广告策划教学大纲中山大学吴柏林教授广告策划实务与案例
中山大学吴柏林教授 “广告策划与策略”绝密资料_CHAP15
15.5
model Hierarchy-of-effects model Innovation-adoption model Communications model
The models assume that buyers pass through these stages:
Cognitive
To accompany A Framework for Marketing Management by Kotler © 2001 Prentice Hall
Developing Promotion Mix Strategies
Company market rank
15.13
Type of product/ market
To accompany A Framework for Marketing Management by Kotler
15.2
© 2001 Prentice Hall
Step 1: Identifying Target Audience
Potential buyers
15.3
Current users
15.4
Get with a partner. You are going to start a landscape contracting business. How would you use each of the following platforms in your business? Advertising Sales promotion Public relations Personal selling Direct marketing
Steps 7-8: Measuring and Monitoring Results
中山大学吴柏林教授 “广告策划与策略”绝密资料_CHAP04
4.3
2001 Prentice Hall
Quick Quiz
4.4
Marketing Research
Much of a marketing research budget is spent with these types of outside research firms: Syndicated-service Custom marketing Specialty-line
Total market potential Area market potential
Industry sales
To accompany A Framework for Marketing Management by Kotler
Market share
2001 Prentice Hall
4.14
To accompany A Framework for Marketing Management by Kotler 2001 Prentice Hall
4.10
Sampling Plan
After deciding on the research approach and instruments, the researcher must design a sampling plan.
Estimating Future Demand
Survey of buyers’ intentions Expert opinion Composite of sales force opinion
Past sales analysis
知觉 选择性注意 中山大学吴柏林教授 “广告策划——实务与案例”绝密资料
David G. Myers 心理学_7e 第六章知觉选择性注意知觉大约2400年以前，柏拉图就明智地指出，我们的大脑是通过感官来知觉物体的。
为了在头脑中构筑外部世界的景象，我们首先必须觉察环境中的物理能量，然后将其编码成神经信号（传统上，人们把这一过程称作感觉）。
不仅如此，我们还必须对感觉进行选择、组织和解释（这就是传统意义上的知觉）。
因此，我们不仅要感觉原始的光与声、味道与气味，还要对其进行知觉。
我们听到的可能不是仅仅由音高和节律所构成的声音，而是儿童的哭泣声；或者不是车辆的隆隆声，而是交响乐的高潮部分。
总之，我们能够将感觉转换成知觉，解释外界刺激对我们所具有的意义。
选择性注意预览：不论何时，我们的意识就像闪光灯的光柱一样，只能集中于我们的体验的有限方面。
我们的知觉无时不在，一种知觉消失，紧接着就会出现另一种知觉。
图 6．1就可以引起多种知觉。
图中的圆圈可以被组织到若干个连贯的图像中，它们在每一个图像中都合情合理，而由不同图像所形成的知觉却在不断变换。
对尼克尔（Neeker）立方体现象也许还存在其他的解释，但无论如何，在某一时刻你可能只关注其中之一。
这说明了一个重要的原则，即我们的有意识注意具有选择性。
选择性注意（selective attention）指的是，在任何时候，我们所意识到的只占我们所经历全部事情的一小部分。
有人曾经估计，我们的5种感觉每秒共可以接收11 000 000比特信息，而我们在意识状态下仅能加工40比特（Wilson，2002）。
不过，我们仍然能够利用直觉对剩余的10 999 960比特的信息进行充分利用。
在读到此处时，你可能并没有意识到鞋子对脚底的挤压或者鼻子正处于自己的视线之中。
现在一旦你突然将自己的注意焦点转移到这些事情上，你就会觉得自己的脚被包裹着，鼻子顽固地耸立在你和书本之间。
当你注意这几句话的时候，你可能已经将视野边缘的信息排除在意识之外了。
但你可以改变这一切，你可以在注视下面的字母X时，同时注意一下书周围的东西（书本的边缘、书桌上的东西等）。
第00章广告策划教学大纲中山大学吴柏林教授《广告策划：实务与案例
第00章广告策划教学大纲中山大学吴柏林教授《广告策划：实务与案例第1章广告筹划概论1．1 对广告概念与功用的重新审视1．1．1 广告的概念1．广告的定义2．广告活动的构成要素1．1．2 广告的功用1．效劳市场营销——广告的商业功用2．传达企业文明——广告的文明功用1．2 广告筹划概述1．2．1 广告筹划的概念1．2．2 广告筹划的基本内容1．市场调查研讨2．消费心思剖析3．广告定位研讨4．广告目的与预算5．广告创意表现6．广告媒介布置7．广告效果测定1．2．3 本教材内容概述1．广告调查研讨〔第2章〕2．广告定位战略〔第3章〕3．广告目的与预算〔第4章〕4．广告战略规划〔第5章〕5．广告创意战略〔第6章〕6．广告文案写作〔第7章〕7．广告媒体筹划〔第8章〕8．广告效果评价〔第9章〕1．3 整合营销传达——广告筹划新境界1．3．1 整合营销传达及其开展1．3．2 整合营销传达的特性1．3．3 整合营销传达的开展层次1．认知的整合2．笼统的整合3．功用的整合4．协调的整合5．基于消费者的整合6．基于风险共担者的整合7．关系管理的整合1．3．4 整合营销传达的方法简介1．同一外观法：2．主题线方法3．供应面的筹划方法4．特设会议的方法5．基于消费者的方法第2章广告调查研讨2．1 调查研讨：广告筹划的基础2．1．1 为什么要做广告调查研讨？2．1．2 营销研讨与广告研讨2．1．3 广告筹划调查研讨的范围1．潜在顾客、市场、产品以及竞争性调查研讨2．广告战略开展调查研讨3．广告执行调查研讨4．媒体、媒体用途及广告刊播配置调查研讨5．广告筹划效果的测定与研讨2．1．4 广告调查的详细内容1．影响市场需求要素和市场政策法规调查2．市场供求关系与市场容量调查3．市场竞争性调查4．广告产品调查5．广告活动调查2．2 信息来源及调查研讨的类型2．2．1 信息来源1．公司的纪录或公司的营销情报2．公司以前的调查研讨3．资料供应机构所提供的市场信息及消费者信息4．同业及协会的研讨5．普查或注销的资料6．图书馆与大专院校7．其他信息来源2．2．2 次级调查研讨2．2．3 基本调查研讨1．探求或质的调查研讨〔1〕密集资料搜集〔2〕投射技术2．量的或描画的调查研讨〔1〕观察法〔2〕调查法3．实验调查研讨4．为资料搜集抽样〔1〕样本是什么人？〔2〕选择样本〔3〕样本的大小〔4〕能够遇到的效果2．3 问卷设计2．3．1 调查询卷的功用2．3．2 调查询卷的设计进程2．3．3 设计效果1．效果设计中的5个〝应该〞〔1〕效果应该针对单一论题〔2〕效果应该冗长〔3〕效果应该以异样的方式解释给一切应对者〔4〕效果应该运用应对者的中心词汇〔5〕假定能够，效果应该运用复杂句2．效果设计中的11个〝不应该〞〔1〕效果不应该假定不清楚存在的规范〔2〕效果不应该逾越应对者的才干和阅历〔3〕效果不应该用特例来代表普遍状况〔4〕当应对者只能够记得事情的大致状况时，你不应该讯问过小的细节〔5〕效果不应该要求应对者经过推断来猜想〔6〕不应该过多讯问有关的效果〔7〕效果中不应该运用夸张的词语〔8〕效果中不应该运用词义有分歧的词语〔9〕不应该将两个效果并为一个〔10〕不应该引导受访者回答某一特定答案〔11〕效果不应该具有〝暗示性〞短语3．效果设计中的详细方法〔1〕二项选择法〔2〕多项选择法〔3〕自在回答法〔4〕漏斗法〔5〕比拟法〔6〕顺位法2．4 调查实施2．4．1 市场调查方法1．市场普查法2．抽样调查法3．典型调查法4．随意调查法5．访谈法6．观察实验调查法2．4．2 广告战略调查研讨2．4．3 以广告调查研讨开展广告战略1．焦点小组2．知觉或品牌认知图3．用途研讨4．动机研讨5．利益区划2．4．4 调查研讨的评价1．评价调查研讨的判别规范2．调查研讨的局限2．5 调研报告的撰写2．5．1 预备任务2．5．2 综合报告1．调研概略2．样本结构3．基本结果4．对不同层次调查对象的剖析5．主要发现2．5．3 专题报告、研讨性报告和说明性报告1．专题报告2．研讨性报告3．说明性报告2．5．4 市场调查报告写作的文体结构1．序文2．摘要3．注释4．附件第3章广告定位战略3．1 市场细分与广告定位3．1．1 市场细分1．什么是市场细分2．市场细分的原那么3．市场细分的顺序4．市场细分的依据3．1．2 选择目的市场3．1．3 依据市场细分停止广告定位3．1．4 定位能够出现的四种错误3．2 广告定位战略3．2．1 迎合消费心思3．2．2 突出竞争优势3．2．3 塑造品牌笼统1．品牌的含义2．品牌笼统定位3．品牌战略从取名末尾4．品牌定位的几个效果3．3 广告定位战术3．3．1 产品定位3．3．2 市场定位3．3．3 企业定位3．3．4 质量定位3．3．5 价钱定位3．3．6 观念定位1．逆向定位2．是非定位3．3．7 笼统定位1．商标定位2．外型定位3．颜色定位3．3．8 功用定位3．3．9 效劳定位3．3．10 心思定位第4章广告目的与预算4．1 广告目的4．1．1 目的的意义1．沟通2．方案与决策3．测量与结果评价4．1．2 确定广告筹划的目的1．营销目的还是传达目的？2．销售导向目的3．传达导向目的4．2 DAGMAR法4．2．1 详细的、可测量的传达义务4．2．2 目的受众4．2．3 基准和变化水平4．2．4 特定的时间期限4．2．5 对DAGMAR法的评价4．3 广告预算4．3．1 广告预算的边沿剖析4．3．2 销售反响模型1．倒U形销售曲线2．S形销售曲线4．3．3 预算制定中的其他要素4．3．4 制定预算的方法1．尽力而为法2．恣意分配法3．销售额百分比法4．盈利百分比法5．目的达成法6．支出方案法7．计量模型法8．广告收益递增法9．销售收益递减法4．3．5 预算分配1．依照广告机能分配2．依照广告媒体分配3．依照广告地域分配4．依照广告时间分配5．依照广告商品分配第5章广告战略规划5．1 广告方案编制顺序5．1．1 广告筹划的顺序1．广告预测顺序2．广告决策顺序〔1〕提出效果、剖析效果，找出效果关键点〔2〕确立决策目的〔3〕拟定举动方案〔4〕方案评审、优化与选择〔5〕贯彻实施、反应调理3．广告方案顺序〔1〕广告方案的顺序性〔2〕广告方案的作用〔3〕广告方案的种类〔4〕制定广告方案的原那么4．广告实施顺序〔1〕成立专案方案小组〔2〕展开市场研讨〔3〕确定广告目的〔4〕确定广告的层次〔5〕广告定位研讨〔6〕确定广告战略与战略〔7〕确定广告预算〔8〕确定广告媒体方式〔9〕确定广告日程〔10〕停止广告评价5．广告评价顺序5．1．2 广告主题筹划1．广告主题的三个要素2．确定广告主题的题材〔1〕安康〔2〕食欲〔3〕平安〔4〕美感〔5〕时兴〔6〕爱情〔7〕荣誉〔8〕母爱〔9〕位置〔10〕社交〔11〕快乐〔12〕效能〔13〕方便〔14〕保证〔15〕经济5．1．3 广告战略方案书1．广告战略方案书的方式〔1〕封面〔2〕目录〔3〕前言〔4〕注释〔5〕附录〔6〕封底2．广告战略方案书的内容〔1〕市场剖析〔2〕广告战略〔3〕广告实施方案〔4〕广告活动的效果评价和监控3．广告战略方案书撰写实例：〝辰荻组合系列化装品企划书〞5．2 公关广告筹划5．2．1 公关广告概述5．2．2 公关广告的目的1．提高企业的知名度和佳誉度，树立良好社会笼统2．协调企业与群众的关系3．完成企业的未来开展战略5．2．3 公关广告的筹划1．明白企业定位，准确地表现企业质量和笼统2．以群众和消费者为中心3．确定公关广通知求重点，力图以心战取胜4．确定公关广告久远目的，不能急于求成5．确定广告媒体方式，掌握恰当的宣传机遇5．2．4 公关广告的实施1．设计制造广公关广告，选择恰当传达媒体2．召开旧事发布会，撰写旧事稿件3．应用人际传达及其他非媒体传达方式4．应用应用文明体育赛事传达企业笼统5．2．5 公关广告的评价5．3 促销广告筹划5．3．1 促销活动的作用1．提供商品信息2．突出商品特点3．添加需求4．动摇销售5．3．2 会展促销1．展销会的类型〔1〕按场地分〔2〕按商品分〔3〕按销售状况分〔4〕按展出方式分〔5〕按展销地域分2．展销会的组织〔1〕展销会的组织结构〔2〕展销会的组织顺序3．展销会的设计〔1〕突出主题，显示特征〔2〕规划合理，新颖美观〔3〕明亮洁净，温馨方便5．3．3 包装广告1．包装广告的特点〔1〕直接展现商品的质量〔2〕剧烈诱导的作用〔3〕耐久的广告效果〔4〕多样的工艺技术〔5〕免除广告本钱预算的费事〔6〕有利于商品身价的提高2．包装广告的设计原那么〔1〕平安原那么〔2〕适用原那么〔3〕美观原那么〔4〕经济原那么3．包装广告的设计〔1〕包装广告的平面设计〔2〕包装广告的平面设计5．3．4 馈赠广告1．馈赠广告的目的与作用2．馈赠广告的种类〔1〕附于内包装内的赠品〔2〕购置固定数额赠送〔3〕广告赠券〔4〕礼品赠送嘉宾3．馈赠广告的设计原那么〔1〕简朴、适用、浪费〔2〕精巧、别致、美观〔3〕突出馈赠的意义5．3．5 示范广告1．示范广告的实施条件与作用〔1〕商品质量必需优秀共同〔2〕必需抓准机遇〔3〕应该是较为复杂的商品2．示范广告的类型〔1〕现场验证〔2〕实践操作〔3〕试用5．3．6 其他促销广告1．收费样品促销2．抑价促销3．摸彩促销4．猜谜竞赛与有奖问答促销第6章广告创意战略6．1 广告创意概论6．1．1 广告创意的外延6．1．2 广告创意的特点1．立足商品属性2．迎合消费心思3．运用笼统战略4．借助丰厚想象6．1．3 广告创意的原那么1．准确性原那么2．新颖性原那么3．繁复性原那么4．特征性原那么6．1．4 广告创意的前提6．2 广告创意的基本范围6．2．1 广告创意的笼统1．强化产品定位2．构思广告内容3．布置广告方式4．塑造企业全体笼统6．2．2 广告创意的意象6．2．3广告创意的意境6．2．4 广告创意的意念1．提醒动机2．克制困难3．反映意念的基本品格6．2．5 广告创意的联想1．接近联想2．相似联想3．对比联想4．因果联想6．3 广告创意进程6．3．1 搜集原始资料6．3．2 用心审查资料6．3．3 深思熟虑6．3．4 实践发生创意6．3．5 实践运用6．4 广告创意方法6．4．1 李奥·贝纳的固有抚慰法6．4．2 罗瑟·瑞夫斯的共同销售建议〔UPS〕6．4．3 大卫·奥格威的品牌笼统法6．4．4 威廉·伯恩巴克的实施重心法6．4．5 艾尔·里斯和杰克·特劳特的定位6．4．6 查德·伍甘的信息形式法第7章广告文案写作7．1 广告文案的写作进程7．1．1 立意1．广告文案的写作目的2．广告文案的主题3．广告文案的内容4．广告文案的表现方法5．广告文案的表现作风7．1．2 构思1．如何写好广告的标题？2．广告注释的结构如何布置？3．构思文案的方法〔1〕顺向思索与逆向思索〔2〕剖析法与综合法〔3〕巧布疑阵法〔4〕自在发扬法〔5〕联想思想法7．1．3 修正1．自我检核〔1〕在文案的内容也就是广告信息传达方面〔2〕在文案的结构方面〔3〕在文案的篇幅方面〔4〕在文案与媒介特性的配合方面〔5〕在言语文字方面〔6〕在文案的作风方面〔7〕在文案写作的技巧方面2．找出缺点，修正它！3．请其他人员协助修正7．1．4 完稿7．2 广告文案的结构与写作7．2．1 标题1．直接标题2．直接标题3．复合标题7．2．2 注释7．2．3 广告语1．广告语的写作类型2．广告语的创作要求7．2．4 随文7．3 广告文案的体式7．3．1 公告体7．3．2 说明体7．3．3 议论体7．3．4 抒情体7．3．5 诗歌与散文7．3．6 故事体7．3．7 戏剧体7．3．8 曲艺体第8章广告媒体筹划8．1 广告媒体概述8．1．1 广告媒体的分类1．按表现方式分类2．按功用分类3．按影响范围分类4．按接受类型分类5．按时间分类6．按可统计水平分类7．按传达内容分类8．依照与广告主的关系分类8．1．2 报纸与杂志1．报纸传达信息的优势和弱点〔1〕报纸的优势〔2〕报纸的弱点2．杂志传达信息的优势和弱点〔1〕杂志的优势〔2〕杂志的弱点8．1．3 广播与电视1．广播在传达信息中的优势和弱点〔1〕广播的优势：〔2〕广播的弱点：2．电视在传达信息中的优势和弱点〔1〕电视的优势〔2〕电视传达的弱点8．1．4 国际互联网8．1．5 其他广告媒体1．户外广告2．POP—销售现场广告3．DM—直接邮寄广告4．包装广告5．展览、电影及礼品广告〔1〕展览广告〔2〕电影广告〔3〕礼品广告8．2 广告媒体的选择顺序8．2．1 调查研讨1．媒体的量2．媒体的质8．2．2 广告媒体的评价目的目的一：威望性目的二：掩盖面目的三：触及率目的四：毛感点目的五：重复率目的六：延续性目的七：针对性目的八：效益8．2．3 确立媒体目的1．明白传达对象2．明白传达时间3．明白传达区域4．明白传达方法〔1〕广告推出的次数〔2〕广告推出的方法8．2．4 选择媒体方案方案一：单一媒体方案方案二：多媒体组合方案方案三：综合性媒体方案8．2．5 媒体方案评价1．效益剖析2．危害性剖析3．实施条件剖析8．2．6 组织实施8．3 广告媒体的选择战略8．3．1 影响媒体选择的要素1．基于营销与广告的要素〔1〕产品特性〔2〕目的市场〔3〕经销系统〔4〕竞争对手〔5〕广告文本〔6〕广告预算2．基于媒体自身的要素〔1〕媒体的本钱〔2〕媒体的效益要素〔3〕媒体的可行性〔4〕媒体的寿命〔5〕媒体的灵敏性〔6〕媒体同其他营销环节的协调性8．3．2 广告媒体选择的原那么1．目的原那么2．顺应性原那么3．优化原那么4．同一原那么5．效益原那么8．3．3 广告媒体选择的方法与步骤1．媒体选择的方法〔1〕按目的市场选择的方法〔2〕按产品特性选择的方法〔3〕按产品消费者层选择的方法〔4〕按记忆规律选择的方法〔5〕按广告预算选择的方法〔6〕按广告效果选择的方法〔7〕按提高知名度目的选择的方法2．媒体选择的步骤步骤一：确定媒体级别步骤二：确定详细媒体步骤三：确定媒体组合原那么步骤四：停止媒体实验8．3．4 选择最正确媒体组合1．报纸与广播媒体搭配2．报纸与杂志媒体搭配3．报纸与电视媒体搭配4．报纸或电视与销售现场媒体搭配5．报纸或电视与邮政媒体搭配6．电视与广播媒体搭配7．邮政广告与销售现场广告或海报搭配8．3．5 广揭发布时间明细表第9章广告效果评价9．1 广告效果的特性9．1．1直接9．1．2 迟效9．1．3 累积9．1．4 耗散9．1．5 复合9．2 广告效果的评价目的9．2．1 销售额1．广告效果比率法2．广告效益法3．广告费比率法9．2．2 抵达率9．2．3 留意率1．电视、广播等电子媒介中的认知率公式2．报纸、杂志等印刷媒介中的留意率公式9．2．4 记忆水平9．2．5 购置唤起9．2．6 AEI —广告效果指数9．3 评价实施与剖析9．3．1 事前同步及预先评价1．广告效果的事前评价2．广告效果的同步评价3．广告效果的预先评价9．3．2 评价方法1．抽样调查法2．问卷法3．访问法4．观察法5．比拟法9．3．3 对广告效果的剖析1．对广告经济效果剖析2．对广告社会意思效果的剖析3．关注广告投资圈套。
中山大学吴柏林教授 “广告策划——实务与案例”绝密资料_KOTLER01
