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旅游目的地形象、定位及品牌化：概念辨析与关系模型

旅游目的地形象、定位及品牌化：概念辨析与关系模型引言旅游业在当今社会得到了广泛的发展和重视，旅游目的地的形象、定位和品牌化成为了旅游业发展的重要议题。

本文将通过对旅游目的地形象、定位和品牌化的概念辨析，并建立相应的关系模型，探讨它们之间的关系以及对旅游业的影响。

旅游目的地形象的概念辨析旅游目的地形象是指旅游者对于某个旅游目的地的整体印象，它是由旅游者的感知、知觉和体验来构建的。

旅游目的地形象涵盖了旅游目的地的自然环境、文化特色、景点、设施和服务质量等方面，而且它是一个相对稳定的概念，不容易轻易改变。

旅游目的地形象的形成是通过旅游者的前期期望和实际体验来建立的。

旅游者通过各种渠道获得有关旅游目的地的信息，例如网上搜索、媒体报道、旅行社推荐等，这些信息对于旅游者构建对于旅游目的地形象起着至关重要的作用。

旅游目的地定位的概念辨析旅游目的地定位是指旅游目的地在旅游市场中的定位策略。

它包括了目标市场的选择、市场定位的确定以及旅游产品的定位等方面。

旅游目的地的定位与目标市场的需求和旅游目的地的竞争环境密切相关。

旅游目的地定位的核心是要确定旅游目的地独特的卖点和目标市场的需求之间的契合度。

通过准确地把握目标市场的需求，旅游目的地可以在竞争激烈的旅游市场中脱颖而出，形成自己独特的地位和形象。

旅游目的地品牌化的概念辨析旅游目的地品牌化是指旅游目的地通过品牌策略的运营和推广，建立独特的品牌形象和品牌价值，以吸引更多的游客和提升市场竞争力。

旅游目的地品牌化是一个长期而复杂的过程，需要综合考虑旅游目的地的形象、定位、市场需求以及营销手段等方面。

旅游目的地品牌化的核心是要打造一个具有独特性、差异性和知名度的品牌形象。

通过对旅游目的地的形象塑造、品牌传播和市场推广，旅游目的地可以提高市场知名度和美誉度，从而吸引更多的游客和实现经济效益。

旅游目的地形象、定位和品牌化之间的关系模型旅游目的地形象、定位和品牌化之间存在着密切的关系，它们相互依存和相互影响。

销售渠道的基本要素

销售渠道的基本要素销售渠道是指商品或服务从生产者到最终消费者之间的流通途径和中间环节。

如今，随着市场竞争的加剧和消费者需求的多样化，建立有效的销售渠道对企业的成功至关重要。

本文将介绍销售渠道的基本要素，包括渠道类型、渠道成员和渠道管理。

渠道类型销售渠道可以分为直接渠道和间接渠道两种主要类型。

1.直接渠道：直接渠道是指生产商直接将产品或服务销售给最终消费者的方式。

这种渠道通常没有中间商参与，消费者可以直接与生产商进行交易。

直接渠道的优点包括减少成本、提高利润和建立与消费者的直接联系。

然而，直接渠道也存在一些挑战，如需要建立自己的销售网络和对销售能力要求较高。

2.间接渠道：间接渠道是指借助中间商或分销商的帮助将产品或服务销售给最终消费者的方式。

这些中间商可以是批发商、零售商或经销商等。

间接渠道可以帮助企业扩大市场覆盖面、减少销售风险和提高市场反应速度。

然而，与直接渠道相比，间接渠道通常会增加成本和降低利润。

渠道成员销售渠道的另一个基本要素是渠道成员，包括生产商、批发商、零售商和消费者。

1.生产商：生产商是销售渠道的起点，他们是产品或服务的生产者。

生产商可以是制造商、供应商或服务提供商。

他们的责任是制定产品策略、品牌推广和产品生命周期管理等。

2.批发商：批发商是中间商，他们从生产商购买大量产品，然后将其销售给零售商。

批发商通常与不同的生产商建立长期的合作关系，以获取更好的采购价格和供货保证。

3.零售商：零售商是在销售渠道中与最终消费者直接接触的成员。

他们购买产品从批发商或经销商那里，然后以零售价格销售给消费者。

零售商要承担库存管理、销售促进和客户服务等职责。

4.消费者：消费者是销售渠道中的终点，他们是购买和使用产品或服务的人。

销售渠道的设计和管理应该以满足消费者需求为中心，提供良好的购物体验和高品质的产品或服务。

渠道管理渠道管理是指企业对销售渠道的规划、组织和控制等活动。

它涵盖了渠道设计、渠道招募、渠道培训和渠道激励等方面。

2018年USNews美国大学研究生专业排名化学专业排名

Pittsburgh, PA
3.3
#45
Iowa State University
Ames, IA
3.3
#45
Michigan State University
East Lansing, MI
3.3
#45
Vanderbilt University
Nashville, TN
3.3
#49
Boston College
#60
Arizona State University
Tempe, AZ
3.0
#60
Boston University
Boston, MA
3.0
#60
Brown University
Providence, RI
3.0
#60
New York University
New York, NY
3.0
#60
Rutgers, the State University of New Jersey—New Brunswick
Ithaca, NY
4.4
#12
University of Chicago
Chicago, IL
4.3
#12
University of Texas—Austin
Austin, TX
4.3
#12
Yale University
New Haven, CT
4.3
#15
Princeton University
#49
University of Rochester
Rochester, NY
3.2
#49
University of Southern California

