中山大学吴柏林教授 研究生课程“营销管理”绝密资料_CH22
CH12 中山大学吴柏林教授,Philip Kotler 营销管理,绝密资料
C HAPTER 12--D ESIGNING G LOBAL M ARKET O FFERINGS OVERVIEW:Companies no longer can focus only on their domestic market, no matter how large the market.Many industries are global industries, and their leading firms achieve lower costs and higherbrand awareness. Protectionist measures can only slow down the invasion of superior goods; the best company defense is a sound global offense. At the same time, global marketing is risky dueto shifting borders, unstable governments, foreign exchange problems, technological pirating,high product- and communication-adaptation costs, and other factors. The steps in goinginternational include:1)understand the international marketing environment, particularly the international tradesystem. In considering a particular foreign market, the firm must assess the economic,political, legal, and cultural characteristics.2)consider what proportion of foreign to total sales to seek, whether to do business in a fewor many countries, and what types of countries to enter.3)decide which particular markets to enter, and this calls for evaluating the probable rate ofreturn on investment against the level of risk.4)decide how to enter each attractive market. Many companies start as indirect or directexporters and then move to licensing, joint ventures, and finally direct investment; thiscompany evolution has been called the internationalization process.5)decide on the extent to which the product, promotion, price, and distribution should beadapted to individual foreign markets.6)develop an effective organization for pursuing international marketing. Most firms startwith an export department and graduate to an international division. A few become globalcompanies, which means that top management plans and organizes on a global basis. LEARNING OBJECTIVES:After reading the chapter the student should understand:∙The importance of international markets∙The riskiness of international markets∙How to make international marketing decisions∙Differing entry strategies∙Differing marketing organizationsCHAPTER OUTLINE:I.IntroductionII.Deciding Whether to Go Abroad - there are several factors that might draw a companyinto the international arenaIII.Deciding which Markets to Enter - a company must define its international objectives andpoliciesIV.Deciding How to Enter the MarketA.Indirect Export - work through independent intermediaries to export productsB.Direct Export - a company handles its own exports, through a domesticdepartment, overseas sales branch, traveling reps, or foreign-baseddistributors/agents.C.Licensing - sell a foreign company the rights to your manufacturing processD.Joint Ventures - join with local investors to share ownership and controlE.Direct Investment - direct ownership of foreign-based operationsF.The lntemationalization Process: no regular export activities, export viaindependent reps, establishment of one or more sales subsidiaries, establishementof production facilities abroad.V.Deciding on the Marketing ProgramA.Product - straight extension, product adaptation, product inventionB.Promotion - communication (promotion) adaptation, dual (product andpromotion) adaptationC.Price - uniform price, market-based price, cost-based priceD.Place (Distribution Channels) - links include seller’s international marketin gheadquarters, channels between nations, and channels within nationsVI.Deciding on the Marketing OrganizationA.Export Department -firm ships goods to other countries.B.International Division - firm becomes involved in several international marketsand venturesC.Global Organization - firm no longer thinks of itself as a national marketer. Allmanagement and staff are involved in worldwide pursuits.VII.SummaryMarketing and Advertising1. A BC Carpet, which is headquartered in New York City, placed this ad to let U.S. consumers know that its carpets and floor coverings are also sold in the main branch of the Harrods department store in London, England. Why would A BC want to announce this arrangement to consumers in New York City? Is this an example of exporting, a joint venture, or direct investment? How would A BC benefit from entering the UK market in this way?Answer: ABC may have two reasons for announcing that its carpets are sold in London as well as in New York City. First, it can enhance its own image by connection with the prestigious Harrods department store. Second, it may have found through research that some U.S. consumers also travel to London, so it wants to let these consumers know that ABC carpets can be purchased there, as well. This is an example of exporting, because ABC is sending its carpets to be sold at Harrods; it is not setting up a special business jointly with Harrods, nor is it directly investing in facilities in Harrods or in London. ABC would benefit from this arrangement by avoiding the expense, risk, and commitment that joint ventures and direct investment entail while testing sales opportunities through exporting.Focus on TechnologyDetails, details—the exporter's day is filled with details, including a blizzard of government paperwork. Now technology is helping exporters cut through the federal paper chase. The U.S. Customs Service, U.S. Department