营销过程管理（英文课件

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1、营销过程管理（英文课件Manage the Marketing Process Fangxian Zhang营销过程管理（英文课件Definitions of marketingMarketing is the management process that identifies, anticipates and satisfies customer requirements profitablyThe Chartered Institute of Marketing营销过程管理（英文课件The right product, in the right place, at the right t

2、ime, and at the right price dcock et al 营销过程管理（英文课件Marketing is the human activity directed at satisfying human needs and wants through an exchange processKotler 1980营销过程管理（英文课件Marketing is a social and managerial process by which individuals and groups obtain what they want and need through creatin

3、g, offering and exchanging products of value with othersKotler 1991营销过程管理（英文课件Implications of marketing Who are our existing / potential customers? What are their current / future needs? How can we satisfy these needs? Can we offer a product/ service that the customer would value? Can we communicate

4、 with our customers? Can we deliver a competitive product of service? Why should customers buy from us?营销过程管理（英文课件The marketing concept choosing and targeting appropriate customers positioning your offering interacting with those customers controlling the marketing effort continuity of performance营销

5、过程管理（英文课件Successful marketing requires:P ProfitablerofitableO Offensive (rather than defensive)ffensive (rather than defensive)I IntegratedntegratedS Strategic (is future orientated)trategic (is future orientated)E Effective (gets results) ffective (gets results) Hugh Davidson Hugh Davidson 19721972

6、营销过程管理（英文课件Marketing management process Analysis/Audit - where are we now? Objectives - where do we want to be? Strategies - which way is best? Tactics - how do we get there? (Implementation - Getting there!) Control - Ensuring arrival营销过程管理（英文课件Why is marketing planning necessary? Systematic futuri

7、stic thinking by management better co-ordination of a companys efforts development of performance standards for control sharpening of objectives and policies better prepare for sudden developments营销过程管理（英文课件Why is marketing planning necessary? Systematic futuristic thinking by management better co-o

8、rdination of company efforts development of better performance standards for control sharpening of objectives and policies better prepare for sudden new developments managers have a vivid sense of participation2022-4-23营销过程管理（英文课件Criticisms of marketing planning Formal plans can be quickly overtaken

9、 by events Elements of the plan my be kept secret for no reason gulf between senior managers and implementing managers the plan needs a sub-scheme of actions营销过程管理（英文课件Objectives of the marketing plan Acts as a roadmap assist in management control and monitoring the implementation of strategy inform

10、s new participants in the plan of their role and function to obtain resources for implementation to stimulate thinking and make better use of resources营销过程管理（英文课件 Assignment of responsibilities, tasks and timing Awareness of problems, opportunities and threats Essential marketing information may hav

11、e been missing if implementation is not carefully controlled by managers, the plan is worthless! 营销过程管理（英文课件The contents and structure of the marketing plan The executive summary table of contents situational analysis and target market marketing objectives marketing strategies marketing tactics sche

12、dules and budgets financial data and control营销过程管理（英文课件Cautionary notes for effective planning Dont blindly rely on mathematical and statistical calculations. Use your judgement as well Dont ever assume that past trends can be exploited into the future forever if drawing conclusions from statistical

13、 data, make sure the sample size is sufficiently large营销过程管理（英文课件Behavioural planning problems Planning recalcitrance: resistance and non-co-operation by managers in planning fear of uncertainty in planning: a lack of comfort in planning activities political interests in planning activities:resource

14、 bargaining, padding of requirements, and avoidance of consensus planning avoidance: compliance rather than commitment to planning营销过程管理（英文课件Standard Planning Framework Analysis - where are we now? Objectives - where do we want to be? Strategies - which way is best? Tactics - how do we ensure arriva

15、l? Control - are we on the right track?营销过程管理（英文课件Marketing Information Systems Marketing Research What is Marketing Research? Process Terminology Techniques MKIS - Marketing Information Systems What is MKIS Components of an electronic MKIS营销过程管理（英文课件Marketing Researchthe systematic gathering, recor