customer_perceived_value

Customer perceived valueA large number of consumers are more educated and informed than before, and they usually used a variety of means to examine fair compensation which are supplied by organization and seek alternate goods. The value-maximizes as standard to evaluate these by customers. (Kotle, 2006)The Customer Perceived ValueFirstly, the customer perceived value (CPV) is comparison of populations after the customer who may perceive its interests in acquiring products or service and paid the cost. (Internet) for example, owing to offering just service, customer has to realize do not touch it when customer wants to purchase the MOT. Therefore, the customer could appraise the service and paid the cost. Secondly, Customer perceived value (CPV) is not panacea for the future customers. (Kotle, 2006)Total customer value and total customer cost is two essential respects:The total customer value is defined that market from "the perceived financial value" supply both "functional and psychological" benefits for customer. (Kotle, 2003); the total customer cost is explained that customer who expensed goods makes ultimate evaluative. (Kotle, 2003)Adam Smith (Adam Smith, 1810) pointed out that the true meaning of price is not only reflecting work values, but also aware of essential aspects. The total customer cost is including all of factors such as time, energy and psychic cost.Furthermore, Customer perceived value is build on pay and gain that emphasized the between given a variety of choices and received benefit. In other words, the customer gets the benefits and bear expenses through the customer perceived value. The people who are in market should be obliged to add the value of the customer offering these combination approaches which are improve function; promote emotional benefits and reducing multifarious cost.The relationship between Customers Perceived Value and Customer SatisfactionAlthough the customer satisfaction is closely connected with customer perceived value, customer perceived value is superior to customer satisfaction by evaluative in time. (Svend, 2003) For instance, the goods which is competing to catch customer's attention and is purchased by all people is meanful to be the customer satisfaction. In addition, when someone buys goods, the customer perceived value is measurable. Even more, it is sustainable focus on attention to deliver "superior value" to customer in management in some business markets. (Svend 2003) in addition, higher levels of customer satisfaction canbring higher horizontal of the customer loyalty and repeat buying. More importantly, the value which assesses by customer has increasingly become critical for providers. Actually, "the delivering superior value" is playing a key role in creating and keeping long-term industrial relationships in the consumer market.On the other hand, Perceived value is customer's subjective manifestation as the associated psychological and spiritual experiences. In the market, different customer has different value on the same goods. (Svend 2003) for example, the school demands everybody to use car go to the school, but somebody living in near the school, therefore, perceive values are different for different students. And the personal hobby and the customer perceived value are closely linked. For instance, somebody likes collecting the mobile phone, whereas mobile phone as tool to connect with other in someone's views. Therefore, different customers have different customer perceived value.The inner relationship of CPVThere are two equations bout customer perceived value in the inner relationship:CPV= ( Coresolution+ additional service) / Price + relationship costs (1)CPV= Core value + added value (2)In the equation (1), the price is a short-term, because you should paid it when delivery. But the relationship costs following the relationship develops, the advantage of the core solution is perceived, additional services are go through in sequences of episodes. We can easily to see that it is compare between the reality and perception. In the equation (2), there is a long-term notion which also present.(Christian 2004)Perceived riskEverything has two sides, as same the coin. Customer perceived has risk. The important characteristic as the consumer perceptions and their influences on decisions involves the amount of the risk that consumers perceive to be present within the product purchase decision. Perceived risk could increase a function of feature of the product itself, such as witching costs, extent of time the product needs to be persistence, additive products or services needed to be consumed with the product. Outward forces influence the quantity of risk perceived in the given purchase.ReferenceGordon R. Foxall and Ronald E. Goldsmith (1994) Consumer psychology for marketingSvend Hollensen (2003) Marketing Management A Relationship ApproachPhilip Kotler Kevin Lane Keller (2006) Marketing Management 12ePhilip Kotler (2003) p60-p61 Marketing management Eleventh Edition/view/1531717.htm?ssid=0&from=844b_128925177 5&uid=frontui_1289251775_9668&pu=mt%40headersign%2Cpd%401%2Csz %401320_480%2Cusm%400&bd_page_type=1。

营销策略外国参考文献有哪些

营销策略外国参考文献有哪些1. Eitan, G. (2015). The impact of social media marketing on consumer behavior: An empirical study. Journal of Marketing Communication, 21(3), 219-234.In this study, Eitan examines the impact of social media marketing on consumer behavior. The research is based on an empirical study, which involves surveying consumers about their perceptions and behaviors related to social media marketing. The findings reveal that social media marketing has a significant influence on consumer behavior, with consumers being more likely to engage with brands and make purchases as a result of exposure to marketing messages on social media platforms.2. Kotler, P., & Keller, K. L. (2016). Marketing management (15th ed.). Upper Saddle River, NJ: Pearson.This book, written by Philip Kotler and Kevin Lane Keller, provides a comprehensive overview of marketing management. It covers various aspects of marketing strategy, including understanding customer needs, designing marketing programs, and managing the marketing mix. The book incorporates both theoretical concepts and practical examples, making it a valuable resource for marketers looking to develop effective marketing strategies.3. Gupta, S., & Lambkin, M. (2018). Customer-based brand equity in the digital age: A systematic review of the literature and research agenda. Journal of Marketing Management, 34(5-6), 438-464.Gupta and Lambkin review the concept of customer-based brand equity in the context of the digital age. Through a systematic review of existing literature, they identify key dimensions of brand equity that are important in the digital era, such as brand awareness, brand loyalty, and brand associations. The study also proposes a research agenda for future studies in this area, providing valuable insights for marketers aiming to build and manage strong brands in the digital landscape.4. Auh, S., & Johnson, M. D. (2005). Compatibility effects in evaluations of satisfaction and loyalty. Journal of Economic Psychology, 26(1), 35-57.Auh and Johnson explore the concept of compatibility effects in the context of customer satisfaction and loyalty. The study investigates how the compatibility between a customer's expectations and actual experiences influence their satisfaction and subsequent loyalty to a brand. The findings suggest that a higher level of compatibility leads to greater satisfaction and loyalty. This research has important implications for marketers seeking to enhance customer satisfaction and loyalty through aligning their offerings with customer expectations.5. Chaffey, D., & Ellis-Chadwick, F. (2019). Digital marketing: Strategy, implementation and practice (7th ed.). Harlow, England: Pearson.In this book, Chaffey and Ellis-Chadwick provide a comprehensive guide to digital marketing strategy, implementation, and practice.The book covers various digital marketing channels, such as search engine marketing, social media marketing, email marketing, and mobile marketing. It also explores key concepts, such as online consumer behavior, digital marketing planning, and measuring digital marketing effectiveness. With practical examples and case studies, this book offers valuable insights for marketers aiming to develop and execute effective digital marketing strategies.。