of Commerce, and other federal agencies have jointly developed the Automated Export System (AES), an electronic version of the multiple forms exporters used to have to complete by hand for several government agencies. With AES, exporters input data only once, using the Electronic Data Interchange (EDI) format, then transmit the form to the U.S. Customs Service. This system streamlines the exporting process, saving time and improving the accuracy of the data collected.Visit the U.S. Customs Service Web site (/). Follow the Importing/Exporting link to the Exporting section, then click on Automated Export System to read a little about AES. Does thissystem affect the distribution channels between nations or the channels within foreign nations? Why do you think the U.S. government developed AES? Who benefits from exped iting the paperwork associated with exporting? Explain your answers.Answer: The Automated Export System affects the distribution channels between nations, because it deals with the way products are exported from the United States to distributors in other countries. Once products leave the United States, the AES has no influence on the channels within foreign nations. The U.S. government probably developed this system to speed up the detailed, complex process of exporting products while gathering more accurate data about the products being exported. Both exporters and the government benefit from needing fewer people to handle the paperwork and to check the accuracy of the data.Marketing for the MillenniumMarketers participating in global e-commerce need to speak the languages of their target customers. Two good examples are the Web sites of Reebok (/) and Nestlé(/html/network.html). The Reebok home page is a gateway for specialized Web sites designed for consumers in Europe, France, Germany, Italy, Spain, the United Kingdom, Hong Kong, and Korea. The Nestlé site links to company sites for Taiwan, Australia, Brazil, Chile, New Zealand, Switzerland, Spain, Germany, France, Japan, Sweden, Greece, and the United Kingdom.Point your Web browser to either the Reebok or the Nestlé Web site, then follow two of the links to company sites in other languages. What visual differences and similarities do you notice between the sites in other languages? Which of the sites (if any) allow online purchases? How do the sites encourage consumers to contact the company? Why are local contact points (phone, mail, address) important for local customers?Answer: Students' answers will vary according to their choice of Web sites. In general, sites based in other countries or using other languages will have some visual differences. Few if any of these sites allow online purchases because Nestlé and Reebok both emphasize distribution through retail channels. Many of the sites invite feedback via e-mail, although some also provide addresses and phone numbers of regional offices. Local contact points allow local customers to get help with problems or have qu estions answered in their own language.YOU'RE THE MARKETER: SONIC MARKETING PLANGlobal marketing offers a way for companies of all sizes to grow by expanding their customer base beyond the domestic market. However, the complexities of global marketing demand careful planning and proper execution.As Jane Melody's assistant, you are researching the global market for Sonic's shelf stereo systems. Review the company's current situation and the research you have already gathered for your marketing plan. Then answer these questions about Sonic's global marketing strategy (noting the need for additional research where necessary):∙If Sonic wants to start marketing its products in other countries, should it use exporting, licensing, joint ventures, or direct investment? Why?∙What international markets seem most promising for Sonic? For data about international trade and marketing in specific countries, visit the Web site of the U.S. Department of CommerceInternational Trade Administration (); also check the links on the Web site ofthe University of Michigan Center for International Business Education and Research(/busres.htm).∙Is global standardization or adaptation most appropriate for Sonic? To answer, you will have to research electronics standards in your chosen market(s) as well as consumer behavior andcompetitive products. How can you collect such data?What marketing-mix strategy and tactics are most appropriate for Sonic to use in other countries?After you have examined potential global markets and marketing mix-strategies and tactics, summarize your ideas in a written marketing plan or them into the appropriate sections of th e Marketing Plan Pro software, including Markets, SWOT and Issue Analysis, and Marketing Strategy.Answer: To get started in global commerce, Sonic should begin by exporting its products to other countries. This minimizes the investment, risk, and commit ment and allows the company to fairly easily change its mind and stop selling in other countries. Sonic may want to first investigate Canada and Mexico as potential markets for its products, if local economies are sound and competition is not too fierce. Shipping products to those markets is less expensive than shipping to overseas markets. Also, Canada