Part I Understanding Marketing ManagementChapter 1 – Defining Marketing for the Twenty-First CenturyI. Chapter Overview/Objectives/OutlineA. OverviewMarketing is the organizational function charged with defining customer targets and the best way to satisfy needs and wants competitively and profitably. Since consumers and business buyers face an abundance of suppliers seeking to satisfy their every need, companies and nonprofit organizations cannot survive today by simply doing a good job. They must do an excellent job if they are to remain in the increasingly competitive global marketplace. Many studies have demonstrated that the key to profitable performance is to know and satisfy target customers with competitively superior offers. This process takes place today in an increasingly global, technical, and competitive environment.Marketing management is the conscious effort to achieve desired exchange outcomes with target markets. The marketer’s basic skill lies in influencing the level, timing, and composi tion of demand for a product, service, organization, place, person, idea, or some form of information.There are several alternative philosophies that can guide organizations in their efforts to carry out their marketing goal(s). The production concept holds that consumers will favor products that are affordable and available, and therefore management’s major task is to improve production and distribution efficiency and bring down prices. The product concept holds that consumers favor quality products that are reasonably priced, and therefore little promotional effort is required. The selling concept holds that consumers will not buy enough of the company’s products unless they are stimulated through a substantial selling and promotion effort.The marketing concept moves toward a more enlightened view of the role of marketing. The marketing concept holds that the main task of the company is to determine the needs, wants, and preferences of a target group of customers and to deliver the desired satisfactions. The four principles of the marketing concept are: target market, customer needs, integrated marketing, and profitability. The marketing concept places primary focus on the needs and wants of customers who comprise the target market for a particular product.Rather than coax customers into purchasing a product they may not find satisfying, the emphasis is on determining the types of markets to be satisfied, and creating the product that achieves this satisfaction objective. Choosing target markets and identifying customer needs is no small task; a marketer must dig beyond a customer’s stated needs. Once this is accomplished, a marketer can offer for sale the products that will lead to the highest satisfaction. This encourages customer retention and profit, which is best achieved when all areas/departments of a company become “customer-focused.”Beyond the marketing concept, the societal marketing concept holds that the main task of the company is to generate customer satisfaction and long-run consumer and societal well being as the key to satisfying organizational goals and responsibilities.Interest in marketing continues to intensify as more organizations in the business sector, the nonprofit sector, and the global sector recognize how marketing contributes to improved performance in the marketplace. The result is that marketers are reevaluating various marketing concepts and tools that focus on relationships, databases, communications and channels of distribution, as well as marketing outside and inside the organization.B. Learning Objectives∙Know why marketing is important to contemporary organizations.∙Understand the core concepts of marketing.∙Know the basic tasks performed by marketing organizations and managers.∙Understand the differences between the various orientations to the marketplace.∙Know the components of the marketing concept and why they are critical to successful marketing practice.∙Know why marketing is critical to different types of organizations and in different environments.C. Chapter OutlineIntroductionI.The New EconomyA.Focus on the digital revolution (Internet and related) and the impact onbusinesses and consumers in terms of capabilities.1.For Consumers - Multiple new capabilities related to increases in buyingpower, variety of goods and services available, information, interactivity,and product comparability.2.For Companies - Enhanced marketing reach, direct connectivity,information on all of the stakeholders and competitors, communications(internal and external), customized services and products, enhancedlogistics, and enhanced training.B.The Information Age Versus the Industrial Age1.Management has to recognize the potential quickly2.Marketing - “Meeting needs profitably”II.Marketing TasksA.Radical Marketing - Breaking the Existing Marketing Rules1.Firms are moving closer to the customer versus expensive research andmass marketing.2.Stages in marketing practice - entrepreneurial, formulated, andintrepreneurial.3.Focus on formulated marketing versus creative marketing.B.Scope of Marketing - Involves a Broadened View of Marketing1.Products - Anything offered for sale or exchange that satisfies aneed or want.2.Products can be goods, services, and ideas.3.Includes people, places, activities, organizations, and information.C.The Decisions That Marketers Make1.Focus on demand states and marketing tasks, along with the questionsthat marketers ask to remain aware and focused.2.Consumer markets and business markets each requires new tools andcapabilities to better understand and respond to the customer.3.Global Markets, Nonprofit markets, and governmental marketsbecoming more sophisticated in recognizing and dealing with marketingchallenges and decisions.III.Marketing Concepts and ToolsA.Defining Marketing1. A social and managerial process by which individuals and groups obtainwhat they need and want through creating, offering, and exchangingproducts of value with others.B.Core Marketing Concepts1.Target Markets and Segmentationa)Every product or service contains features that a marketer musttranslate into benefits for a target market.b)The consumer perceives these benefits to be available in aproduct and directly impacts the perceived ability to meet theconsumer need(s) or want(s).2.Marketplace, Marketspace, and Metamarketa)Marketplace - physicalb)Marketspace - digitalc)Metamarket - cluster of complementary goods and servicesacross diverse set of industries. Includes metamediaries.3.Marketers and Prospectsa) A marketer is someone actively seeking one or more prospectsfor an exchange of values.b) A prospect is willing and able to engage in the exchange.4.Needs, Wants, and Demandsa)To need is to be in a state of felt deprivation of some basicsatisfaction.b)Wants are desires for specific satisfiers of needs.c)Demands are wants for specific products backed by an abilityand willingness to buy them.5.Product or offeringa)Value proposition - Benefits companies offer to satisfycustomer needs.b)Brand - An offering from a known source. Brand image isthe associations that are connected to the brand.6.Value and Satisfactiona)Customer value triad - Combination of quality, service, and price(QSP).b)Value is the consumer’s estimate of the product’s overallcapacity to satisfy his or her needs.c)Marketers respond by changes in the triad.7.Exchange and Transactionsa)Five conditions must be satisfied.b)An exchange means obtaining a desired product by offeringsomething desirable in return.c) A transaction is the trade of values (involves several dimensions).8.Relationships and Networksa)Relationship marketing seeks long-term, “win-win” transactionsbetween marketers and key parties (suppliers, customers,distributors).b)The ultimate outcome of relationship marketing is a uniquecompany asset called a marketing network of mutually profitablebusiness relationships.9.Marketing Channelsa)Reaching the target market is critical.b)Achieved via two-way communication channels (media-newspapers through the Internet), and physical channels (productand service).c)The marketer also must decide on the distribution channel, tradechannels, and selling channels (to effect transactions).10.Supply chaina)Refers to the long channel process that reaches from the rawmaterials and components to the final product/buyers.b)Perceived as a value delivery system.petitiona)Includes actual and potential rival offerings and substitutes.b) A broad view of competition assists the marketer to recognizethe levels of competition based on substitutability: brand,industry, form, and generic.12.Marketing Environmenta)The task environment includes: immediate actors in theproduction, distribution, and promotional environmentsb)The broad environments include: demographic, economic,natural, technological, political-legal, and social-cultural.13.Marketing Programa)Marketing mix - The set of marketing tools the firm uses topursue marketing objectives in the target market.b)Involves recognition and use of the four Ps (product, price, place,and, promotion) and the four Cs (customer solution, customercost, convenience, and communication) in the short run and thelong run.pany Orientations Toward the MarketplaceA.The Production Concept - Assumes consumers will favor those products that arewidely available and low in cost.B.The Product Concept - Assumes consumers will favor those products that offerthe best combination of quality, performance, or innovative features.C.The Selling Concept - Assumes organizations must undertake aggressive sellingand promotion efforts to enact exchanges with otherwise passive consumers.D.The Marketing Concept - Assumesthe key to achieving organizational goals consists of being more effective than competitors in integrating marketing activities toward determining and satisfying the needs and wants of target markets.1.Target Market - No company can operate in every market and satisfyevery need.2.Customer Needs - It is not enough to just find the market.a)Marketers must also understand their customer’s needs andwants. Not a simple task.b)Key marketer actions: Responsive marketing, anticipativemarketing, and creative marketingE.Integrated Marketing - When all a firm’s departments must work together toserve customer interests(a company-wide activity).1.Involves external and internal marketing.2.Profitability - The ultimate purpose of marketing is to help organizationsachieve their objectives.3.Hurdles to Adopting a Marketing Orientationa)Organized Resistance - Some departments see marketing as