Marketing-Management---12th-Edition---KotlerKeller电子教案

Chapter 2: Developing Marketing Strategies and Plans GENERAL CONCEPT QUESTIONSMultiple Choice1. A key ingredient of the marketing management process is insightful, ________marketing strategies and plans that can guide marketing activities.a. creativeb. measurablec. macrod. microe. nicheAnswer: a Page: 35 Level of difficulty: Medium2. According to a chapter story about H&M clothing stores, H&M is able to putproducts out quickly and inexpensively by all of the following EXCEPT ________.a. having few middlemen and owning no factoriesb. buying large volumesc. having extensive experience in the clothing industryd. having a great knowledge of which goods should be bought from which marketse. having total control of its distribution channel from the time the goods areproduced until the time they are soldAnswer: e Page: 36 Level of difficulty: Hard3. The task of any business is to deliver ________ at a profit.a. customer needsb. productsc. customer valued. products and servicese. improved qualityAnswer: c Page: 36 Level of difficulty: Medium4. In a hypercompetitive economy such as ours, a company can win only by fine-tuningthe value delivery process and choosing, providing, and ________ superior value.a. communicatingb. selecting target markets withc. composingd. developinge. researchingAnswer: a Page: 36 Level of difficulty: Medium5. The traditional view of marketing is that the firm makes something and then________ it.a. marketsb. sellsc. distributesd. pricese. servicesAnswer: b Page: 36 Level of difficulty: Easy6. Today, the “mass-market” is actually splintering into numerous ________, each withits own wants, perceptions, preferences, and buying criteria.a. micromarketsb. market targetsc. macromarketsd. customer cliquese. demographic unitsAnswer: a Page: 37 Level of difficulty: Medium7. The first phase of the value creation and delivery sequence is ________ thatrepresents the “homework” marketing must do before any product exists.a. choosing the valueb. market researchc. target marketingd. service consideratione. projective thinkingAnswer: a Page: 37 Level of difficulty: Medium8. The last step in the value creation and delivery sequence is ________ the value wherethe sales force, sales promotion, advertising, and other communication tools announce and promote the product.a. developingb. distributingc. communicatingd. reversinge. researchingAnswer: c Page: 37 Level of difficulty: Medium9. The Japanese have refined the value delivery process to include a component thatemphasizes ________.a. zero servicingb. zero customer feedback timec. zero promotiond. zero dependency on intermediariese. zero marketing costsAnswer: b Page: 38 Level of difficulty: Medium10. The ________ is a tool for identifying ways to create more customer value.a. value chainb. customer surveyc. brand loyalty indexd. promotion channele. supplier databaseAnswer: a Page: 38 Level of difficulty: Easy11. The ________ identifies nine strategically relevant activities that create value andcost in a specific business.a. value propositionb. value chainc. mission statementd. annual reporte. manager’s logAnswer: b Page: 38 Level of difficulty: Medium12. The ________ in the value chain cover the sequence of bringing materials into thebusiness (inbound logistics), converting them into final products (operations), shipping out final products (outbound logistics), marketing them (marketing and sales), and servicing them (service).a. operations processb. manufacturing processc. primary activitiesd. secondary activitiese. tertiary activitiesAnswer: c Page: 38 Level of difficulty: Medium13. Procurement, technology development, human resource management, and firminfrastructure are handled in certain specialized departments and are called ________.a. materials handlingb. support activitiesc. inventory activitiesd. primary activitiese. benchmark activitiesAnswer: b Page: 38 Level of difficulty: Hard14. The firm should estimate its competitors’costs and performances as ________against which to compare its own costs and performance.a. competitionb. standardsc. challengesd. benchmarkse. moveable standardsAnswer: d Page: 38 Level of difficulty: Easy15. The firm’s success depends not only on how well each department performs its work,but also on how well the various departmental activities are coordinated to conduct ________.a. core strategiesb. satellite businessesc. core valuesd. core business processese. core technologiesAnswer: d Page: 38 Level of difficulty: Medium16. With respect to core business processes, all the activities involved in gathering marketintelligence, disseminating it within the organization, and acting on the information is referred to as the ________.a. market sensing processb. market research processc. target marketing processd. market pulse processe. deployment processAnswer: a Page: 38 Level of difficulty: Medium17. With respect to the core business processes, all the activities involved in researching,developing, and launching new high-quality offerings quickly and within budget are referred to as the ________.a. new product processb. new offering realization processc. product development processd. product launch processe. return on investment processAnswer: b Page: 38 Level of difficulty: Hard18. With respect to the core business processes, the ________ is considered to be all theactivities involved in defining target markets and prospecting for new customers.a. customer acquisition processb. customer relationship management processc. fulfillment management processd. customer prospecting processe. customer equity processAnswer: a Page: 38 Level of difficulty: Medium19. A good way to describe the ________ would be discuss all the activities involved inbuilding deeper understanding, relationships, and offerings to individual customers.a. customer acquisition processb. customer relationship management processc. customer prospecting processd. customer fulfillment management processe. customer equity processAnswer: b Page: 38 Level of difficulty: Medium20. Another way to describe a value delivery network (partnering with specific suppliersand distributors) is to call it a ________.a. teamwork groupb. cabalc. domestic power centerd. link to relationshipse. supply chainAnswer: e Page: 39 Level of difficulty: Easy21. The key to utilizing organizational core competencies is to ________ that make upthe essence of the business.a. make the competencies pay for themselvesb. own all intermediaries who come in contact with your goods and servicesc. own and nurture the resources and competenciesd. emphasize global promotionse. segment workforcesAnswer: c Page: 39 Level of difficulty: Hard22. We can say that a ________ has three characteristics: (1) It is a source of competitiveadvantage in that it makes a significant contribution to perceived customer benefits,(2) it has applications in a wide variety of markets, and (3) it is difficult forcompetitors to imitate.a. core competencyb. business strategyc. core technologyd. strategic business unite. winning strategyAnswer: a Page: 39 Level of difficulty: Medium23. Core competencies tend to refer to areas of special technical and production expertise,where ________ tend to describe excellence in broader business processes.a. process benchmarksb. distinctive capabilitiesc. core business valuesd. value statementse. mission statementsAnswer: b Page: 40 Level of difficulty: Medium24. George Day sees market-driven organizations as excelling in three distinctivecapabilities: ________, customer linking, and channel bonding.a. target marketingb. market researchc. fulfilling customer needsd. market sensinge. customer service relationshipsAnswer: d Page: 40 Level of difficulty: Medium25. Competitors find it hard to imitate companies such as Southwest Airlines, Dell, orIKEA because they are unable to copy their ________.a. product innovationsb. distribution strategyc. pricing policiesd. activity systemse. logistics systemAnswer: d Page: 40 Level of difficulty: Hard26. One conception of holistic marketing views it as “integrating the value exploration,________, and value delivery activities with the purpose of building long-term, mutually satisfying relationships and co-prosperity among key stakeholders.”a. value creationb. value propositionc. value managementd. value researche. value chainAnswer: a Page: 40 Level of difficulty: Hard27. Holistic marketers achieve profitable growth by expanding customer share,________, and capturing customer lifetime value.a. undermining competitive competenciesb. building customer loyaltyc. milking the market for product desiresd. renewing a customer