and Mexico are major trading partners with the United States, so much assistance is available to exporters targeting those countries. Through research, students may identify additional countries that seem promising.Some global adaptation is a must for Sonic, because of the variation in electrical standards around the world. Also, consumers in different markets may have different needs and preferences; and the competition can vary widely from country to country, which will affect Sonic's marketing strategy. Sonic may be ableto obtain this kind of information from distributors in other countries as well as from U.S. agencies that assist companies with exporting. Students will have many different ideas for marketing mix strategy and tactics; these should be consistent with Sonic's overall goals and mission and with all the other strategy elements.。
CH05 中山大学吴柏林教授,Philip Kotler 营销管理,绝密资料
CHAPTER5--S CANNING THE M ARKETING E NVIRONMENT OVERVIEW:Change in the macroenvironment is the primary basis for market opportunity. The company must start its search for opportunities and possible threats with the firm's macroenvironment. The macroenvironment consists of all the actors and forces that affect the company's operations and performance. Companies need to understand the trends and megatrends characterizing the current macroenvironment. This is critical to identify and respond to unmet needs and trends in the marketplace.The macroenvironment consists of six major forces; demographic, economic, natural, technological, political/legal, and social/cultural. The demographic environment shows a worldwide explosive population growth, a changing age, ethnic and educational mix, new types of households, geographical shifts in population, and the splintering of a mass market into micro-markets. The economic environment shows an emphasis on global income distribution issues, low savings and high debt, and changing consumer-expenditure patterns. The natural environment shows potential shortages of certain raw materials, unstable cost of energy, increased pollution levels, and the changing role of governments in environmental protection.The technological environment exhibits accelerating technological change, unlimited opportunities for innovation, varying R&D budgets, and increased regulation of technological change. The political/legal environment shows substantial business regulation, and the growth of special interest groups. The social/cultural environment shows individuals are changing their views of themselves, others, and the world around them. Despite that there is a continuing trend toward self-fulfillment, immediate gratification, and secularism. Also of interest to marketers is the high persistence of core cultural values, the existence of subcultures, and rapidly changing secondary cultural values.LEARNING OBJECTIVES:After reading this chapter students should:∙Understand some of the major forces impacting a company's macroenvironment∙Know the major trends influencing marketing decisions in the macro environment CHAPTER OUTLINE:I.IntroductionII.Analyzing Needs and Trends in the Macroenvironment - successful companies recognize and respond profitably to unmet needs and trends in the macroenvironment.III.Identifying and Responding to the Major Macroenvironmental Forces -“noncontrollables” which require a responseA.Demographic Environment1.Worldwide population growth - although it brings with it inherent risk, italso presents opportunities2.Population age mix - a strong determinant of needs3.Ethnic markets - each population group has specific wants and buyinghabits.cational groups - from illiterates to those with professional degrees5.Household patterns - traditional household is no longer the dominantpattern6.Geographical shifts in population - migration to safer countries, anddifferent types of areas7.Shift from a mass market to micromarkets - fragmentation is causingcompanies to abandon the “shotgun” approachB.Economic Environment1.Income Distribution - nations vary greatly in their level and distributionof income. It is related to industrial structure, but is also affected by thepolitical system.2.Savings, debt, credit availability - affects consumer expendituresC.Natural Environment1.Shortage of raw materials, infinite, finite renewable, and finitenonrenewable2.Increased cost of energy - oil is a finite nonrenewable resource3.Increased levels of pollution - industrial activity will inevitably harm theenvironment4.Changing role of governments in environmental protection - varies bycountryD.Technological environment1. Accelerating pace of technological change1.Unlimited opportunities for innovation2.Varying R&D budgets - US leads the world in expenditures3.Increased regulation of technological change - complex products causesafety concerns to ariseE.Political/Legal Environment1.Legislation regulating business - has three main purposes: to protectcompanies from unfair competition, to protect consumers from unfairbusiness practices, and to protect the interests of society from unbridledbusiness behavior.2.Growth of special interest groups - number and power have increasedover the last three decades, putting more constraints on marketers.F.Social/Cultural Environment - the society