athreat to their power in the organizationb)Slow Learning - Despite efforts by management, learning comesslowly.c)Fast Forgetting - There is a strong tendency to forget marketingprinciples.4.The Customer Concept - Moving beyond the marketing concept—especially for firms with considerable customer informationF.The Societal Marketing Concept1.The organization’s task is to determine the needs, wants, andinterests of target markets.2.Also to deliver the desired satisfactions more effectively andefficiently than competitors.3.And in a way that preserves or enhances the consumer’s and thesociety’s well-being.a)Cause-related marketing - Firms with an image act to enhancetheir reputation, etc., via causes.V.How Business and Marketing are ChangingA.Major new forces changing the way marketing process1.Customers expect more and better2.Rising brand competition3.Store-based retailers sufferingB.Trends of Company Responses and Adjustments1.Reengineering key processes versus functional depts.2.Outsourcing everything3.e-commerce trend4.Benchmarking based on world-class performers5.Alliances, supplier-partnerships, market-centered, global/local anddecentralized.C.Marketer Responses and Adjustments1.Focus on relationship marketing (versus transactional marketing)2.Creation of customer lifetime value orientation3.Focus on customer share marketing versus only market share4.Target marketing (versus mass marketing)5.Individualization of marketing messages and offerings6.Customer databases for data-mining7.Integrated marketing communications for consistent images8.Consideration of channel members as partners9.Recognition of every employee as a marketer10.Model and fact-based decision making versus intuition aloneVI.SummaryII. LecturesA. “Marketing Enters the 21st Century”The focus in this discussion is on the increasingly important role of the marketing processin the ever-changing domestic and global business environment.Teaching Objectives∙To explain the concepts related to understanding the role and potential of marketing in the larger business environment.∙To provide students a new and possibly different perspective on the role of marketing in business and society.∙To indicate areas where the marketing process and concept will be useful to the student in assessing business developments.DiscussionI NTRODUCTIONMany observers argue that all new or important directions in management thought and practice are marketing oriented. Marketing is no longer something done when a company has extra revenue to invest. It must be implemented for a business to survive.The marketing concept has changed dramatically over the last several decades, and recently the focus increasingly has moved to customers (versus products and selling), marketing globally, and the various technology issues that impact the market. In addition, there is renewed emphasis in marketing on creating and innovating with new and better products and services rather than just competing against other firms and following the marketing patterns established by competitors.The marketing concept is a matter of increased marketing activity, but it also implies better marketing programs and implementation efforts. In addition, the internal market in every company (marketing your company and products to and with the employees of the company) has become as challenging as the external marketplace due to diversity and many other social/cultural issues.C HANGES IN C ONSUMER B EHAVIORThere have been many major marketing shifts during the last few decades that have shaped marketing in the 21st century. There is a view among professional marketers that there is no longer the substantial product loyalty that existed over the last few decades. Product and brand loyalty, many argue, has been replaced by something more akin to a consumer decision that is based on the absence of a better product or service. In addition, there are major changes in the way customers look at market offerings. During the 1980s customers were optimistic, and in the early 1990s they were pessimistic. Later in the 1990s, consumers appeared rather optimistic, but still cautious at times. The following chart demonstrates some of the major shifts that have occurred to the present:1980s 1990s PresentConspicuous consumer Frugal consumer, becomingmore well-off Suspicious but generally well-off consumerImage driven Value and quality driven Highly eclecticTrusting Skeptical and cynical A “prove it” attitudeBrand loyal Does not exhibit loyalty Believes that there is alwayssomething betterEmotional buyer Informed buyer Highly informed and specialized Dreamers Escapists Focused on personal needs Overindulgent Health, wellness-conscious Health, wellness and someoverindulgence, withoutexpectation of costs orconsequencesOverworked Burnt-out, stressed out andplacing tremendous value onconvenience and time Reliant on technology and telecommunications to save time in making purchase decisionsIndustrious Baby Boomer Responsible Baby Boomer Unconvinced Generation Xer Increasingly it is clear that while the 4 Ps (product, price, promotion, and place) have value for the consumer, the marketing strategies of the 21st century will use the four “4 Cs” as added critical marketing variables:1.Care: It has replaced service in importance. Marketers must really care about theway they treat customers, meaning that customers are really everything.2.Choice: Marketers need to reassess the diversity and breadth of their offeringsinto a manageable good-better-best selection.munity: Even national marketers must be affiliated, attached toneighborhoods wherever they operate stores.4.Challenge: The task of dealing with the ongoing reality of demographic change.E ND OF THE M ASS M ARKETDuring the late 1990s, we witnessed the death of the concept of mass market. Regardless, some marketers continue to argue that database marketing will never replace mass marketing for most products. The view is that communicating with users by e-mail, Web site, mail, telephone, or fax will never become cost-efficient enough to justify the return. However, the success of the Internet provides considerable evidence that one-to-one marketing is and will be appropriate for many packaged goods and other high- and low-involvement products that in the past sold almost exclusively with brand advertising.Through the 1970s, only high-end retailers and personal-service firms could afford to practice one-to-one marketing. For the most part, they did it the old-fashioned way with personal selling and index-card files. In the 1980s, as the mainframe computer became more practical, airlines got into the act with a proliferation of frequent flyer programs. Frequency marketing programs such as these relied on monthly statement mailings and large, batch-processed databases of customer records.During the 1990s, bookstore chains, supermarkets, warehouse clubs, and even restaurants began to track individual purchase transactions to build their “share of the customer.”Many of these programs now run on PC platforms or workstation environments much more powerful than the most capable mainframes of the 1970s. It is possible today to track 5 or 6 million customers for the same real cost as tracking a single customer in 1950. With Internet-based databases and remote access, this capability literally has exploded in the last few years. The situation will become even more interesting as one-to-one marketing becomes even increasingly pervasive. With an increasingly powerful array of much more efficient, individually interactive vehicles, the options are virtually unlimited, including on-site interactivity, Web site connections, fax-response, e-mail, and interactive television.Most households today either have direct Internet access, or with TV sets that also provide real-time interactivity through the Internet. We are closing rapidly on the time where individuals will interact with their television and/or computer simply by speaking to it. Via various Web sites, computers work for us to enable us to remember transactions and preferences and find just the right entertainment, information, products, and services. Likewise, online capabilities enable providers to anticipate what a consumer might want today or in the future. Unfortunately, the system has been slower to protect consumers from commercial intrusions that they may not find relevant or interesting.The increasing level of market definition and refinement (and resulting opportunities for marketers) is possible through the massive social, economic, and technological changes of the past three decades. There is no longer a U.S. mass market because lifestyles have changed so dramatically. Some of the important demographic shifts have been:∙Increasing diversity of the population. The United States has always been an immigrant nation. However, large numbers of immigrants from Latin Americaand Asia have increased the proportion of minorities in the country to one inthree, up from one in five in 1980. This diversity is even more noticeable in theyounger market.∙Changing family and living patterns. There has been a substantial rise in the divorce rate, cohabitation, non-marital births, and increased female participationin the labor force. In addition, married couples with one earner make up only 15percent of all households. Dual-earner households have become much morecommon—the additional income is often necessary for the family to pay theirbills. Thus, the stereotypical family of the 1950s has been replaced by two olderand harried, working parents with much less time available.