basee. inspecting all market share dataAnswer: b Page: 40 Level of difficulty: Medium28. The holistic marketing framework is designed to address three key managementquestions. Which of the following is one of those questions?a. Value claims—how does the company deal with value erosion?b. Value proposition—how can value propositions be made profitable?c. Value chain—are there weak links in the company’s value chaind. Value network—how can a company effectively network?e. Value exploration—how can a company identify new value opportunities? Answer: e Page: 41 Level of difficulty: Hard29. The customer’s ________ reflects existing and latent needs and includes dimensionssuch as the need for participation, stability, freedom, and change.a. competence spaceb. resource spacec. emotional spaced. relationship spacee. cognitive spaceAnswer: e Page: 41 Level of difficulty: Medium30. The company’s ________ can be described in terms of breadth—broad versusfocused scope of business; and depth—physical versus knowledge-based capabilities.a. business missionb. core strategyc. cognitive spaced. competency spacee. resource spaceAnswer: d Page: 41 Level of difficulty: Medium31. The collaborator’s ________ involves horizontal partnerships, where companieschoose partners based on their ability to exploit related market opportunities, and vertical partnerships, where companies choose partners based on their ability to serve their value creation.a. resource spaceb. competency spacec. cognitive spaced. rational spacee. service spaceAnswer: a Page: 41 Level of difficulty: Medium32. Business realignment may be necessary to maximize core competencies. Which of thefollowing would be one of the steps in this realignment process?a. Reviewing all macro relationships.b. Reviewing global outreach projections.c. Redefining the business concept (the “big idea”).d. Reviewing successes from e-commerce (if any).e. Revamping the ethics statement.Answer: c Page: 41 Level of difficulty: Medium33. ________ allows the company to discover who its customers are, how they behave,and what they need or want. It also enables the company to respond appropriately, coherently, and quickly to different customer opportunities.a. Network managementb. Strategic managementc. Marketing managementd. Customer relationship managemente. Total quality managementAnswer: d Page: 41 Level of difficulty: Medium34. To respond effectively and provide value delivery, the company requires ________ tointegrate major business processes (e.g., order processing, general ledger, payroll, and production) within a single family of software modules.a. human resource managementb. internal auditing managementc. internal resource managementd. strategic managemente. marketing managementAnswer: c Page: 41 Level of difficulty: Hard35. With respect to value delivery, ________ allows the company to handle complexrelationships with its trading partners to source, process, and deliver products.a. a value matrixb. a global distribution policyc. a business development strategyd. business partnership managemente. total quality managementAnswer: d Page: 41 Level of difficulty: Medium36. Successful marketing requires having capabilities such as understanding ________,creating customer value, delivering customer value, capturing customer value, and sustaining customer value.a. customer loyaltyb. customer perksc. customer retentiond. customer valuee. customer benefitsAnswer: d Page: 41 Level of difficulty: Easy37. According to a McKinsey research study, which of the following is one of the mainchallenges that marketing must face in the twenty-first century?a. The threat of ethics-based lawsuits.b. Doing more with less.c. Hostile takeover attempts.d. Increasing control by big government.e. Being independent of the distribution process.Answer: b Page: 42 Level of difficulty: Medium38. Strategic planning in the twenty-first century calls for action in three key areas.Which of these key areas deals specifically with devising a long-term game plan for achieving long-run objectives?a. Creating a viable business opportunity.b. Producing a strategic fit.c. Developing an investment portfolio.d. Expanding core competencies.e. Establishing a strategy.Answer: e Page: 42 Level of difficulty: Medium39. Most large companies consist of four organizational levels: the ________, thedivision level, the business unit level, and the product level.a. board of director levelb. major stakeholder levelc. management team leveld. corporate levele. strategic levelAnswer: d Page: 43 Level of difficulty: Easy40. The ________ is the central instrument for directing and coordinating the marketingeffort.a. strategic planb. marketing planc. tactical pland. customer value statemente. corporate missionAnswer: b Page: 43 Level of difficulty: Medium41. The ________ lays out the target markets and the value proposition that will beoffered, based on an analysis of the best market opportunities.a. organizational planb. strategic marketing planc. corporate tactical pland. corporate missione. customer value statementAnswer: b Page: 43 Level of difficulty: Medium42. In which of the following plans would we most likely find directions forimplementing and addressing daily challenges and opportunities in product features, promotion, merchandising, pricing, sales channels, and service areas.a. The tactical marketing plan.b. The target marketing plan.c. The deployment plan.d. The product launch plan.e. The product development plan.Answer: a Page: 43 Level of difficulty: Easy43. If you wanted to find out more about target markets and the organization’s valueproposition, which of the following types of plans would most likely contain information that might be useful to you in your quest?a. The marketing plan.b. The organizational plan.c. The strategic marketing plan.d. The tactical marketing plan.e. The marketing mix plan.Answer: c Page: 43 Level of difficulty: Medium44. The ________ process consists of corporate, division, business, and product planning.a. implementingb. controllingc. innovationd. planninge. competitiveAnswer: d Page: 44 Level of difficulty: Medium45. All corporate headquarters undertake four planning activities, the first of which is________.a. defining the corporate missionb. establishing strategic business units and assigning resources (SBUs)c. assigning resources to each SBUd. assessing growth opportunitiese. understanding target marketsAnswer: a Page: 44 Level of difficulty: Easy46. A clear, thoughtful mission statement provides employees with a shared sense ofpurpose, direction, and ________.a. profitabilityb. target market feasibilityc. opportunityd. continuous improvemente. quality productsAnswer: c Page: 44 Level of difficulty: Medium47. Mission statements are at their best when they reflect a ________.a. marketb. strengthc. competencyd. visione. valueAnswer: d Page: 44 Level of difficulty: Medium48. Which of the following terms matches to the phrase “it is a single business orcollection of related businesses that can be planned separately from the rest of the company”?a. Strategic business unit.b. Diverse business unit.c. Growth business unit.d. Niche market unit.e. Specialized business unit.Answer: a Page: 47 Level of difficulty: Easy49. Market-penetration, product-development, and market-development strategies wouldall be examples of ________ strategies.a. concentricb. conglomeratec. horizontald. intensive growthe. integrative growthAnswer: d Page: 48 Level of difficulty: Hard50. A(n) ________ is when a company might seek new businesses that have norelationship to its current technology, products, or markets.a. concentric strategyb. conglomerate strategyc. horizontal strategyd. intensive growth strategye. integrative strategyAnswer: b Page: 49 Level of difficulty: Medium51. Which of the following terms most closely matches to “the shared experiences,stories, beliefs, and norms that characterize an organization”?a. Organizational dynamics.b. A business mission.c. An ethical/value statement.d. Customer relationships.e. Corporate culture.Answer: e Page: 50 Level of difficulty: Medium52. The first step in the business unit strategic-planning process deals with which of thefollowing?a. Goal formulation.b. Business mission.c. Strategy formulation.d. Program formulation.e. SWOT analysis.Answer: b Page: 51 Level of difficulty: Medium53.When a business gets to know market segments intimately and pursues either costleadership or differentiation within the target segment it is referred to as a ________.a. defined strategyb. focused strategyc. value-added strategyd. competitive advantage strategye. customer-focused strategyAnswer: b Page: 56 Level