in which people grow up shapes theirbeliefs, values, and norms. Of interest to marketers:1. A high persistence of core cultural values2.Existence of subcultures - emerging from special life experiences orcircumstances.3.Shifts of secondary cultural values through time - Swings from "core"values over time that impact marketing efforts.IV.SummaryMarketing and Advertising1. The ad in Figure 1, from Stockholm-based Ericsson, uses a baby to capture the attention of businesspeople who make buying decisions or influence the buying of telecommunications equipment and technologies. Which of John Naisbett's megatrends are represented in this ad? Support your answers. What does this ad imply about Ericsson's response to the technological environment?Answer: Megatrends represented in the ad include: the booming global economy (Ericsson is based on Sweden but selling in 130 other countries); global lifestyles (widespread use of wireless and Internet communication technologies around the world); and the triumph of the individual (consumer needs driving more, better, customizable wireless and Internet communication products). Ericsson appears to be responding proactively to the technological environment by searching for new innovations for product development.2. Most ads include a picture of the product being promoted, but not the Energizer ad shown here. What demographic segment does this ad appear to be targeting? How do you know? What attitudes are reflected in this ad? How would other segments be likely to respond to it? If you were Energizer, what magazines would you choose to run these ads? Explain your choices.Answer: This Energizer ad seems to be targeting Generation X consumers who buy and use digital cameras, judging by the informal and slightly irreverent copy in the ad. One attitude reflected in this ad is a strong tendency toward independence; another is the importance of family ties (students may offer additional responses). Older consumers may laugh at the ad or even be somewhat offended by its irreverence. Energizer should run these ads in magazines targeted toward Generation X consumers.Focus on TechnologyThe accelerating pace of technological change is leading to marketing opportunities based on new needs and lifestyles. Consider the trend toward increased telecommuting—people working at home instead of commuting to business offices some distance away. Every year, more employees and entrepreneurs opt to work from home, creating higher demand for personal computers, printers, fax machines, telephone services, Internet access, and related goods and services.Increased sales of home office equipment and communication services are not the only consequences of this technological change. Now that more people are working from home, their lifestyles are changing, creating both opportunities and threats. For example, people who no longer drive long distances to work may buy new cars less often and use less gasoline. On the other hand, their expenditures on household meals and casual clothing will increase. Identify two more marketing opportunities and threats that result from the trend toward more telecommuting. Telecommuters are not listed in any central directory, so how can companies locate and market to this growing segment?Answer: Students may have a variety of ideas for marketing opportunities and threats resulting from the trend toward increased telecommuting. Two sample opportunities are: selling more paper for pr inters and fax machines; and selling more personal financial products to help telecommuters track expenses for working at home. Two sample threats are: lower sales of office furniture; and lower demand for large office facilities. Marketers can market to this segment in many ways; two sample ideas: reach post banner ads on popular Web sites such as Yahoo! and other Internet sites that cater to telecommuters; and advertise in specialized magazines geared toward industries with high or growing numbers of telecommuters.Marketing for the MillenniumAt the start of the new millennium, environmental concerns are driving marketing in new directions. Consider trends in the dry cleaning industry. Thousands of green cleaners are opening their doors all over the United States. Manufacturers such as Procter & Gamble and Exxon are also jumping on the green bandwagon.What are the marketing implications of this trend? Get some ideas from the links on the Web site of the nonprofit Center for Neighborhood Technology (), which promotes economic and communitydevelopment through ecological improvement. Look under "sustainable manufacturing" to find the "wet cleaning" section. Going beyond cleaning fluids and equipment, identify two additional opportunities for new products related to green cleaning. If consumers are mainly motivated by convenience, should marketing for these new products stress environmental safety? How might increased competition from environmentally-sound products affect the marketing strategy for these new products? For traditional dry cleaning outlets?Answer: Students may offer various responses to these questions. Two sample marketing opportunities for new products related to green cleaning: marketing training programs and materials to teach entrepreneurs