16、ding and analysing of data about problems relating to the marketing of goods and servicesAmerican Marketing Association营销过程管理（英文课件The Marketing Research ProcessSet objectivesSet objectivesDefine research ProblemDefine research ProblemAssess the value of the researchAssess the value of the researchCo

17、nstruct a research proposalConstruct a research proposalSpecify data collection methodSpecify data collection methodSpecify techniques of measurementSpecify techniques of measurementSelect the sampleSelect the sampleData collectionData collectionAnalysis of resultsAnalysis of resultsPresent in a fin

18、al reportPresent in a final report营销过程管理（英文课件Terminology of Marketing Research Primary data - collected firsthand Secondary data - already exists, desk research Quantitative research - statistical basis Qualitative research - subjective and personal sampling - studying part of a population to learn

19、about the whole营销过程管理（英文课件Marketing Research Techniques Interviews face-to-face telephone postal questionnaire Attitude measurement cognitive component (know/believe about an act/object) affective component (feel about an act/object) conative component (behave towards an object or act)营销过程管理（英文课件 Li

20、kert scale strongly agree agree neither agree nor disagree disagree strongly disagree Semantic differential scales - differences between words e.g. practical v impractical Projective techniques sentence completion psychodrama (yourself as a product) friendly martian (what someone else might do)营销过程管

21、理（英文课件 Group discussion and focus group Postal research questionnaires Diary panels - sources of continuous data In-home scanning - hand-held light pen to scan barcodes Telephone research Observation home audit direct observation In-store testing营销过程管理（英文课件What is MKIS?MKIS (MIS) is a set of procedu

22、res and methods for the regular, planned collection, analysis and presentation of information for use in marketing decisionsAmerican Marketing Association营销过程管理（英文课件The components of a computerised MKISModel BankData BankStatisticalBankMKISDisplay unitMarketingManager营销过程管理（英文课件The components of a c

23、omputerised MKIS Data bank - raw data e.g historical sales data, secondary data Statistical bank - programmes to carry-out sales forecasts, spending projections A model bank - stores marketing models e.g Ansoffs matrix, Boston Matrix Display unit - VDU and keyboard营销过程管理（英文课件The Marketing Environmen

24、t and Competitor AnalysisSWOT analysisPEST analysisFive forces analysis营销过程管理（英文课件SWOT analysisStrengths (internal)Weaknesses (internal)Opportunities (external)Threats (external)营销过程管理（英文课件营销过程管理（英文课件PEST analysisPolitical factorsEconomic factorsSocio-cultural factorsTechnological factors营销过程管理（英文课件

25、Political/legal Monopolies legislation Environmental protection laws Taxation policy Employment laws Government policy Legislation Others?营销过程管理（英文课件Economic Factors Inflation Employment Disposable income Business cycles Energy availability and cost Others?营销过程管理（英文课件Sociocultural factors Demographi

26、cs Distribution of income Social mobility Lifestyle changes Consumerism Levels of education Others?营销过程管理（英文课件TechnologicalNew discoveries and innovationsSpeed of technology transferRates of obsolescenceInternetInformation technologyOthers?营销过程管理（英文课件Source: Adapted from M. E. Porter, Competitive St

27、rategy, Free Press,1981 04PotentialentrantsSuppliersSubstitutesBuyersCOMPETITIVE RIVALRYFive forces analysis营销过程管理（英文课件Five Forces Analysis: Key Questions and Implications What are the key forces at work in the competitive environment? Are there underlying forces driving competitive forces? Will com

28、petitive forces change? What are the strengths and weaknesses of competitors in relation to the competitive forces? Can competitive strategy influence competitive forces (eg by building barriers to entry or reducing competitive rivalry)?营销过程管理（英文课件Buyer Behaviour Dominant Family Purchase - Cozenza 1