of difficulty: Hard54. If a firm pursues a ________ strategy, it must be good at engineering, purchasing,manufacturing, and physical distribution.a. differentiationb. overall cost leadershipc. focusd. domestic customer relationshipe. market shareAnswer: b Page: 56 Level of difficulty: Medium55. To keep their strategic alliances thriving, corporations have begun to developorganizational structures to support them and have come to view the ability to form and manage partnerships as core skills. This is called ________.a. value managed partnershipb. synergistic partnershipc. centralized partnershipd. partner relationship managemente. win-win relationship managementAnswer: d Page: 57 Level of difficulty: Hard56. Traditionally, most businesses focused on stockholders. Today, the focus is on whatare called ________.a. stakeholdersb. partnersc. regulatorsd. consumer triadse. supply-chain relationshipsAnswer: a Page: 58 Level of difficulty: Easy57. A ________ is a written document that summarizes what the marketer has learnedabout the marketplace and indicates how the firm plans to reach its marketing objectives.a. strategic planb. marketing planc. sales pland. target market plane. competitive analysis planAnswer: b Page: 60 Level of difficulty: Easy58. Which of the following permits senior management to grasp the marketing plan’smajor thrust?a. The situation analysis.b. The marketing strategy.c. The executive summary and table of contents.d. Financial projections.e. Implementation and controls.Answer: c Page: 60 Level of difficulty: Medium59. Most marketing plans cover ________.a. one yearb. two yearsc. three yearsd. four yearse. five yearsAnswer: a Page: 60 Level of difficulty: Easy60. The most frequently cited shortcomings of current marketing plans, according tomarketing executives, are lack of realism, insufficient competitive analysis, and a ________ focus.a. long-termb. profitc. short-rund. producte. priceAnswer: c Page: 60 Level of difficulty: EasyTrue/False61.The traditional view of marketing is that the firm makes something and then sells it. Answer: True Page: 36 Level of difficulty: Easy62. The traditional view of marketing begins with a first step called strategic marketing. Answer: False Page: 36 Level of difficulty: Hard63. The formula, segmentation, targeting, and positioning (STP) is the essence ofstrategic marketing.Answer: True Page: 37 Level of difficulty: Medium64. The Japanese have extended the value delivery process by adding the concept of zeropromotions after five years.Answer: False Page: 38 Level of difficulty: Medium65. The customer relationship management process is all the activities involved inreceiving and approving orders, shipping the goods on time, and collecting payment. Answer: False Page: 38 Level of difficulty: Hard66. A principle of the value chain is that every firm is a synthesis of activities performedto design, produce, market, deliver, and support its product.Answer: True Page: 38 Level of difficulty: Easy67. Another name for a company’s value delivery network is “the intermediary team.”Answer: False Page: 39 Level of difficulty: Medium68. A core competency is usually common among competitors in a given industry. Answer: False Page: 39 Level of difficulty: Medium69. Holistic marketing focuses on the integration of value exploration, value creation,and value delivery as a means to build long-term relationships with consumers. Answer: True Page: 40 Level of difficulty: Medium70. If a manager asks “How can my company identify new value opportunities?,” he orshe is examining a management question identified as being value creation. Answer: False Page: 41 Level of difficulty: Hard71. According to McKinsey research, a recommendation to managers and CEOs who areconcerned about marketing performance was that marketers must test and develop programs more quickly as they enhance planning processes and research approaches. Answer: True Page: 42 Level of difficulty: Medium72. The marketing plan is the central instrument for directing and coordinating themarketing effort.Answer: True Page: 43 Level of difficulty: Easy73. A mission statement has as its primary focus the product and how to make it. Answer: False Page: 44 Level of difficulty: Medium74. One of the characteristics of a good mission statement is that it has an expansivenumber of goals for doing business.Answer: False Page: 44 Level of difficulty: Medium75. A good illustration of a market definition of the business a company is in would be“We sell gasoline.”Answer: False Page: 46 Level of difficulty: Medium76. If a company sought to expand the number of existing products sold to its currentmarkets, it would use an integrative growth strategy labeled as “market-penetration strategy.”Answer: True Page: 48 Level of difficulty: Hard77. If a company sought to grow via a strategy that required the company to seek newbusinesses that have no relationship to its current technology, products, or markets, the company would be using a diversification strategy called a conglomerate strategy. Answer: True Page: 49 Level of difficulty: Medium78. Scenario analysis can be used to assist companies in appraising how well theircorporate culture might match (or not match) potential business partners or acquisitions.Answer: True Page: 51 Level of difficulty: Medium79. Once an organization has established a business mission in its business unit strategic-planning process, it may proceed to the second step of the planning process called goal formulation.Answer: False Page: 51 Level of difficulty: Medium80. Good illustrations of microenvironment actors in the strategic planning process wouldbe demographics, technology, and the social-cultural arena.Answer: False Page: 52 Level of difficulty: Hard81. To evaluate opportunities, companies can use Market Opportunity Analysis (MOA)to determine the attractiveness and probability of success.Answer: True Page: 53 Level of difficulty: Easy82. An environmental threat is a challenge posed by an unfavorable trend or developmentthat would lead, in the absence of defensive marketing action, to lower sales or profit. Answer: True Page: 53 Level of difficulty: Medium83. Once a SWOT analysis has been completed, the strategic planner is ready to proceedto the goal formulation stage of the strategic planning process model.Answer: True Page: 54 Level of difficulty: Medium84. In applying MBO (management by objectives) all objectives are treated as beingequally important—objective discrimination is not allowed.Answer: False Page: 54 Level of difficulty: Medium85. For an MBO (management by objectives) system to work, one of the four criteria thatthe unit’s objectives must meet is that objectives must be stated quantitatively whenever possible.Answer: True Page: 55 Level of difficulty: Medium86. A strategy is a game plan for achieving what the business unit wants to achieve. Answer: True Page: 56 Level of difficulty: Easy87. Firms choosing a generic strategy centering on focus must be good at engineering,purchasing, manufacturing, and physical distribution.Answer: False Page: 56 Level of difficulty: Hard88. One of the four major categories of strategic alliance involves sharing personnel (e.g.,human resource alliance) to staff alliance member marketing departments. Answer: False Page: 57 Level of difficulty: Medium89. Partner Relationship Management (PRM) can be thought of as a corporation’sdevelopment of structures that support strategic alliances and treats the formation and management of partnerships as a core skill.Answer: True Page: 57 Level of difficulty: Medium90. Companies normally measure their profit performance using ROI; however, thisapproach suffers because profits are arbitrarily measured and subject to manipulation. Answer: True Page: 58 Level of difficulty: Medium91. A marketing vision statement is a written document that summarizes what themarketer has learned about the marketplace and indicates how the firm plans to reach its marketing objectives.Answer: False Page: 60 Level of difficulty: Hard92. Marketing plans are becoming more production-oriented because of the high costs ofdoing business in today’s economy.Answer: False Page: 60 Level of difficulty: Medium93. The marketing plan should open with a situation analysis.Answer: False Page: 60 Level of difficulty: Easy94. When a manager reaches the marketing strategy section of a marketing plan, he or shewill define the mission and marketing and financial objectives.Answer: True Page: 60 Level of difficulty: Medium95. One of the key questions to ask in evaluating a marketing plan is whether the plan issimple or not.Answer: True Page: 61 Level of difficulty: Medium。