∙Emergence of a new children’s market. Minorities are over-represented in the younger age brackets due to the higher fertility and the younger populationstructure of many recent immigrants. The result is that one in three children inthe United States is black, Hispanic, or Asian. In addition, nearly all of today’schildren grow up in a world of divorce and working mothers. Many are doingthe family shopping and have tremendous influence over household purchases.In addition, they may simply know more than their elders about productsinvolving new technology such as computers.∙Income and education increases are two other important demographic factors impacting the marketing management arena. Generally, incomeincreases with age, as people are promoted and reach their peak earning years, and the level of education generally has increased over the last fewdecades. Family units today often have higher incomes because they may havetwo earners. Accordingly, there is an increased need for products and servicesbecause they likely have children and are homeowners.In sum, the need for market analysis and marketing decision-making, and managers to perform those tasks has never been greater. But, as the course will demonstrate, the complexities of, and analytical tools required for, these activities have never been greater. Be prepared for a challenging experience.B. “The Changing Image of Marketing”Focus: the changing perceptions of marketing in the contemporary business environment.Teaching Objectives∙To explain the concepts related to understanding the role and potential of marketing in the larger business environment.∙To provide students a new and possibly different perspective on the role of marketing in business and society.∙To indicate areas where the marketing process and concept will be useful to the student in assessing business developments.DiscussionI NTRODUCTIONWhat image comes to mind when you hear the word “marketing”? So me people think of advertisements or brochures, while others think of public relations (for instance, arranging for clients to appear on TV talk shows). The truth is, all of these—and many more things—make up the field of marketing. The Knowledge Exchange Business Encyclopedia defines marketing as “planning and executing the strategy involved in moving a good or service from producer to consumer.”With this definition in mind, it’s apparent that marketing and many other business activities are related in some ways. In simplified terms, marketers and others help move goods and services through the creation and production process; at that point, marketers help move the goods and services to consumers. But the connection goes even further: Marketing can have a significant impact on all areas of the business and vice versa.M ARKETING B ASICSIn introductory marketing you learned some basics—first the four P’s, and then the six P’s: ∙Product—What are you selling? (It might be a product or a service.)∙Price—What is your pricing strategy?∙Place or distribution—How are you distributing your product to get it into the marketplace?∙Promotion—How are you telling consumers in your target group about your product?∙Positioning—What place do you want your product to hold in theconsumer’s mind?∙Personal relationships—How are you building relationships with your target consumers?The sum of the above is called the marketing mix. It is important to have as varied a mix as possible in marketing efforts, since each piece plays a vital role and boosts the overall impact. Let’s take a closer look at the basic P’s of marketing and particularly at how they might affect what you do in business.▪ProductMarketers identify a consumer need and then provide the product or service to fill that need. The marketer’s job is to pinpoint and understand existing needs, expand upon them, and identify new ones. For example, because there are more singles and small families these days than in years past, marketers might see a need for products to be sold in smaller quantities and offered in smaller packages.How can this impact other professionals in the business/marketing process? Let’s say your company has developed a new product that generates enormous consumer demand. Your marketing department may ask you to find a way to speed up the workflow in order to crank out more products faster. A year after the product is introduced, however, the market might be flooded with cheap imitations. Since one marketing strategy is to keep products price-competitive, a marketer may then ask you to find a way to make the product less expensively. This relationship works both ways. There may be production and industrial engineers who may see a way to change the work process that would create additional options for consumers. Those engineers will also be instrumental in design and development of products for which human factors and ergonomics are important considerations. Maybe there’s room to add another product line. For instance, that product X is still blue but new product Y is red. You can suggest this to your marketing department; it, in turn, would do research to gauge potential consumer demand for the new line.▪PriceIdeally, a marketer wants to be proactive in setting price rather than simply react to the marketplace. To that end, the marketer researches the market and competition and plots possible price points, looking for gaps that indicate opportunities. When introducing a new product, the marketer needs to be sure that the price is competitive with that of similar products or, if the price is higher, that the consumers perceive they’re getting more value for their money.Various other technical professionals can have an important impact on marketers’ pricing decisions. Again, you may be asked to determine if productivity can be enhanced so that the product can be manufactured and then sold—for a lower price.▪Place or distributionWhat good is a product if you can’t get it to people who want to purchase it? When marketers tackle this issue, they try to figure out what the optimum distribution channels would be. Forexample, should the company sell the product to distributors who then wholesale it to retailers or should the company have its own direct sales force?Marketers also look at where the product is placed geographically. Is it sold regionally, nationally, and internationally? Will the product be sold only in high-end stores or strictly to discounters? The answers to all of these questions also help shape how a product can be distributed in the best way.Such distribution questions are potentially of great significance to many professionals, including industrial and other types of engineers in a company. For instance, whether a product will be marketed regionally or internationally can have enormous implications for package design as well as obvious areas of the supply chain: logistics, transportation, distribution, and warehousing.▪PromotionPromotion encompasses the various ways marketers get the word out about a product—most notably through sales promotions, advertising, and public relations.Sales promotions are special offers designed to entice people to purchase a product. These can include coupons, rebate offers, two-for-one deals, free samples, and contests.Advertising encompasses paid messages that are intended to get people to notice a product. This can include magazine ads, billboards, TV and radio commercials, Web site ads, and so forth. Perhaps the most important factor in advertising success is repetition. We’re all bombarded with an enormous number of media messages every day, so the first few times a prospective customer sees an ad, it usually barely makes a dent. Seeing the ad over and over is what burns the message into people’s minds. That’s why it’s good to run ads as frequently as possible.Public relations refers to any non-paid communication designed to plant a positive image of a company or product in consumers’ minds. One way to accomplish this is by getting the company or product name in the news. This is know n as media relations, and it’s an important aspect of public relations.As with price, changes in demand created by promotions can have a direct impact on the work of many other professionals.▪PositioningBy employing market research techniques and competitive analysis, the marketer identifies how the product should be positioned in the consumer’s mind. As a luxury, high-end item? A bargain item that clearly provides value? A fun product? Is there a strong brand name that supports how the image is fixed in the consumer’s mind? Once the marketer answers these kinds of questions, he or she develops, through a host of vehicles, the right image to establish the desired position.This, too, can affect the work you do. If an upscale image is wanted, the materials used in the product and packaging are likely to be different from those used in a bargain product—a fact that could make the workflow significantly more complex. On the other hand, with your engineering knowledge, you may be able to suggest alternative materials that would preserve the desired image but be easier or less expensive to use.。
中山大学吴柏林教授 “广告策划与策略”绝密资料_CHAP03
To accompany A Framework for Marketing Management by Kotler
2001 Prentice Hall
The Strategic-Planning Gap
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Three Intensive Growth Strategies: Ansoff’s Product-Market Expansion Grid
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2001 Prentice Hall
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Strategy Formulation
Good strategies to think about: overall cost leadership, differentiation, and focus. Firms that do not produce clear strategies do not perform well.