29、985 Demographic Factors The Consumer Buying Process Maslows hierarchy of needs UK socioeconomic classification scheme Types of buyer behaviour The Buying Decision Process Organisational Buyer Behaviour营销过程管理（英文课件Dominant Family Purchase - Cozenza 1985营销过程管理（英文课件Demographic Factors Age Stage in famil

30、y life cycle Occupation Economic circumstances Lifestyle social influence variables family background reference groups roles and status营销过程管理（英文课件The Consumer Buying ProcessConsumerConsumerPurchase DecisionsPurchase DecisionsProduct ChoiceLocation ChoiceBrand ChoiceOther ChoicesPsychological InputsP

31、sychological InputsCultureAttitudeLearningPerceptionBased on Cohen (1991)Based on Cohen (1991)Marketing InputsMarketing InputsProductPricePromotionPlace营销过程管理（英文课件Maslows Hierarchy of NeedsMaslows Hierarchy of NeedsPhysiologicaPhysiological lSafetySafetySocialSocialEsteemEsteemSelf Self Actualisatio

32、nActualisation营销过程管理（英文课件UK socioeconomic classification scheme营销过程管理（英文课件Types of buyer behaviour Complex buyer behaviour e.g. Intel Pentium Processor Dissonance-reducing behaviour (brand reduces after-sales discomfort) Habitual buying behaviour e.g. salt - little difference variety seeking behavio

33、ur - significant brand differences e.g soap powder营销过程管理（英文课件The Buying Decision Process recognition of the need e.g a new PC choice of involvement level (time and effort justified) e.g. two week ends identification of alternatives e.g. Dell, PC World evaluation of alternatives I.e. price, customer

34、service, software support, printer/scanner package decision - choice made e.g Epsom action e.g buy Epsom model from Comet post-purchase behaviour I.e. use, breakdowns, etc营销过程管理（英文课件Organisational Buyer BehaviourThe decision-making process by which formal organisations establish the need for purchas

35、ed products and services, and identify, evaluate, and choose among alternative brands and suppliersKotler and Armstrong 1989营销过程管理（英文课件Characteristics of organisational buyer behaviour Organisation purpose - Goodyear Tyres Derived demand - follows cars and lorries Concentrated purchasing - stockhold

36、ings of rubber Direct dealings - large purchaser of basic rubber - no intermediaries Specialist activities - learns about the product Multiple purchase influences - DMU - Decision making unit营销过程管理（英文课件Strategic Development Product Life Cycle (Revisited in Product) Bowmans Competitive Strategy Optio

37、ns New Product Development (NPD)营销过程管理（英文课件营销过程管理（英文课件Five stages of the PLC Product development - sales are zero, investment costs are high Introduction - profits do not exist, heavy expense of product introduction Growth - rapid market acceptance and increasing profits Maturity - slowdown in sales

38、 growth. Profits level-off. Increase outlay to compete Decline - sales fall-off and profits drop营销过程管理（英文课件PLC exercise The Ford Escort The Mini Cooper The Internet Phone Cadburys Fuse The Boeing 747 The Millennium Dome KIT KAT营销过程管理（英文课件Source: Based on the work of Cliff Bowman. See C.Bowman and D.

39、Faulkner. Competitive and Corporate Strategy, Irwin, 1996.Bowmans Strategy Clock营销过程管理（英文课件1 Low price/low added valueLikely to be segment specific2 Low priceRisk of price war and low margins/need to be cost leader3 HybridLow cost base and reinvestment in low price and differentiation4 Differentiati

40、on (a) Without price premiumPerceived added value by user,yielding market share benefits (b) With price premiumPerceived added value sufficient tobear price premiumThe Strategy Clock: Bowmans Competitive Strategy Options 营销过程管理（英文课件5 Focused differentiation Perceived added value to a particular segm

41、ent, warranting price premium6 Increased price/standardHigher margins if competitors do not value follow/risk of losing market share7 Increased price/low value Only feasible in monopoly situation8 Low value/standard priceLoss of market share营销过程管理（英文课件New- Product Development Process New product str