以品牌个性维度判断企业的品牌定位

以品牌个性维度判断企业的品牌定位本文依据经典的品牌个性理论及模型，提出了基于品牌个性维度的品牌定位诊断方法。

通过调查问卷形式对消费者心目中的理想品牌和特定品牌的个性维度在结构和权重上的差异进行了测量，旨在识别消费者对品牌的偏好，判断特定品牌是否满足消费者的品牌偏好，进一步结合特定品牌的市场表现来判断品牌定位是否有偏差。

标签：品牌个性维度品牌定位1 文献综述1.1 品牌个性的文献综述1.1.1 国外文献上世纪六十年代初，伯利·B·加德纳(Burleigh B Gardner)和西德尼丁·J·利维(Stdney J Levy)认识到产品同质化趋势的日趋明显，提出了品牌个性。

品牌个性的主要内容是消费者的人口特征，即可以从某一特定品牌的客户的外在形象、此品牌的内部工作人员、甚至是品牌联想判断出的性别、年龄、社会阶层等人口特征(Levy，S1dneyJ.，1959)。

[1]Plummer(1985)认为由于品牌被呈现出来的方式以及品牌最终是如何被消费者理解的，所以最能将某品牌与其他品牌差异化的特质就是品牌个性。

[2]Keller(1993)所支持的理论是作为有关品牌的人格特质的组合，品牌个性的功能在于自我表达，而且对于品牌使用者，品牌个性提供了某种形象。

[3]现今，品牌个性的主流研究正在广泛采用Jennifer L.Aaker (1997) 品牌个性的定义，他认为，品牌个性是一组人类特征，这些特征由针对某一品牌的联想得出。

[4]Aaker根据西方人格理论，在个性心理学的研究领域中，拓展得到了品牌个性维度的系统性量表，该系统由五个维度组成，分别为真挚(Sincerity)、刺激(Exciting)、胜任(Reliable)、精致(Sophisticated)和坚固(Ruggedness)。

[5]Pitta和Katsanis(1995)提出，创意广告以及消费者对使用者或者使用情境的推测也是品牌个性的来源。

世界十大著名油画

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约1510-1511年乔尔乔内意大利 108.5cm×175cm 布油彩德累斯顿国家美术馆藏 Kotler, Keller, Brady, Goodman, Hansen, Marketing Management, 2nd edition © Pearson Education Limited 2013
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1503年-1506年莱奥娜多．达．芬奇意大利 77cm×53cm 板油彩巴黎卢浮宫藏 Kotler, Keller, Brady, Goodman, Hansen, Marketing Management, 2nd edition © Pearson Education Limited 2013
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卡拉瓦乔油画 1590年 99×131厘米藏巴黎卢浮宫
Kotler, Keller, Brady, Goodman, Hansen, Marketing Management, 2nd edition © Pearson Education Limited 2013
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鲁本斯 1620-1625年 79×54厘米现存伦敦国立美术馆 Kotler, Keller, Brady, Goodman, Hansen, Marketing Management, 2nd edition © Pearson Education Limited 2013
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柯罗 1868-1870年 70×55厘米巴黎卢浮宫藏 Kotler, Keller, Brady, Goodman, Hansen, Marketing Management, 2nd edition © Pearson Education Limited 2013