中山大学吴柏林教授 “广告策划与策略”绝密资料_CHAP01
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More Core Concepts of Marketing
Relationships and networks (click for Slide 13) Marketing channels (click for Slide 14) Supply Chain (click for Slide 15) Competition (click for Slide 16) Marketing Environment (click for Slide 17)
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Needs, Wants, and Demands
Needs describe basic human requirements such as food, air, water, clothing, and shelter, recreation, education, and entertainment. Needs become wants when they are directed to specific objects that might satisfy the need. Demands are wants for specific products backed by an ability to pay.
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To accompany A Framework for Marketing Management by Kotler 2001 Prentice Hall
Let’s Discuss
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Relationships and ቤተ መጻሕፍቲ ባይዱetworks
中山大学吴柏林教授 “广告策划——实务与案例”绝密资料_KOTLER08
Chapter 8 – Dealing with the CompetitionI. Chapter Overview/Objectives/OutlineA. OverviewIn the marketplace, many companies develop effective products, channels, pricing, and advertising. However, many of these companies lose in the marketplace. There may be many reasons, but a critical variable may be an inability to understand the competitive environment and to gather and utilize data on that environment.To prepare an effective marketing strategy, a company must consider its competitors as well as its actual and potential customers. This is especially necessary in slow growth markets because firms generally gain sales by wining them away from competitors.A company‘s closest competitors seek to satisfy the same customers and needs and make similar product and service offers. A company should also pay attention to its latent competitors that may offer new and/or different ways to satisfy the same needs. The company should identify its competitors by using both an industry and market-based analysis.A company should gather information on competitor strategies, objectives, strengths, weak-nesses, and reaction patterns. The company should study and understand competitor strategies in order to identify its closest competitors and take appropriate action. The company should know the competitor‘s objectives in order to anticipate further moves and reactions. Knowledge of the competitor‘s strengths and weaknesses permits the company to refine its own strategy to take advantage of competitor weaknesses while avoiding engagements where the competitor is strong. Understanding typical competitor reaction patterns helps the company choose and time its moves.The firm should collect, interpret, and disseminate competitive intelligence continuously. Company marketing executives should be able to obtain full and reliable information about any competitor that could have bearing on a decision. As important as a competitive orientation is in today‘s markets, companies should not overdo their focus on competitors. Changing consumer needs and latent competitors are more likely to hurt a firm than the existing competitors. Companies that maintain a good balance of consumer and competitor considerations are practicing effective market orientation.B. Teaching Objectives∙Know the difference between the industry and market concepts of competition.∙Understand how to identify competitor strategies.∙Understand how to determine competitor objectives.∙Understand how to estimate competitor reaction patterns.∙Know how to design competitive intelligence systems.∙Know how to select competitors to attack or avoid.Understand what it means to balance a customer and competitor orientation.C. Chapter OutlineI.Introductionpetitive Markets and CompetitorsA.Market Attractiveness - Porter‘s Five Forces determine the attractiveness of themarket1.Three of the Porter forces emanate from threats related to competitors:intense segment rivalry, new entrants and substitute products.2.The other two forces respond to threats connected to the firm‘s moreimmediate market environment: Buyer bargaining power and supplierbargaining power.III.Identifying Competitors -Four levels: brand, industry, form, and genericA.Industry Concept of Competition - Changing with the Internet1.Number of Sellers and Degree of Differentiation (monopoly, oligopoly,monopolistic competition, and pure competition)2.Entry, Mobility, and Exit Barriersa)Ease of entry into market and various (existing and new)segmentsb)Exit and Shrinkage Barriers - Ease of exit and reduction in size.3.Cost Structure - Reducing largest costs and most cost efficient plant(s)4.Degree of Vertical Integrationa)Backward and forwardb)Integration from source through retail (degree of)c)Outsourcing to specialists to lower costs5.Degree of GlobalizationB.Market Concept of Competition1.Many companies make the same product2.Many companies pay attention to other companies that satisfy the samecustomer need.petitor AnalysisA.Strategies: Strategic groups – differs, depending on various key variables in anindustry.B.Objectives: What drives the competitors – constant monitoring.C.Strengths and Weaknesses – competitive positions in the market:1.Dominant, strong, favorable, tenable, weak, nonviable.2.The basis for evaluation of strengths and weaknesses:a)Share of marketb)Share of mindc)Share of heartd)Result: Those that make steady gains in mind and heart shareinevitably make gains in market share and profitability.D.Reaction Patterns1.Depends on competitive equilibrium2.Single factor critical and multiple competitive factorspetitive Intelligence SystemA.Designing the Competitive Intelligence System1.Four Main Steps:a)Setting up the systemb)Collecting the datac)Evaluating and analyzing the datad)Disseminating information and respondingB.Selecting competitors to attack and to avoid - major steps in customer valueanalysis are:1.Customer Value Analysis - Evaluating major attributes that customersvalue.a)Assess quantitative importance of the different attributes.b)Assess company and competitor performance on the differentcustomer values against their rated importance.c)Examine how customers in a specific segment rate thecompany‘s performance against a specific major competitor onan attribute-by-attribute basis.d)Monitor customer values over time.2.Classes of Competitors - following customer value analysis:a)Strong versus weakb)Close versus distantc)Good versus badd)Customer value analysis helps a marketer perceivecompany/product value to a customer relative to competitorproduct value(s).VI.Designing Competitive StrategiesA.Market-Leader Strategies1.Expanding the total market, with new users, new uses, and more usage.2.Defending market share, with position, flank, preemptive,counteroffensive, mobile, and contraction defensive strategies.3.Expanding market share (note Procter & Gamble and Caterpillar casestudies) - Line-extension, brand-extension, multibrand, etc., strategies.B.Market-Challenger Strategies1.Defining the strategic objective snd the opponents2.Choosing a general attack strategy (frontal, flank, encirclement, bypass,guerrilla)a)Marketing Skills: Guerrilla Marketing - Creative Thinking(maximum customer attention with minimal investment)3.Choosing a specific attack strategy (Price-discount, lower-price goods,prestige goods, product proliferation, product innovation, improvedservices, distribution innovation, manufacturing cost reduction, andintensive advertising promotion)C.Market-Follower Strategies1.Levitt: product imitation might be as profitable as product innovation2.Broad strategies: counterfeiter, cloner, imitator, adapterD.Market-Nicher Strategies1.The key is specialization2.They must constantly create new niches, expand and protect.3.High margin versus high volumeE.Balancing Customer and Competitor Orientations1. A firm should not become consumed by a competitor-centered strategy.2. A customer-centered company relies on customer developments andresearch and can better identify new opportunities and long runmarketing strategies.VII.SummaryII. LecturesA. “Competitive Intelligence”This discussion focuses on the uses of various sources of information for marketing. It is useful to update the examples so that students will be able to identify readily with this concept based on their general knowledge of the techniques, companies, and products involved in the lecture/discussion. There are many different approaches to competitor research. Marketers should consider the process and implications.Teaching Objectives∙To stimulate students to think about the need for and value of competitive analysis.∙To present points to consider in proceeding with development of a competitive analysis program.