42、ategyNew product strategy Idea generationIdea generation Idea screeningIdea screening Concept development and testingConcept development and testing Marketing strategyMarketing strategy Business analysisBusiness analysis Product developmentProduct development Test Marketing Test Marketing Commercial

43、isationCommercialisation营销过程管理（英文课件Products Decisions Product and Service Classification System The Product Life Cycle Introduction to product matrices Boston Matrix (Growth/Share) Ansoffs Matrix (Product Market)营销过程管理（英文课件Product and Service Classification System Convenience goods - little effort,

44、relatively inexpensive Shopping goods - e.g white goods, DIY equipment, more expensive, infrequent Speciality goods - extensive search e.g Jewellery, gourmet food Unsought goods - e.g. double glazing, 营销过程管理（英文课件 Industrial goods Installations - speciality goods of industrial markets - plant and mac

45、hinery Accessories - maintenance and office equipment Raw materials components Business to business e.g. consultants, accountants营销过程管理（英文课件Few:Few: trial of trial of early earlyadoptersadoptersGrowing adopters:Growing adopters: trial of trial of product/service product/service Entry of Entry of com

46、petitorscompetitorsGrowing selectivityGrowing selectivity of purchase of purchaseMay be manyMay be manySaturation ofSaturation of users usersRepeat purchaseRepeat purchase reliance relianceFight to maintainFight to maintain share shareDrop-offDrop-offin usagein usageExit of someExit of somecompetito

47、rscompetitorsDevelopmentDevelopmentGrowthGrowthMaturityMaturityDeclineDeclineThe life product cycle model营销过程管理（英文课件Market ShareMarket ShareMarketMarketGrowthGrowthHighHighLowLowHighHighLowLow1. Stars1. Stars3 3. Question. QuestionMark (ProblemMark (ProblemChild)Child)2. Cash Cows2. Cash Cows4. Dogs

48、4. DogsThe Boston Matrix (Growth/Share Matrix)The Boston Matrix (Growth/Share Matrix)营销过程管理（英文课件Market ShareMarket ShareMarketMarketGrowthGrowthHighHighLowLowHighHighLowLowFUSEFUSEMaverickMaverickMiniature HeroesMiniature HeroesKIT KATKIT KATMARS BARMARS BARTOPICTOPICBOUNTYBOUNTYThe Boston Matrix -

49、Chocolate BarsThe Boston Matrix - Chocolate Bars营销过程管理（英文课件DiversificationDiversificationMarket Market PenetrationPenetrationMarket DevelopmentMarket DevelopmentProduct DevelopmentProduct DevelopmentExisting MarketsExisting MarketsNew MarketsNew MarketsExisting ProductsExisting ProductsNew ProductsN

50、ew ProductsAnsoffs Matrix (Product/Market Matrix)Ansoffs Matrix (Product/Market Matrix)营销过程管理（英文课件Diversification -Diversification -related or unrelatedrelated or unrelatedE.g. E.g. Realignments of Realignments of the marketing the marketing mixmixE.g. Geographical E.g. Geographical expansionexpansi

51、onSame outlets and Same outlets and sales strategy sales strategy - new product- new productExisting MarketsExisting MarketsNew MarketsNew MarketsExisting ProductsExisting ProductsNew ProductsNew ProductsAnsoffs Matrix (Product/Market Matrix)Ansoffs Matrix (Product/Market Matrix)营销过程管理（英文课件Products

52、Decisions Product and Service Classification System? The Product Life Cycle stages? Growth/Share? Product Market?营销过程管理（英文课件Pricing DecisionsPricing strategiesPricing exerciseTen ways to increase prices without increasing price - Winkler营销过程管理（英文课件LowHighLowHighEconomyStrategye.g. Tesco spaghettiPen