市场营销管理_英语论文及译文

市场营销管理_英语论文及译文Multi-dimension Benefits Lead to Brand ExtensionThe traditional view of marketing is that marketers used to succeed by providing superior products and other distinctive functional benefits. But today for such benefits can readily be imitated. Marketers must therefore find new ways of differentiating their products and services by identifying new customer benefits from the customer’s view. Basing on this background, some companies emphasize process benefits and relationship benefits or integrate them with functional benefits to reshape the three benefits combination to attract the consumers who value these new types of benefits as highly as functional ones. The basis for creating successful marketing strategies has expanded to three dimensions and consequently leads to brand extension.This essay aims at make a brief discussion on these issues. Process benefits and relationship benefits are critically analyzed firstly. Then maximizing value creation by identifying new customer benefits from the customer’s cognitive space will be evaluated. Additionally, relevant brand differentiation and brand extension, the key to competitive advantage, will be assessed. In general, brand benefits deriving from adding dimensions to single functional benefits and resulting in strong brand ripple effect, are running through the whole article as a main clue.Today’s marketplace is fundamentally different as a result of major societal forces that have resulted in many new consumer and company capabilities (Kotler and Kevin, 2009). Consumers now tend to pursuit more convenience, pleasantness in consumption process except for high quality products and service. Their needs and wants, also says the consumers value, have expanded and updated to multi-dimensions including process benefits which make transactions between buyers and sellers easier, quicker, cheaper, and more pleasant and relationship benefits which reward the willingness of consumers to identifyopportunities and challenges, and marketing management has change significantly in recent years as companies seek new way to achieve marketing excellence (Kotler and Keller, 2009). Because a buyer’s satisfaction is a function of the product’s perceived performance and the buyer’s ex pectations. Swanson and Kelley (2002) pointed out that high consumer satisfaction has many benefits for the firm, such as increased consumer loyalty, enhanced firm reputation, reduced price elasticities, lower costs of future transactions, and higher employee efficiency.Under this circumstance, in order to occupy market and achieve maximum profits, many companies began to rethink their strategies for future growth. In response to consumers’ multi-dimensions needs, it is important for companies to gain a thorough indepth consumer understanding which helps to make sure that the right products are marketed to the right consumers in the right way. To do this, the first step is market segmentation according to the consumer extending needs. A market segment consists of a group of customers who share a similar set of needs and wants (Kotler and Keller, 2009). The core is to format corresponding branding extension to attract the consumers’ multi-dimensions needs.One research shows that consumers can be segmented by all three dimensions of benefit (functional, process, and relationship benefits) to create more complex and powerful maps of preferences. The size and nature of the important clusters vary substantially (Court et al.). So it is necessary and beneficial that a company needs to identify which market segments it can serve effectively. The most savvy marketers have fashioned hundreds of functional, process, and relationship combinations and identified a similar number of distinct consumer segments that might be attracted to them. A cell phone manufacturer looking for promising offerings in several profitable markets, for example, established cross-functionalcustomer segment panels. With this information in hand, it was truly meeting the needs of target customer segments in critical markets (John et al., 2006). Such decisions require a keen understanding of consumer behavior and careful strategic thinking. The identification of customer needs in order to serve and build the value of customer segments is a major challenge that marketers encounter (Johnson and Schultz, 2004).Rather than creating the segments, the marketer’s task is to establish and delive r the distinctive benefits of the companies’ market offering to the exact segmentation. The choice of corresponding benefits to communicate and emphasize would seem to be especially important in situations where consumers may vary widely in the benefits sought and evaluate brands rather than products (Orth et al., 2004).In addition, the competitive advantage of successful products and service providers is often explained with a logic wherein offering contributes to customer value, resulting in increased satisfaction and behavioral intentions, eventually creating loyalty that manifests itself in enhanced profitability (Cronin et al., 2000; Slater and Narver, 1994; Wang et al., 2004). For example, Starbucks offers added cultural value to attract customers; BMW, Audi, and any other automobile companies, locate four ‘s’ stores in China to offer a comprehensive after-sale service and strengthen the brand image (Fisk, 2006).In another words, the more important thing for companies is put forth a customers value proposition, a set of distinctive benefits or benefits combinations they offer to customers to satisfy their cognitive needs. From the company's perspective, these buying motives should be captured in a customer value proposition (CVP), making it a strategic priority issue in areas such as segmentation, service development, and marketing communications (Rintamäki et al., 2007).According to the view of Anderson (et al., 2006), in order to differentiate itself from its competition, the company needs to have points of difference in its value proposition. In general, identifying customer value propositions begins with understanding the key dimensions of customer value that motivate the targeted customers, and development of customer value propositions benefits from hierarchical evaluation and combining of economic, functional, emotional, and symbolic customer value dimensions (Rintamäki et al., 2007). Foe example, creating functional value is often associated with products that meet the target customers' needs, and processes that increase convenience at different stages of the shopping experience (Seiders et al., 2000). Tesco is a British retailer that has gained competitive advantage by creating superior value for its customers. Tesco's customer-focused commitment to provide customers value is summarized in the company's value proposition “Every little helps,” which is successfully communicated to customers as well as the employees.It is commonly acknowledged that effective marketing communications must recognize the relationship between a product/a brand and the consumption values or benefits consumers seek (Sheth et al., 1991). Because consumers can vary greatly in their value composition, they may seek a range of different benefits from products and brands and hence will react differently to marketing communications emphasizing selected brand benefits (Orth et al., 2004). So from a managerial point of view, extensions are more powerful when they are connected to the customer relationship and brand positioning (Davis and Halligan, 2002).It is clear that that every organization needs to develop strong brands as an essential part of their business strategy (Kay, 2006). It has been accepted that strong brand is a very important factor for a company to win the competition. Good brands make them win customer loyalty, and loyal customers will cost lessto retain and service (Cheverton, 2000). It is an expression of competitive advantage. A brand is thus a product or service whose dimensions differentiate it in some way from other products and services designed to satisfy the same need (Kotler and Keller, 2009). From the customer's point of view, a brand can be defined as the total accumulation of all his/her experiences, and is built at all points of contact with the customer (Kapferer, 2004).To a successful branding marketer, it is vital to realize that customers must see any competitive advantage as a customer advantage. A strong brand identity that is well understood and experienced by the customers helps in developing trust which, in turn, results in differentiating the brand from competition. A company needs to establish a clear and consistent brand identity by linking brand attributes with the way they are communicated which can be easily understood by the customers (Ghodeswar, 2008). Southwest airlines gave a good example. Southwest airlines distinguished itself as a “fun” airlines and adopted “the first-come, first-served opini ng seating”. Southwest airlines is now the nation’s largest airline in terms of passengers flown and holds the distinction of being the only low-fare airline to achieve long-term financial success.Apart from that, effective brand extensions play a key role in the innovation and it is accepted by more and more companies. The established brand can easily be retrieved from memory and the extended brand can be more accessible than individual brands. Extensions are more powerful when they are connected to the customer relationship and brand positioning (Davis and Halligan, 2002).Meanwhile, McQuiston (2004) pointed out firms endeavor to create some form of brand distinctiveness to avoid their products being viewed as commodities. Coca-Cola and Pepsi-Cola have managed to maintain their brand differentiation, irrespective of the similarities of their physical product. In other words, differentiated brands can be based on a feature, service, program or ingredient (Aaker, 2003).In conclusion, consumers become much more dynamic than ever before, because of the constantly changing conditions and environments. Similarly, consumer behavior has made a tremendous changes compared with the past one. Mowen and Mino (2000) describe consumer behavior is defined as the study of the buying units and the exchange processes involved in acquiring, consuming, and disposing of goods, services, experiences and ideas. Incremental income and knowledge makes consumers’ consumption concepts and self-concepts become mature.Consequently, these changes profoundly impact on the consumer attitudes and behaviors to the traditional marketing. How to keep the consumer loyalty in these conditions is one of the challenges faced to the marketers. The traditional view of marketers being used to succeed by providing superior products and other distinctive functional benefits doesn’t work. As a result, the traditional commercial criteria and principles are facing with new challenges. This circumstance have driven more and more marketers to treat brand benefits deriving from adding dimensions to single functional benefits as their core of marketing programs. Firms often try to exploit their existing well-established brands by extending them into new product categories (Wu and Yen, 2007). Brand benefits integrate both functional benefit and process and relationship benefit i.e. emotional benefits that are relevant to the consumer, build on concrete and abstract attributes, are sufficiently known, and are perceived to be different from competition. Just as CEO of BP Browne said: in a global marketplace, branding is crucial in attracting customers and business. It is not just a matter of a few gas stations or the underpin everything that you do and every relationship that you have (Wheeler, 2003).Through launching new products under the parent brand, brand managers may gain several advantages: Not only are new products launched effectively andcost-efficiently, but the extended brand product may also help revitalize the parent brand or flagship products (Supphellen et al., 2004). From this point of view, marketing in three dimensions also means branding in three dimensions, which represents an opportunity to extend what a brand represents beyond narrow functional lines—and to gain leverage by doing so. This expansion of the branding space derived from adding dimensions to single functional benefits represents an enormous opportunity and may lead to marketing success. Therefore, any companies who want to survive and develop in this high competition marketing world should always keep consecutive efforts in establishing brand benefits and implementing brand extension.Words count: 2158REFERENCES:Aaker, D.A. (2003) The power of the branded differentiator. MIT Sloan Management Review, 45 (1), pp.83-7.Anderson, J.C., Narus, J.A., and Van, R. W. (2006) Customer value propositions in business markets. Harvard Business Review, 84 (3), pp.91-97.Chailan,C. (2008) Brands portfolios and competitive advantage: an empirical study. Product & Brand Management, 17 (4), pp. 254-264./Insight/ViewContentServlet?contentType=Articl e&Filename=Published/EmeraldFullTextArticle/Articles/0960170405.htmlCheverton, P. (2000) Key Marketing Skills: A Complete Action Kit of Strategies, Tools & Models, Kogan Page, 2000,292.Cronin, J.J., Brady, M.K., Hult, G.T.M. (2000) Assessing the effects of quality, value, and customer satisfaction on consumer behavioral intentions in service environments. Journal of Retailing, 76 (2), pp.193-218.Davis, S., Halligan, C. (2002) Extending your brand by optimizing your customer relationship. Consumer Marketing, 19(1), pp.7-11.Ghodeswar, B. M. (2008) Building brand identity in competitive markets: a conceptual model. Journal of Product & Brand Management, 17(1), pp.4-12. /Insight/ViewContentServlet?contentType=Articl e&Filename=Published/EmeraldFullTextArticle/Articles/0960170101.htmlJohnson, C.R., Schultz, D.E. (2004) A focus on customers. Marketing Management, 13 (5), pp.20-72.Kapferer, J.N. (2004) Brand NEW world, brand equity. The Economic Times, 30.Keller, K. (2003) Brand Synthesis: The Multidimensionality of Brand Knowledge. Journal of Consumer Reserch, 29(3).Keller, K.L. (2003b) Strategic Brand Management: Building, Measuring, and Managing Brand Equity. 2nd ed., Pearson Education, Harlow, pp.351.Kotler, P. and Keller, K. L. (2009) Marketing management. In Ledward, R. and Moran, F. Economics and Marketing, Edinburgh Gate: Pearson Education Limited, P154.Kotler, P., Keller, K. L. (2008)Marketing Management. Pearson Custom Publication.p.360.Mark, J. K. (2006), Strong brands and corporate brands. European Journal of Marketing, 40(7/8), pp.742-760./Insight/ViewContentServlet?contentType=Articl e&Filename=Published/EmeraldFullTextArticle/Articles/0070400702.htmlMcQuiston, D.H. (2004) Successful branding of a commodity product: the case of RAEX LASER steel. Industrial Marketing Management, 33(4), pp.345-54.Mowen, J., Minor, M.S. (2000) Consumer Behavior: A Framework. New Jerse: Prentice—Hall, Inc.,Orth, U. R., M, Mina., Shellhammer, T., and Lopetcharat, K. (2004) Promoting brand benefits: the role of consumer psychographics and lifestyle. Journal of Consumer Marketing, 21 (2), pp. 97-108./Insight/ViewContentServlet?contentType=Articl e&Filename=Published/EmeraldFullTextArticle/Articles/0770210202.htmlReid, M. (2008) Contemporary marketing in professional services. Services Marketing, 22 (5), pp. 374-384.Rintamäki, T., Kuusela,H., and Mitronen, L. (2007) Identifying competitive customer value propositions in retailing. Managing Service Quality, 17(6), pp. 621-634./Insight/ViewContentServlet?contentType=Articl e&Filename=Published/EmeraldFullTextArticle/Articles/1080170602.htmlSeiders, K., Berry, L.L., and Gresham, L.G. (2000), Attention, retailers! How convenient is your convenience strategy?. Sloan Management Review, 41(3), pp.79-90.Sherrington, M. (2003) Added Value: The Alchemy of Brand-Led Growth, Palgrave Macmillan, Basingstoke, pp. 21-49 .Supphellen, M., Eismann, Ø., Hem, L. (2004) Can advertisements for brand extensions revitalize flagship products? An experiment., International Journal of Advertising, 23 (2), pp.173-96.Swanson, S.R. and Kelley, S.W. (2001) Service recovery attributions and word-of-mouth intentions. Marketing, 35 (1/2), pp.194–211.Vargo, S.L., Lusch, R.F. (2004), Evolving to a new dominant logic for marketing. Journal of Marketing, 68 (1), pp.1-17.Wheeler, A (2003) Designing Brand Identity. John Wiley & Sons, Inc.Wu, C. and Yen, Y. (2007), How the strength of parent brand associations influence the interaction effects of brand breadth and product similarity with brand extension evaluations. Product & Brand Management，16(5),pp.334-341.Bibliography:Dibb, S., Simkin, L., Pride, W. M., and Ferrell, O. C. (2001) Marketing:concept and strategies. 4th ed.,New York: Houghton Mifflin.Anderson, J. C., Narus, J. A., and Narayandas, D. (2008) Business market management. 3rd ed., Pearson Education Ltd..Kotler, P., Keller, K. L. (2008)Marketing Management. Pearson Custom Publication.译文：多维利益引起品牌延伸传统的营销观念是卖主通过提供优质的产品或者其他特殊的功能性利益来成功进行营销。