how to handle green cleaning equipment and supplies; and marketing recyclable bags, hangers, and other materials to green cleaners that want to be environmentally-friendly in more areas of their business. Environmental safety should be part of the message for these new goods and services, but the message should focus mainly on how the products help green cleaners serve their customers better, more quickly, and with less environmental waste. As more environmentally-sound products come on the market, existing products should have an easier time conveying and supporting their "green" messages because of increased consumer awareness and acceptance of similar products. Traditional dry cleaning outlets, on the other hand, may begin to lose customers or face more questions about environmental issues, which will necessitate changes in their marketing strategy.YOU'RE THE MARKETER: SONIC MARKETING PLANEvery firm has to examine its macroenvironment to understand the key developments that shape opportunities and pose threats. This environmental scanning uncovers emerging trends and changes that can potentially affect the needs of customers, the competition, and the firm's markets.Jane Melody asks you to scan Sonic's external environment for signs of change that indicate opportunities and threats for shelf stereo systems. Review Sonic's current situation and then, using library or Internet resources (or both), locate information to answer the following questions about Sonic's macroenvironment:∙What demographic changes are likely to affect Sonic's target market, buyers age 20-40? For example, check U.S. Census data () by clicking on "subjects A to Z," thenclicking "age," and accessing the state-level age projections.∙What technological changes can potentially affect product development and buyer acceptance of current product? Look at the Web site of UHF Magazine () for newsabout stereo technologies such as DVD; check industry sources for more technological trends.∙What economic trends might influence the product line's future? Check the Commerce Department's Stat-USA. site (/), especially key topics within theGeneral Economic Indicators section under the "State of the Nation" heading.∙What political-legal issues might affect Sonic and its competitors? Search the Thomas Web site () for any relevant federal legislation on import-export opportunities, usingkeyword searches such as "import + stereo" and "export + stereo." Also use search engines tofind any new regulations that affect competitors' import-export activities.Once you have completed your environmental scan, analyze the results and their implications for Sonic's marketing efforts. As your instructor directs, summarize your findings and conclusions in a written marketing plan or type them into the Marketing Situation section of the Marketing Plan Pro software. Answer: Students' answers will depend on the latest information available about the macroenvironment, including demographic changes, technological changes, economic trends, and political-legal issues. For example, they will find on the Census site that the overall population 18-24 has decreased since 1990 while the overall population 25-44 has increased. They will also be able to track these changes by gender, by region of the country, and by individual states. Demographic data such as this will help Sonic determine whether it should continue to focus on consumers aged 20-40, change the age or gender focus, and/or select particular states or region for more or less distribution and marketing emphasis. Technological trends are continually changing, so students need to analyze what they find out through UHF Magazine and other sources to determine whether Sonic has the right mix of products or needs to begin developing newproducts with new technology. Sonic must also understand how economic trends will affect consumers' ability to buy and interest in buying new shelf stereo systems. Finally political-legal changes researched on the Thomas site and other sites or sources will help Sonic determine (1) whether the environment will support profitable expansion into international markets, (2) whether overseas competitors are likely to have an easier or tougher time marketing in the United States, and (3) whether Sonic will have a more difficult time importing parts from other countries.。
CH19 中山大学吴柏林教授,Philip Kotler 营销管理,绝密资料
Measurement
Communication impact Sales impact
Media
Reach, frequency, impact Major media types Specific media vehicles Media timing Geographical media allocation
Evidence Scientific Evidence Technical Expertise Personality Symbol Slice of Life
Lifestyle
Typical Message Execution Styles
Fantasydoor
Advantages: Flexibility; high repeat exposure; low cost; low message competition
2000 Prentice Hall
Limitations: Little audience selectivity; creative limitations
Objectives
Developing & Managing an Advertising Program Deciding on Media & Measuring Effectiveness Sales Promotion Public Relations
2000 Prentice Hall
Direct Mail
Advantages: Audience selectivity; flexibility, no ad competition within same medium; allows personalization Limitations: Relative high cost; “junk mail” image
CH20 中山大学吴柏林教授,Philip Kotler 营销管理,绝密资料