53、etratione.g. Telewest cable phonesSkimminge.g. New film or albumPremiume.g. BA first classPricePriceQualityQuality营销过程管理（英文课件Pricing strategies Premium pricing Uses a high price, but gives a good product/service exchange e.g. Concorde, The Ritz Hotel Penetration pricing offers low price to gain mark

54、et share - then increases price e.g. France Telecom - to attract new corporate clients (or Telewest cable) Economy pricing placed at no frills, low price e.g. Soups, spaghetti, beans - economy brands营销过程管理（英文课件 Price skimming where prices are high - usually during introduction e.g new albums or film

55、s on release ultimately prices will reduce to the parity Psychological pricing to get a customer to respond on an emotional, rather than rational basis .e.g 99p not 1.01 price point perspective Product line pricing rationale of a product range e.g. MARS 32p, Four-pack 99p, Bite-size 1.29 Pricing var

56、iations off-peak pricing, early booking discounts,etc e.g Grundig offers a cash back incentive for expensive goods营销过程管理（英文课件 Optional product-pricing e.g. optional extras - BMW famously under-equipped Captive product pricing products that complement others e.g Gillette razors (low price) and blades

57、 (high price) Product-bundle pricing sellers combine several products at the same price e.g software, books, CDs. Promotional pricingBOGOF e.g. toothpaste, soups, etc营销过程管理（英文课件 Geographical pricing different prices for customers in different parts of the world e.g.Include shipping costs, or place o

58、nPLC Value pricing usually during difficult economic conditions e.g. Value menus at McDonalds营销过程管理（英文课件Ten ways to increase prices without increasing price - Winkler Revise the discount structure Change the minimum order size Charge for delivery and special services Invoice for repairs on serviced

59、equipment Charge for engineering, installation Charge for overtime on rushed orders Collect interest on overdue accounts营销过程管理（英文课件 Produce less of the lower margin models in the line Write penalty clauses into contracts Change the physical characteristics of the product营销过程管理（英文课件Channel and Distri

60、bution Tactics Bucklins definition of distribution Todays system of exchange Channel intermediaries Six basic channel decisions Selection consideration Potential Influence Strategies - Frazier and Sheth (1989) Frequencies of use of influence strategies - Frazier and Summers (1984)营销过程管理（英文课件A channe

61、l of distribution comprises a set of institutions which perform all of the activities utilised to move a product and its title from production to consumptionBucklin - Theory of Distribution Channel Structure (1966)营销过程管理（英文课件NegotiationPromotionContactTransporting and storingFinancingPackagingMoneyG

62、oodsTodays system of exchangeProducersProducersUsersUsers营销过程管理（英文课件Channel intermediaries - Wholesalers Break down bulk buys from producers and sell small quantities to retailers Provides storage facilities reduces contact cost between producer and consumer Wholesaler takes some of the marketing re

63、sponsibility e.g sales force, promotions 营销过程管理（英文课件Channel intermediaries - Agents Mainly used in international markets Commission agent - does not take title of the goods. Secures orders. Stockist agent - hold consignment stock Control is difficult due to cultural differences Training, motivation,

64、 etc are expensive营销过程管理（英文课件Channel intermediaries - Retailer Much stronger personal relationship with the consumer Hold a variety of products Offer consumers credit Promote and merchandise products Price the final product Build retailer brand in the high street营销过程管理（英文课件Channel intermediaries - I

65、nternet Sell to a geographically disperse market Able to target and focus on specific segments Relatively low set-up costs Use of e-commerce technology (for payment, shopping software, etc) Paradigm shift in commerce and consumption营销过程管理（英文课件Six basic channel decisions Direct or indirect channels S

66、ingle or multiple channels Length of channel Types of intermediaries Number of intermediaries at each level Which intermediaries? Avoid intrachannel conflict营销过程管理（英文课件Selection consideration Market segment - must know the specific segment and target customer Changes during plc - different channels are exploited at various stages of plc Producer-distributor fit - their policies, strategies and image Qualification assessment - experience and track record must be established Distributor training a