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The order Payment Cycle
• Heart of Internal Record System
Internal Records and Marketing Intelligence
• Order-to-payment cycle—send orders, prepares invoices, transmit copies to various departments, and back-orders out-of-stock items • Sales information system—timely and accurate reports on current sales • Databases, warehousing, data mining--customer, product, and salesperson and combine data from the different databases. • Marketing intelligence system—a set of procedures and sources managers use to obtain everyday information about developments in the marketing environment.
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What is a Marketing Information System (MIS)? A marketing information system consists of people, equipment, and procedures to gather, sort, analyze, evaluate, and distribute needed, timely, and accurate information to marketing decision makers.
3-3
Components of the Marketing-Information Systems
Marketing-Information System
MarketingInternal Data
Marketing Intelligence
Marketing Science
Marketing Research
Total service calls Customer satisfaction
Inputs to Marketing MIS
• Strategic plan and corporate policies • The Transaction Processing Systems • External sources:
•Further analysis showed that these shoppers typically did their weekly grocery shopping on Saturdays.
•On Thursdays, however, they only bought a few items. The retailer concluded that they purchased the beer to have it available for the upcoming weekend. •The grocery chain could use this newly discovered information in various ways to increase revenue. For example, they could move the beer display closer to the diaper display. And, they could make sure beer and diapers were sold at full price on Thursdays
Data Mining
• It is the process of analyzing data from different perspectives and summarizing it into useful information - information that can be used to increase revenue, cuts costs, or both. • It allows users to analyze data from many different dimensions or angles, categorize it, and summarize the relationships identified. • Technically, data mining is the process of finding correlations or patterns among dozens of fields in large relational databases.
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Now
• Now (days) improved order payment cycle is required • Customers favor firms that can promise timely delivery. • Order-Pay can also be done online. This process is called as EDI-Electronic Data Interface. • E.G., Cisco, Dell, Ebay
Information Needs Probes
• What decisions do you regularly make? • What information do you need to make these decisions? • What information do you regularly get? • What special studies do you periodically request? • What information would you want that you are not getting now? • What are the four most helpful improvements that could be made in the present marketing information system?
Marketing Intelligence System
• It is a process of acquiring and analyzing information in order to:
• understand the market; • determine the current and future needs and preferences, attitudes and behavior of the market; • assess changes in the business environment that may affect the size and nature of the market in the future.
• The competition • The market
Marketing MIS Subsystems and Outputs
• • • • Marketing research Product development Promotion and advertising Product pricing
Quantitative
• Survey research • Telephone • Mail • Personal observation • Experiment
Qualitative
• Projective tests • Focus groups
Marketing MIS
• Supports managerial activities in product development, distribution, pricing decisions, and promotional efSales • Costs • Inventories • Cash flows • Accounts receivable and payable
Observation Outside Data Analytical Systems
• Sales Force • Dealers and distributors • Suppliers • Executive awareness • Census • Trade association data • Trade press • Syndicated awareness • Statistical analysis • Model building
• A set of procedures and sources used by managers to obtain everyday information about developments in the marketing environment
3
Gathering Information and Scanning the Environment
Marketing Management, 13th ed
Chapter Questions
• What are the components of a modern marketing information system? • What are useful internal records? • What is involved in a marketing intelligence system? • What are the key methods for tracking and identifying opportunities in the macro environment? • What are some important macro environment developments?