∙Recognize some of the better sources of information for various marketing questions.DiscussionI NTRODUCTIONIn the marketplace, many companies do a first class job of developing a great product, great channels, great pricing, and great advertising. You might say—Wow! That is great. However, many of these companies not only lose in the marketplace, but they lose big.The reasons may be management, financial, etc., but when we get right down to it the answer may be much more interesting. The critical variable may be the competitive intelligence that the firm failed to get at the right time, with the right detail. In this discussion, we will look at some of the issues and questions behind choosing the right sources as well as approaches that might be useful in preparing the competitive intelligence program that will do the job.First, the Kotler text gives some excellent examples of how to scan the competitive environment. As part of this framework, it also is useful to determine where to get the information, that the analyst is able to determine where and how to use the questions asked, and that the data developed is based on the marketing and strategic plans, not just collected in a random manner. This requires knowledge of a number of variables and then bringing it all together to be utilized in the firm‘s marketing positioning effort. Remember, to achieve an effective competitive analysis it is essential to place the process in perspective.C OMPETITIVE A NALYSISThe logical starting point for the strategy analysis is to understand effectively the competitive structure and attractiveness of the industry. It is important to recognize that some industries are and will be more profitable than others. It is important also to know the real strengths of the industry, and the firms within the industry, not only in overall terms but also in specific detail. Many times appearances can be deceiving. Consider, for example, companies that project a great public relations image but in reality are quite the opposite. (Enron could serve well as an example).A logical overview of this process comes from Porter‘s five basic forces of competition:∙Threat of new entrants∙Rivalry among existing competitors∙Bargaining power of suppliers∙Bargaining power of buyers∙Threat of substitutesWhat determines the strength of each of these five forces in the industry? The process is shaped by a number of underlying structural determinants. It is important to remember that any of the forces that undermine the structure of an industry likely will cause profitability to decline. A good example is the dot-coms that raced to steal markets from the existing well-organized physical retailers but had little to offer except investor hype. Their inability to show quality and superior results led to investor disenchantment and the loss of confidence that they could produce a profit against the existing competition. This, in turn, led to massive dot-com failures, consolidation in the industry, and finally the successful entrance of many major retailers with name, cash, and ability to stay the course.To begin this process, the firm should develop a complete evaluation of the competitive framework and the specific competition. This would include a detailed compilation of the competitors, both real and potential, along with their products, marketing capability,service, production strength, financial strength, and management. Next, you must detail where each firm, including your own, fits into the industry in terms of products, marketing capability, service, production strength, financial strength, and management. At this point, you should be able to develop a thorough analysis of the following, for the past, present, and future:∙Degree of industry concentration∙Changes in type and mix of products∙Market ―segments‖ in the firm and industry (and changes)∙Companies that have left and/or entered the industry (and why)∙Industry market share changes (and why – technology, substitution, etc.)∙Company market shares and share changes∙New technology substitution∙Each firm‘s vulnerability to new technologyIn addition to these specific competitive characteristics, the firm should focus on the various financial, economic, technological, and socio-political factors in the industry environment. This information is available through a variety of sources, including: ∙Company Web sites and literature∙Industry trade show observation and contactsOnline databases, including Lexis-Nexis, EBSCO, First Source, PROMPT, Trade & Industry, and Investext, along with various other online sources, such as the TV networks, Hoover, investment houses (Schwab, Merrill Lynch, etc.), The Wall Street Journal (WSJ), BusinessWeek (BW), etc.It is import ant to understand each firm‘s position within the industry. Companies in large or small industries have varying levels of profitability, and it is important to understand what it takes to be a superior performer in industry. Information that may assist in this process might include some or all of the following:∙How the industry might change, in the short to long term.∙How the competing firms within an industry differ in the way in which the competitive forces influence each of the competitors.∙Identify the companies that have the power to shape the industry. These companies could either make the industry or cause the demise.∙New product development potential within the industry and which firms have the ability to make it happen.This analysis should first provide a detailed and technical description of the products and services offered, including product mix, depth, and breadth of product line.This should lead to a clear understanding and listing of market position by product, citing product strengths and weaknesses individually and in the overall product line.Among the sources for this information are company Web sites, company product literature, WSJ, BW, and online databases including DIALOG, LEXIS-NEXIS, and Hoover.Another important area is R&D expenditures (industry and by company), analysis of each company‘s research and development expenditures and capabilities, along with a run down on technical personnel and expertise. Sources for this information include EBSCO, LEXIS-NEXIS, DIALOG, Hoover, PROMPT, Trade & Industry, and Investext.Next, it is important to understand clearly who holds which patents (current and pending), the product standards and specifications, including a quality and technical analysis. Some of the better sources for this could include: Claims, World Patent Index, Derwent, and IFI/Plenum Claims. Company Web sites and trade show industry contacts also can provide valuable clues in this part of the effort.The last piece of information needed in this section of the competitive intelligence analysis includes a new product introductions analysis (past, present, and expected). Some good sources for this information include press releases (company/industry Web sites), Predicast New Product Announcements, and sales force contacts. In addition, EBSCO, LEXIS-NEXIS, DIALOG, and various investor sources can provide valuable insight.M ARKETSOften, firms have a good overall understanding of the markets they are in or wish to compete in, but they tend to operate with the same attitude and perspectives that have existed in the company and industry for many years. To truly understand the market, the potential new competitor should have a solid grasp of the factors that make and drive the market for the product or service. For example, the firm should have a detailed compendium of the following, by firm within the industry:∙Market segmentation∙Customer base (markets targeted, regional sales analysis, penetration, importance to each firm)∙Profiles of markets and customers (including product mix and sales data by product line)∙Market growth and potential for future growth∙Market share by product line∙Market and geographic areas targeted for expansion∙Marketing tactics and strategies (4 Ps, especially price and promotion)∙Distribution network/channels of distribution∙Advertising/marketing/sales efforts including budgets and advertising / marketing firms usedAmong the sources that could be used on this activity are: PTS MARS, magazine ads, Prompt, Investext, Trade & Industry, SEC reports, Newspapers, Newswires, BW, Fortune, WSJ, company Web sites, etc.I NTERNATIONAL/G LOBALDepending on the expected competition and market activity, it is essential that the competitive intelligence effort include a foreign trade analysis. Without access to some expensive databases that provide specific product sales and market share information, it would be best to look at and evaluate recent order information, government contracts, and individual sales forces overseas (performance, experience, compensation, etc.). For U.S. firms, StatUSA provides an excellent data source, along with PIERS Exports & Imports, Commerce Business Daily, Newspapers (especially WSJ, NYT, BW), LEXIS-NEXIS, and DIALOG.S TRATEGY/D ECISION M AKINGIdentification of marketing and corporate strategies probably is one of the more important requirements of any competitive analysis. For this, most firms need experienced professional input, along with extensive use of the Internet, DIALOG, and other similar tools noted above. Below, we have established for each firm in the industry several important the intelligence needs, followed by selected sourcing:∙Apparent strategic (long-range) plans, including details of acquisition and divestiture strategy, etc. (SEC filings)∙New products on the horizon—with indications of a new direction for the company. (PROMPT, press releases, newspapers)∙Apparent strategic objectives: corporate/divisional/subsidiary company priorities; business unit/segment goals; basic business philosophy/targets.