C HAPTER 20--M ANAGING THE S ALES F ORCEOVERVIEWMost companies use sales representatives, and many companies assign them the pivotal role in the marketing mix. Salespeople are very effective in achieving certain marketingobjectives. At the same time they are very costly. Management must give careful thought to designing and managing its personal-selling resources.Sales force design calls for decisions on objectives, strategy, structure, size and compensation. Sales force objectives include prospecting, communicating, selling and servicing, information gathering, and allocating. Sales force strategy is a question of what types and mix and selling approaches are most effective (solo selling, team selling, and so on). Sales force structure is a choice between organizing by territory, product, customer, or a hybrid combination and developing the right territory size and shape. Sales force size involves estimating the total workload and how many sales hours-and hence salespeople-would be needed. Sales force compensation involves deter-mining pay level and components such as salary, commission, bonus, expenses, and fringe benefits.Managing the sales force involves recruiting and selecting sales representatives and training, directing, motivating, and evaluating them. Sales representatives must be recruited and selected carefully to hold down the high costs of hiring the wrong persons. Sales-training programs familiarize new salespeople with the company's history, its products and policies, the characteristics of the market and competitors, and the art of selling. Salespeople need direction on such matters as developing customer and prospect targets and call norms and using their time efficiency through computer-aided information, planning and selling systems and inside support salespeople. Salespeople also need encouragement through economic and personal rewards and recognition because they must make tough decisions and are subject to many frustrations. The key idea is that appropriate sales force motivation will lead to more effort, better performance, higher rewards, higher satisfaction, and therefore still more motivation. The last management step calls for periodically evaluating each salesperson's performance to help him or her do a better job. The purpose of the sales force is to produce sales, and this involves the art of personal selling. One aspect is salesmanship, which involves a seven-step process: prospecting and qualifying, preapproach, approach, presentation and demonstration, overcoming objections, closing, and fol-low-up and maintenance. Another aspect is negotiation, the art of arriving at transaction terms that satisfy both parties. The third aspect is relationship management, the art of creating a closer working relationship and interdependence between the people in two organizations.In summary, the primary variables for the sales force / management effort include the following: (1) Setting Objectives - Objectives can be general rules for guiding salespeople or more specific expectations for behavior. Regardless, the sales objectives should address the relationship between sales, customer satisfaction, and company profit; (2) Designing Strategy- Strategy requires decisions on salesforce structure, size, and compensation. Variations inthis mixture are appropriate for differing industries, markets and sales objectives; (3) Recruiting and Selecting - Knowing in advance what characteristics will always produce good salespeople is very difficult. Selection procedures should attempt to screen candidates forboth ability and retention-related issues; (4) Training Salespeople - Issues in training center onskills such as order taking and order getting, seeing customers as people who require problem solutions; (5) Supervising Salespeople - Supervision addresses problems in directing and coordinating salespeople's organization, time management, motivation, and customer relationships; (6) Evaluating Salespeople - Evaluation requires both qualitative and quantitative measures of salesforce performance.LEARNING OBJECTIVES:After reading the chapter the student should understand:∙The key factors in designing a sales force∙How one manages a sales force successfully∙The fundamental principles of personal sellingOUTLINEI.Introduction - various classifications of sales positions ranging from least to most creativetypes of selling (deliverer, order taker, missionary, technician, demand creator, solutionvendor)II.Designing the Sales ForceA.Sales Force Objectives (tasks to perform include: prospecting, targeting,communicating, selling, servicing, information gathering, and allocating)B.Sales Force Strategy - approach can be: sales rep to buyer, sales rep to buyergroup, sales team to buyer group, conference selling or seminar selling. Acompany can utilize a direct (company) or contractual (outside) sales force.C.Sales Force StructureD.Force Size and Compensation - level and appropriate combination of components(fixed, variable, expense allowances, and benefits).III.Managing the Sales ForceA.Recruiting and Selecting Sales Representative1.What Makes a Good Sales Representative?2.Recruitment Procedures3.Applicant-Rating ProceduresB.Training Sales Representatives - several goals: to know and identify with thecompany, to know