmentandTestingMarketingStrategyDevelopmentIdeaScreeningBusinessAnalysisProductDevelopmentMarketTestingCommercializationProbabilityofSuccessProbabilityoftechnicalcompletionOverallprobabilityofsuccess=ProbabilityofcommercializationgiventechnicalcompletionXProbabilityofeconomicsuccessgivencommercializationXConceptDevelopment&Testing1.DevelopProductIdeasintoAlternativeProductConcepts2.ConceptTesting-TesttheProductConceptswithGroupsofTargetCustomers3.ChoosetheBestOneHighprice/oz.LowincaloriesLowprice/oz.HighincaloriesProduct&BrandPositioning(a)Product-positioningmap(breakfastmarket)ExpensiveSlowInexpensiveQuickBaconandeggsPancakesInstantbreakfastColdcerealHotcerealb)Brand-positioningmap(instantbreakfastmarket)BrandCBrandBBrandAConjointAnalysisBrandname----------Utility1.00|||K2RGloryBissellRetailPriceUtility----------1.00|||$1.19$1.39$1.59GoodHousekeepingSeal?Utility1.0----------0||NoYesUtilityMoney-BackGuarantee?1.0----------0||NoYesConsumer-GoodsMarketTestingSales-WaveResearchTestofferingtrailtoasampleofconsumersinsuccessiveperiods.SimulatedTestMarketTestinasimulatedshoppingenvironmenttoasampleofconsumers.StandardTestMarketFullmarketingcampaigninasmallnumberofrepresentativecities.Controlle