(Suppliers, employees, wholesalers)∙Analysis of company‘s decision-making process. Overall company image and reputation. Company‘s ability to change. How will the companylook/perform in the future? Anti-takeover measures instituted; the firm‘skey success factors? The key objective: Why has the firm been successful,overall? (Shareholder lawsuits pending, LEXIS-NEXIS)∙Corporate attitudes toward risk. (legal databases, employees, suppliers)∙Statements of plans to enter new markets, improve market position, and/or increase market share. (Trade journals, top executive speeches, PROMPT,marketing analysts).Following this exercise, the analysis should provide a clear understanding of the operation of the industry, and the competing firm should be able to utilize this information to provide an overall planning framework, strategy plan, and marketing plan to take advantage of current and future market opportunities.B. “Does Preemptive Marketing Work?”The focus here is on Porter‘s framework for preemptive strategy in a marketing settin g, and the role and value of this concept in the overall marketing process and strategy for the company. Many students will be able to identify readily with this concept based on their general knowledge of the companies and products involved in the lecture/discussion.The discussion begins by considering why a leader firm would consider preemptive strategy as a means of maintaining or increasing the firm‘s market position. This leads into a discussion of the implications for the introduction of a preemptive strategy for other firms in the industry in the medium and long-term.Teaching Objectives∙Stimulate students to think about the critical issues, pro and con, for a firm when it moves toward adoption of a preemptive strategy approach.∙To consider how to proceed with a preemptive strategy.∙To discuss the role of preemptive strategies in helping the firm achieve a position in the industry.DiscussionI NTRODUCTIONPreemptive marketing involves many different possibilities for the leader to assume a defensive or offensive position in the market and with competitors. The primary elements for a firm to consider in a preemptive action are that delay and/or position are critical and that nothing is forever. The firm must recognize that eventually it will be essential to conduct some type of preemptive action if it is to maintain control or partial control of the niche or share position.There are many reasons for a leader to adopt a preemptive strategy approach, but often it is a consequence of product maturity. The leader firm recognizes that another firm(s) has developed a superior capability in product or service. While it is possible for a challenger or other strategic planning firm to develop a preemptive position, the reasons tend to be more to disrupt the course of the industry in order to gain advantage against an entrenched leader. While this can be a very beneficial move, it has a tendency to convey a message to other firms in the industry that the firm could be posing a serious threat to all others in the industry. Firms that have done this, such as People Express, often find they are able to ride the crest of the wave of success only so far and so long, unable to sustain against the retaliatory moves of the industry in general. The primary preemptive objective of the leader or challenger is to maintain or occupy more of the critical or prime positions in the industry. This could include positioning their company or product in the mind of the consumers or distributors, preemptive control of the physical locations for retail facilities, preemptive control of critical raw materials, and/or preemptive control of other resources critical to success in the industry.IDENTIFYING PREEMPTIVE OPPORTUNITIESThere are many ways to succeed to achieve a preemptive advantage, but identification of a weak link in the commitment from one or more firms in the industry is a good starting point. Among the various positions that Porter demonstrates is the attempt to secure access to rawmaterials or components. This ploy has worked primarily in those industries where raw or primary industries are critical to operations or success.In like manner, programs to preempt production equipment have worked effectively. This situation works best where the production equipment involves proprietary processes or patents. Efforts to dominate supply logistics, such as brokers, transportation, or similar settings, have made an impact. (Note to the Instructor: There are many current examples of these and other preemptive approaches. Current examples, or examples the students may know, will enhance the discussion).Moving to the various functional area activities, in products and/or services, a number of other preemptive methods are utilized. For example, introducing new product lines and expanding production aggressively, such as IBM and many other firms have done, a competitor attempting to follow the lead of the leader can find it a very expensive and likely losing proposition.In the area of production systems, there have been in recent years some very good examples of firms able to develop proprietary production methods, expand capacity aggressively, and secure scarce and critical production skills. In addition, in the production systems area, firms that achieve some level of vertical integration with key suppliers can create a considerable barrier for competitors without the same economies of scale.In the 1980s, IBM, among others, applied the principle that if a firm provides the dominant product design in the industry it will be able to constantly keep the competitors as followers. Constantly expanding the scope of the product is another variation on this theme. A classic example of this approach is Merrill Lynch with the Cash Management Account of the late 1970s, and many others more recently.―Positioning‖ the product more effectively also can be an effective preemptive strategy. This can be an effective and relatively inexpensive strategy, given that there are many different types of positioning in the marketplace, including positioning in the mind of the consumer, distributors, suppliers, and others. (Note to the Instructor: There are and will be many current examples where firms have successfully achieved both challenger and leader positions with various positioning and re-positioning efforts).Other examples of preemption relate to situations where a firm is able to secure accelerated government agency approval because of strong technical capabilities and/or market recognition. This situation obviously occurs most often in medical and pharmaceutical products or other related areas where there are health and safety concerns.Keeping the competitors off balance by constantly adding to the market segments in the marketplace is another useful preemptive action. Coke achieved this effectively with New Coke. Even though the company had to return to the earlier formula and publicly back down from the decision, they were able to further fragment the market and take more share from the smaller competitors with fewer resources.Lastly, it is useful to consider the role of the preemptive in working with distributors. It is appropriate for the leader firm engaging in preemptive marketing to capture key accounts, occupy prime locations, develop preferential access/key distributors, control supply systems and distribution logistics, and insure access to superior service systems. In addition, one of the most important areas for great potential is to engage in educational and promotional activitiesthat are designed to develop the skills of the distributors. This could include a number of activities designed to enhance the capabilities for the distributors to better serve their customers. Note to the Instructor: In all of these examples there are many firms both winning and losing with this strategy. Clearly among the best examples are firms winning, but there are many situations where those losing can provide an interesting story.III. Background Article(s):Issue: Marketing in the High Tech EnvironmentA. Source:―Oracle vs. IBM,‖ BusinessWeek, May 28, 2001, p. 65.Ask Oracle Corp. CEO Lawrence J. Ellison what keeps him up at night, and the answer might surprise you. It‘s not his longtime nemesis, Microsoft Corp. It‘s not up-and-comer Siebel Systems Inc. It‘s IBM, the awakening tech giant that is vying for the No. 1 spot in the corporate-software world. ―He has stopped with that ‗Microsoft is the devil‘ stuff,‖ says Steve Mills, IBM‘s software head. ―He has moved on to us.‖With Good ReasonWhoever wins in this face-off will grab the lion‘s share of the $50 billion corporate-software market for years. For every Oracle product, IBM has a counterpunch: Databases, applications, and e-business foundation software. At the same time, the companies‘ philosophies are strikingly different. Oracle‘s strategy is to off er customers a complete and tightly integrated package of software—everything a company needs to manage its financials, manufacturing, sales force, logistics, e-commerce, and suppliers. In contrast, IBM top management backed a ―best-of-breed‖ approach in w hich it stitched together a quilt of business software from various companies, including itself.The outcome of this battle had huge implications for the software industry. If IBM‘s partnering strategy carries the day, it means there will be plenty of breathing room for major application makers such as SAP, Siebel, and PeopleSoft, and for countless upstarts that are bringing Internet programs to market. If Oracle gains the upper hand, it will be pushing its own applications, leaving less room for other players.To get ahead, IBM is targeted what it sees as Oracle‘s chief vulnerability: The Silicon Valley company competes in the applications market with the same software makers it relies on to help sell its databases. IBM has an advantage because it doesn‘t s ell applications of its own. So, by setting itself up as a neutral party, IBM is able to gain those companies as allies. That boosts its database sales, since application companies often recommend to customers which database they think should be used with their software. IBM‘s consultants then sew the software together.Analysts are split on whether the Oracle or IBM strategy will succeed long-term. They expect both companies to remain among the strongest players in the market. But competitive juices are flowing. Ellison has only disdain for the idea of corporations buying major software components from different suppliers and then hooking them together. ―You would never buy a car that way,‖ he says.。