the company’s products, to know the customers’ andcompetitors’ characteristics, to know how to make effective sales presentations,and to understand field procedures and responsibilitiesC.Supervising Sales Representatives1.Developing Norms for Customer Calls2.Developing Norms for Prospect Callsing Sales Time EfficientlyD.Motivating Sales Representatives - the higher the salesperson’s motivation, thegreater his or her effort.1.Sales quotas2.Supplementary Motivators (meetings, contests, etc.)E.Evaluating Sales Representatives1.Sources of Information - sales reports including activity plans and write-ups of activity reports2.Formal Evaluation of Performance (current-to-past sales comparisons,customer-satisfaction evaluation, qualitative evaluation)IV.Principles of Personal SellingA.Professionalism - major steps involved in any sales presentationB.Prospecting and Qualifying - identify and screen out leads1.Pre-approach - learning about the prospect2.Approach - greeting the prospect3.Presentation and Demonstration - tell the product “story”4.Overcoming Objections - psychological and logical resistance5.Closing - asking for the sale6.Follow-Up and Maintenance - ensure satisfactionC.Negotiation1.Negotiation Defined - in negotiated exchange, price and other terms areset via bargaining behavior, in which two or more parties negotiate long-term binding agreements.2.When to Negotiate - appropriate whenever a zone of agreement exists3.Formulating a Negotiation StrategyD.Relationship Marketing - based on the premise that important accounts needfocused and continuous attention. Main steps in establishing a relationshipmarketing program include:1.Identify the key customers meriting relationship marketing,2.Assign a skilled relationship manager to each key customer,3.Develop a clear job description for relationship managers,4.Appoint an overall manager to supervise the relationship managers,5.Have relationship managers develop long-range goals and annualcustomer-relationship plans.V.SummaryMarketing and Advertising1. Ford uses ads such as this, which appeared in Latina magazine, to bring prospects into its dealers' showrooms. Then sales representatives take over, asking about prospects' needs and discussing features and benefits of various Ford models. What kind of training do you think dealers' sales representatives n eed? How can they qualify prospects? Why are good follow-up and maintenance skills important for dealers' sales representatives?Answer: Dealers' sales representatives need training in the features and benefits of each Ford model, as well as training in customers' and competitors' characteristics, effective sales presentation methods, and appropriate field procedures. They can qualify prospects by asking about their preferences (to see whether these match with Ford models being sold), schedule for buying, and price requirements. Good follow-up and maintenance skills keep customers coming back for service at the dealership and encourage customers to buy the next vehicle from the same dealer.2. The Xerox ad shown in Figure 2 is geared toward businesses that produce marketing materials such as brochures in color. This ad directs interested readers to call a toll-free number and ask for a "Xerox Color Specialist." Which of the six types of sales representatives is this specialist likely to be? Which of the specific sales tasks is this sales rep likely to perform?Answer: The Xerox color specialist is likely to be a solution vendor who can devise a system to solve the customer's problems. This sales rep will not do prospecting, targeting, or allocating, but wil l respond to calls from customers by communicating, selling, servicing, and information gathering.Focus on TechnologyAutomated sales management software helps companies boost the productivity of their sales representatives and better integrate sales activities with overall marketing and corporate strategies. Among the leaders in this technology is Trilogy, whose Selling Chain software includes modules for managing sales compensation, contracts, pricing, proposals, and other aspects of the sales proces s.Visit Trilogy's Web site to read about its Selling Chain software(/products/selling_chain.asp). Also click on the "SC Commission" button (in the column of products at left) to read about the sales compensation portion of this program, used by sales managers at Hewlett-Packard and many other companies. With this program, what criteria might sales managers want to use to evaluate the performance of their representatives? Why would sales managers want to track the profitability as well as the volume of sales produced by a sales representative?Answer: Using the Trilogy software, sales managers might want to evaluate their sales reps on the basis of activity (including the number of sales calls made and the number of resulting proposals, contracts, and quotes generated) as well as performance in meeting sales quotas and revenue and profit goals. Customer satisfaction is not tracked directly by the Trilogy software, but should also be included in any sales performance evaluation. Profitability as well as sales should be tracked because reps who build sales volume by discounting prices can significantly hurt the company's overall