经济广告伦理思想浅析,中山大学吴柏林教授,广告策划：实务与案例,机械工业出版社,2010年版,绝密教学资料
江西省团校学报2000年第2期学术探讨经济广告伦理思想浅析邓少海罗蔚经济广告,是指除政治、文化广告,社会公益广告等广告之外的商业性广告,特指企业为推销其产品而进行的并要支付一定报酬的宣传推介活动。
它作为商品经济和社会发展的产物,是社会进步的一种标志。
随着信息时代的到来,经济广告日益成为人们生活中不可或缺的一部分,并以其纷繁复杂的面貌感性地存在着。
本文力求对这些感性的经济广告作更深层的理性思考,找出其以特殊形式折射出的伦理道德思想。
一、从宏观层面透视经济广告中的伦理内涵11经济广告潜在的道德价值导向作用经济广告的功能是传播信息、宣传产品。
它在宣传产品时,具有强烈的导向性。
它总是试图改变或引导人们的消费行为,劝诱人们放弃旧的消费观念,接受新的消费观念。
消费者在选择一种消费行为时,其消费活动在一定程度上显示出他本身的一种生活的理想和价值的追求。
因为人们在满足低层次的生存需求之后,就必然有更高层次的理想、价值的需求,这种需求的满足有时也反映在人们的消费行为和消费观念上:如在生活中总是把钱消费在学习进步上或总是把钱消费在生活享乐上的人,其人生价值取向就明显不同。
虽然“书和酒的价格可能一样,但价值却大大的不同”,由此可看出不同的消费行为反映出消费者的价值观不同。
所以,经济广告不仅仅可以获取经济效益,还会产生较广泛的社会效益。
在经济广告进行产品宣传时,它同时还宣传着一种意识形态,一种价值取向和生活态度。
纵观近年来,一些经济广告中竞相出现的把产品与“皇室”、“王朝”拉上关系的现象,即在宣传产品时,此种广告还宣扬一种“帝王享受”和“豪门气派”的思想,这不免给其产品附加上一种“等级观念”。
而在各电视台纷纷上演的“电视购物”的版块栏目中,有的经济广告更是以低水平的表演和迷惑性的广告语言推销着昂贵的产品,着力渲染一种物质享受给人们带来的所谓“幸福”,实质上给人们示范的是享受奢侈的生活方式,并倡导一种盲目的高消费,要人们接受一种“人活着就是为了享受”的人生哲学。
广告与文化心理 中山大学吴柏林教授 “广告策划——实务与案例”绝密资料
杨荣刚等现代广告全书辽宁人民出版社沈阳：1994.9第十一章广告与文化心理每个消费者都在一定的文化环境中成长，并在一定的文化环境中生活着，其思想意识必然打上了深深的文化烙印。
因此，广告制作者必须十分重视对文化心理的研究，要了解社会文化对消费行为的影响，制定出合适的广告策略，以达到促销的目的。
否则，即使产品质量再好，广告宣传投资再多，也难免要遭冷落。
其原因之一是，商品和广告没有体现或者甚至违背了当地的风俗、习惯、信仰、价值观、语言文字、教育水平以及社会组织情况等因素—社会文化因素。
一、文化与消费行为1．文化及其特点文化一词是用来表达人类生存所积累的一切成就的概括。
有时也指社会意识，包括政治、思想、道德、艺术、语言文字、风俗习惯、宗教信仰、价值观等诸多方面。
各个国家由于民族、历史、地理位置以及物质生活等方面的不同，产生了各自独特的文化。
在不同国家里成长的人，在风俗习惯、崇尚爱好、宗教信仰上都有明显的差异。
人们的饮食爱好，千差万别，中国人吃米饭、馒头，西方人却以面包为主食。
法国人把蜗牛尊为名菜，有些非洲人将蚂蚁奉为美撰。
颜色的爱憎也有很大的差异：我国人民一向认为红色吉利，丹麦人、捷克人和斯洛伐克人也都认为红色代表喜事，是一种积极的色彩；而美国人却认为红色有着许多令人讨厌的意思，如红色表示停止，帐目上叫赤字，是亏本的象征。
又例如，1982年以前，美国大多数人认为黑色是吊丧、晦气的象征，但1982年秋季开始，由于许多商人采用黑色作为商标和产品的主色，黑色一下就流行起来，黑色现在在美国被认为是高贵、典雅和精力旺盛的象征。
可见文化是在发展变化的。
我们这里所说的文化，是指一国中大多数人与消费有关的崇尚爱好和风俗习惯，如风俗习惯、宗教信仰、价值观、语言文字等，这些文化因素对消费者作出的购买决策会产生巨大的潜在影响。
从上面所举的例子我们可以看出，文化具有这样几个特点：①文化不是先天遗传来的，而是在后天的社会环境中形成的。
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广告策划——实务与案例教学大纲第1章广告策划概论1．1 对广告概念与功能的重新审视1．1．1 广告的概念1．广告的定义2．广告活动的构成要素1．1．2 广告的功能1．服务市场营销——广告的商业功能2．传播企业文化——广告的文化功能1．2 广告策划概述1．2．1 广告策划的概念1．2．2 广告策划的基本内容1．市场调查研究2．消费心理分析3．广告定位研究4．广告目标与预算5．广告创意表现6．广告媒介安排7．广告效果测定1．2．3 本教材内容概述1．广告调查研究（第2章）2．广告定位策略（第3章）3．广告目标与预算（第4章）4．广告策略规划（第5章）5．广告创意策略（第6章）6．广告文案写作（第7章）7．广告媒体策划（第8章）8．广告效果评估（第9章）1．3 整合营销传播——广告策划新境界1．3．1 整合营销传播及其发展1．3．2 整合营销传播的特性1．3．3 整合营销传播的发展层次1．认知的整合2．形象的整合3．功能的整合4．协调的整合5．基于消费者的整合6．基于风险共担者的整合7．关系管理的整合1．3．4 整合营销传播的方法简介1．同一外观法：2．主题线方法3．供应面的策划方法4．特设会议的方法5．基于消费者的方法第2章广告调查研究2．1 调查研究：广告策划的基础为什么要做广告调查研究1 ．1．2．2．1．2 营销研究与广告研究2．1．3 广告策划调查研究的范围1．潜在顾客、市场、产品以及竞争性调查研究2．广告策略发展调查研究3．广告执行调查研究4．媒体、媒体用途及广告刊播配置调查研究5．广告策划效果的测定与研究2．1．4 广告调查的具体内容1．影响市场需求因素和市场政策法规调查2．市场供求关系与市场容量调查3．市场竞争性调查4．广告产品调查5．广告活动调查2．2 信息来源及调查研究的类型2．2．1 信息来源1．公司的纪录或公司的营销情报2．公司以前的调查研究3．资料供应机构所提供的市场信息及消费者信息4．同业及协会的研究5．普查或登记的资料6．图书馆与大专院校7．其他信息来源2．2．2 次级调查研究2．2．3 基本调查研究1．探索或质的调查研究（1）密集资料收集（2）投射技术2．量的或描述的调查研究（1）观察法（2）调查法3．实验调查研究4．为资料收集抽样（1）样本是什么人（2）选择样本（3）样本的大小（4）可能遇到的问题2．3 问卷设计2．3．1 调查问卷的功能2．3．2 调查问卷的设计过程2．3．3 设计问题1．问题设计中的5个“应该”（1）问题应该针对单一论题（2）问题应该简短（3）问题应该以同样的方式解释给所有应答者（4）问题应该使用应答者的核心词汇（5）若可能，问题应该使用简单句2．问题设计中的11个“不应该”）问题不应该假设不明显存在的标准1（．（2）问题不应该超越应答者的能力和经历（3）问题不应该用特例来代表普遍状况（4）当应答者只可能记得事情的大致情况时，你不应该询问过小的细节（5）问题不应该要求应答者通过推断来猜测（6）不应该过多询问无关的问题（7）问题中不应该使用夸张的词语（8）问题中不应该使用词义有分歧的词语（9）不应该将两个问题并为一个（10）不应该引导受访者回答某一特定答案（11）问题不应该具有“暗示性”短语3．问题设计中的具体方法（1）二项选择法（2）多项选择法（3）自由回答法（4）漏斗法（5）比较法（6）顺位法2．4 调查实施2．4．1 市场调查方法1．市场普查法2．抽样调查法3．典型调查法4．随意调查法5．访谈法6．观察实验调查法2．4．2 广告策略调查研究2．4．3 以广告调查研究发展广告策略1．焦点小组2．知觉或品牌认知图3．用途研究4．动机研究5．利益区划2．4．4 调查研究的评价1．评价调查研究的判断标准2．调查研究的局限2．5 调研报告的撰写2．5．1 准备工作2．5．2 综合报告1．调研概况2．样本结构3．基本结果4．对不同层次调查对象的分析5．主要发现2．5．3 专题报告、研究性报告和说明性报告1．专题报告2．研究性报告3．说明性报告市场调查报告写作的文体结构4 ．5．2．1．序言2．摘要3．正文4．附件第3章广告定位策略3．1 市场细分与广告定位3．1．1 市场细分1．什么是市场细分2．市场细分的原则3．市场细分的程序4．市场细分的依据3．1．2 选择目标市场3．1．3 根据市场细分进行广告定位定位可能出现的四种错误 1．4 3．广告定位战略 3．2．1 迎合消费心理3．2．2 突出竞争优势3．2．3 塑造品牌形象3．2 1．品牌的含义．品牌形象定位2 3．品牌战略从取名开始 4．品牌定位的几个问题 3 广告定位战术3． 1 产品定位3．3． 2 市场定位3．3．企业定位．33．3 质量定位．3．4 3价格定位 3．5 ．3观念定位 3．6 3．1．逆向定位．是非定位2．7 形象定位3．3．商标定位1．造型定位2．色彩定位3 8 功能定位3．3．服务定位 33．．9心理定位．3．10 3章4 广告目标与预算第．1 广告目标4目标的意义1 4．1．1．沟通．计划与决策 2 3．测量与结果评估确定广告策划的目标 14．．2 1．营销目标还是传播目标．销售导向目标2．传播导向目标3．4．2 DAGMAR法4．2．1 具体的、可测量的传播任务4．2．2 目标受众4．2．3 基准和变化程度4．2．4 特定的时间期限4．2．5 对DAGMAR法的评价4．3 广告预算4．3．1 广告预算的边际分析4．3．2 销售反应模型1．倒U形销售曲线2．S形销售曲线4．3．3 预算制定中的其他因素4．3．4 制定预算的方法1．尽力而为法2．任意分配法3．销售额百分比法4．盈利百分比法5．目标达成法6．支出计划法7．计量模型法8．广告收益递增法9．销售收益递减法4．3．5 预算分配1．按照广告机能分配2．按照广告媒体分配3．按照广告地区分配4．按照广告时间分配5．按照广告商品分配第5章广告策略规划5．1 广告计划编制程序5．1．1 广告策划的程序1．广告预测程序2．广告决策程序（1）提出问题、分析问题，找出问题关键点（2）确立决策目标（3）拟定行动方案（4）方案评审、优化与选择（5）贯彻实施、反馈调节3．广告计划程序（1）广告计划的程序性（2）广告计划的作用（3）广告计划的种类（4）制定广告计划的原则4．广告实施程序（1）成立专案计划小组（2）展开市场研究（3）确定广告目标）确定广告的层次4（．（5）广告定位研究（6）确定广告战略与策略（7）确定广告预算（8）确定广告媒体方式（9）确定广告日程（10）进行广告评估5．广告评价程序5．1．2 广告主题策划1．广告主题的三个要素2．确定广告主题的题材（1）健康（2）食欲（3）安全（4）美感（5）时尚（6）爱情（7）荣誉（8）母爱（9）地位（10）社交（11）快乐（12）效能（13）方便（14）保证（15）经济5．1．3 广告策略计划书1．广告策略计划书的形式（1）封面（2）目录（3）前言（4）正文（5）附录（6）封底2．广告策略计划书的内容（1）市场分析（2）广告策略（3）广告实施计划（4）广告活动的效果评价和监控3．广告策略计划书撰写实例：“辰荻组合系列化妆品企划书”5．2 公关广告策划5．2．1 公关广告概述5．2．2 公关广告的目的1．提高企业的知名度和美誉度，树立良好社会形象2．协调企业与公众的关系3．实现企业的未来发展战略5．2．3 公关广告的策划1．明确企业定位，准确地表现企业品质和形象．以公众和消费者为中心2．3．确定公关广告诉求重点，力求以心战取胜4．确定公关广告长远目标，不能急于求成5．确定广告媒体方式，把握恰当的宣传时机5．2．4 公关广告的实施1．设计制作广公关广告，选择恰当传播媒体2．召开新闻发布会，撰写新闻稿件3．利用人际传播及其他非媒体传播方式4．利用利用文化体育赛事传播企业形象5．2．5 公关广告的评估5．3 促销广告策划5．3．1 促销活动的作用1．提供商品信息2．突出商品特点3．增加需求4．稳定销售5．3．2 会展促销1．展销会的类型（1）按场地分（2）按商品分（3）按销售情况分（4）按展出方式分（5）按展销地区分2．展销会的组织（1）展销会的组织结构（2）展销会的组织程序3．展销会的设计（1）突出主题，显示特色（2）布局合理，新颖美观（3）明亮洁净，舒适方便5．3．3 包装广告1．包装广告的特点（1）直接展示商品的品质（2）强烈诱导的作用（3）持久的广告效果（4）多样的工艺技术（5）免除广告成本预算的麻烦（6）有利于商品身价的提高2．包装广告的设计原则（1）安全原则（2）实用原则（3）美观原则（4）经济原则3．包装广告的设计（1）包装广告的平面设计（2）包装广告的立体设计5．3．4 馈赠广告1．馈赠广告的目的与作用．馈赠广告的种类2．（1）附于内包装内的赠品（2）购买固定数额赠送（3）广告赠券（4）礼品赠送嘉宾3．馈赠广告的设计原则（1）简朴、实用、节约（2）精巧、别致、美观（3）突出馈赠的意义5．3．5 示范广告1．示范广告的实施条件与作用（1）商品品质必须优良独特（2）必须抓准时机（3）应该是较为复杂的商品2．示范广告的类型（1）现场验证（2）实际操作（3）试用5．3．6 其他促销广告1．免费样品促销2．抑价促销3．摸彩促销4．猜谜比赛与有奖问答促销第6章广告创意策略6．1 广告创意概论6．1．1 广告创意的内涵6．1．2 广告创意的特点1．立足商品属性2．迎合消费心理3．运用形象策略4．借助丰富想象6．1．3 广告创意的原则1．准确性原则2．新颖性原则3．简洁性原则4．特色性原则6．1．4 广告创意的前提6．2 广告创意的基本范畴6．2．1 广告创意的形象1．强化产品定位2．构思广告内容3．安排广告形式4．塑造企业整体形象6．2．2 广告创意的意象6．2．3广告创意的意境6．2．4 广告创意的意念1．揭示动机2．克服困难．反映意念的基本品格3．6．2．5 广告创意的联想1．接近联想2．类似联想3．对比联想4．因果联想6．3 广告创意过程6．3．1 收集原始资料6．3．2 用心审查资料6．3．3 深思熟虑6．3．4 实际产生创意6．3．5 实际应用6．4 广告创意方法6．4．1 李奥·贝纳的固有刺激法6．4．2 罗瑟·瑞夫斯的独特销售建议（UPS）6．4．3 大卫·奥格威的品牌形象法6．4．4 威廉·伯恩巴克的实施重心法6．4．5 艾尔·里斯和杰克·特劳特的定位6．4．6 查德·伍甘的信息模式法第7章广告文案写作7．1 广告文案的写作过程7．1．1 立意1．广告文案的写作目的2．广告文案的主题3．广告文案的内容4．广告文案的表现方法5．广告文案的表现风格7．1．2 构思1．如何写好广告的标题2．广告正文的结构如何安排3．构思文案的方法（1）顺向思考与逆向思考（2）分析法与综合法（3）巧布疑阵法（4）自由发挥法（5）联想思维法7．1．3 修改1．自我检核（1）在文案的内容也就是广告信息传达方面（2）在文案的结构方面（3）在文案的篇幅方面（4）在文案与媒介特性的配合方面（5）在语言文字方面（6）在文案的风格方面（7）在文案写作的技巧方面2．找出毛病，修改它！3．请其他人员协助修改7．1．4 完稿广告文案的结构与写作2 ．7．7．2．1 标题1．直接标题2．间接标题3．复合标题7．2．2 正文7．2．3 广告语1．广告语的写作类型2．广告语的创作要求7．2．4 随文7．3 广告文案的体式7．3．1 公告体7．3．2 说明体7．3．3 议论体7．3．4 抒情体7．3．5 诗歌与散文7．3．6 故事体7．3．7 戏剧体7．3．8 曲艺体第8章广告媒体策划8．1 广告媒体概述8．1．1 广告媒体的分类1．按表现形式分类2．按功能分类3．按影响范围分类4．按接受类型分类5．按时间分类6．按可统计程度分类7．按传播内容分类8．按照与广告主的关系分类8．1．2 报纸与杂志1．报纸传播信息的优势和弱点（1）报纸的优势（2）报纸的弱点2．杂志传播信息的优势和弱点（1）杂志的优势（2）杂志的弱点8．1．3 广播与电视1．广播在传播信息中的优势和弱点（1）广播的优势：（2）广播的弱点：2．电视在传播信息中的优势和弱点（1）电视的优势（2）电视传播的弱点8．1．4 国际互联网8．1．5 其他广告媒体1．户外广告2．POP—销售现场广告—直接邮寄广告DM．3．4．包装广告5．展览、电影及礼品广告）展览广告（1）电影广告（2）礼品广告（3广告媒体的选择程序 8．2 调查研究 2．1 8． 1．媒体的量 2．媒体的质．2 广告媒体的评价指标8．2指标一：权威性指标二：覆盖面指标三：触及率指标四：毛感点指标五：重复率指标六：连续性指标七：针对性指标八：效益确立媒体目标 8．2．3．明确传播对象 1．明确传播时间 2．明确传播区域 3．明确传播方法 4（1）广告推出的次数（2）广告推出的方法 2．4 选择媒体方案8．方案一：单一媒体方案方案二：多媒体组合方案方案三：综合性媒体方案媒体方案评估 8．2．51．效益分析 2．危害性分析 3．实施条件分析．．26 组织实施 88．3 广告媒体的选择策略．1 影响媒体选择的因素8．3．基于营销与广告的因素 1（1）产品个性（2）目标市场（）经销系统 3（4）竞争对手5）广告文本（）广告预算（6．基于媒体本身的因素2（）媒体的成本 12）媒体的效益因素（3（）媒体的可行性）媒体的寿命4（．（5）媒体的灵活性（6）媒体同其他营销环节的协调性8．3．2 广告媒体选择的原则1．目标原则2．适应性原则3．优化原则4．同一原则5．效益原则8．3．3 广告媒体选择的方法与步骤1．媒体选择的方法（1）按目标市场选择的方法（2）按产品特性选择的方法（3）按产品消费者层选择的方法（4）按记忆规律选择的方法（5）按广告预算选择的方法（6）按广告效果选择的方法（7）按提高知名度目标选择的方法2．媒体选择的步骤步骤一：确定媒体级别步骤二：确定具体媒体步骤三：确定媒体组合原则步骤四：进行媒体试验8．3．4 选择最佳媒体组合1．报纸与广播媒体搭配2．报纸与杂志媒体搭配3．报纸与电视媒体搭配4．报纸或电视与销售现场媒体搭配5．报纸或电视与邮政媒体搭配6．电视与广播媒体搭配7．邮政广告与销售现场广告或海报搭配8．3．5 广告发布时间明细表第9章广告效果评估9．1 广告效果的特性9．1．1间接9．1．2 迟效9．1．3 累积9．1．4 耗散9．1．5 复合9．2 广告效果的评估指标9．2．1 销售额1．广告效果比率法2．广告效益法3．广告费比率法9．2．2 到达率9．2．3 注意率1．电视、广播等电子媒介中的认知率公式2．报纸、杂志等印刷媒介中的注意率公式记忆程度4 ．2．9．9．2．5 购买唤起9．2．6 AEI —广告效果指数9．3 评估实施与分析9．3．1 事前同步及事后评估1．广告效果的事前评估2．广告效果的同步评估3．广告效果的事后评估9．3．2 评估方法1．抽样调查法2．问卷法3．访问法4．观察法5．比较法9．3．3 对广告效果的分析1．对广告经济效果分析2．对广告社会心理效果的分析．关注广告投资陷阱3．。