profitability.Marketing for the MillenniumMany companies are using their Web sites as tool s for building long-term relationships between sales representatives and their customers. A case in point is Texas Instruments, which has created a sophisticated Web site to support its sales of multiple product lines, including calculators and semiconductors.Visit the Texas Instruments Web site (/). Click on the privacy policy (at bottom of page) to learn why information is collected from visitors. Then return to the home page and click on the TI&ME button (at top right) to see how visitors can customize what they view on this site. What does Texas Instruments do with the information it collects from visitors? Why would a customer want to customize the Web page? Why would Texas Instruments want its customers to set up customized Web pages? What effect is this likely to have on the relationship between customers and their sales representatives? Answer: Texas Instruments' privacy policy states that the company will not provide any visitor's personally identifying information to other companies or individuals without getting the visitor's consent. The company tracks the sites from which people go to the Texas Instrument site; it also retains cookies to track specific information requested by the vi sitor, such as personalized Web pages, registrations, and so on. Customers who do not want to waste time wading through mountains of irrelevant data would find customized Web pages useful and time-saving. Knowing what interests a customer can help a sales reptailor the offer of goods and services to better meet that customer's needs; thi s strengthens the relationship between the customer and the sales rep.YOU'RE THE MARKETER: SONIC MARKETING PLANMany marketers—including nonprofit and for-profit organizations—include personal selling in their marketing plans. However, because of the high cost of maintaining a sales force, many marketers are substituting mail and telephone sales for some personal sales calls.At Sonic, you are helping Jane Melody plan sales strategy for the company's line of shelf stereos. Take a few minutes to review Sonic's current situation and the marketing strategies you have already recommended. Then answer the following questions about Sonic's use of personal selling:∙Who should Sonic's sales force be calling on? How can the sales force support Sonic's marketing plan and goals? Would Sonic benefit from major account management?∙What sales objectives and quotas should Sonic set for its sales force?∙What kind of compensation would be most appropriate for the sales force?∙What training should Sonic be providing for new and existing sales representatives?Once you have answered these questions, consider the implications for Sonic's overall marketing goals and its marketing mix. Depending on your instructor's directions, type your answers and recommendations into a written marketing plan or enter them into the Marketing Strategy/Sales Force section and the Sales Forecast section of the Marketing Plan Pro software.Answer: Sonic's sales force should be calling on wholesalers and retailers as part of the distribution strategy. The goals set for the sales force should directly link with Sonic's marketing plan and goals and with the company's overall goals. Sonic would probably benefit from major account management. This would allow for the development and nurturing of longer-term relationships with retailers and other channel members who sell large quantities of Sonic stereos. Sales objectives and quotas for Sonic's sales force should include: quotas that are higher than the sales forecast presented in the marketing plan, to encourage higher performance; objectives for unit sales, revenues, and profitability; and objectives for customer satisfaction. Sonic can structure its sales compensation in several ways. If straight salary is provided, the company should add special incentives to motivate and reward sales reps for extraordinary effort or results. If straight commission is provided, the company only pays when reps perform, which encourages sales reps to meetor exceed their quotas. However, Sonic would probably do best with a combination of salary and commission, which would pay reps for handling necessary nonsales functions while rewarding them for making or exceeding their quotas. Sonic needs to train its sales reps about the company and its goals; the products and their features and benefits; customers and competitors' characteristics; sales presentation methods; and sales procedures and responsibilities.。
体验营销 主题10 明确体验轴心 中山大学吴柏林教授“体验经济·体验营销”绝密资料
主题10 明确体验轴心[主题要点]体验轴心是整个体验营销的主线，它是以体验设计为基础，体验实现为目标，“4P+6E”策略为有效手段，体验管理为有力保证，最后通过效果评估实现体验整体策略实施的提高与循环。
※体验设计。
体验设计是将消费者的参与融入设计中，是企业把服务作为“舞台”，产品作为“道具”，环境作为“布景”，使消费者在商业活动过程中感受到美好体验的过程。
它以消费经验作为设计的核心，是体验经济理论与商品市场战略结合的产物，其理论逐渐成为现代企业开发产品的重要依据。
体验设计的重要环节——产品设计也由自然向标准化再向定制化以及人性化方向发展。
体验设计是体验营销的基础。
只有进行体验设计，体验营销才能有的放矢，才能有营销的对象。
而后，通过体验营销的整合策略“4P+6E”达到体验的实现。
体验设计的价值基础是设计价值。
设计价值是指供应商根据前期的研发设计已经制造出来的、但还需要通过市场传递给顾客的一种效用或价值（即一种还没有实现的价值）。
设计价值体现着供应商对目标顾客的研究，以及对顾客期望和需求的理解和判断。
在某种程度上，要通过产品和服务的自然属性和客观属性来体现。
再者，供应商意欲提供或传递给顾客的某种效用和价值，最终有赖于顾客的选择、感知和判断。
只有真正被顾客所接受认可时，供应商的设计价值才能被实现。
※体验设计特征。
在我们进行体验设计的时候，首先要理解什么是体验，因此，我们就有必要先介绍一下体验的特征，详见下表。
表1.10.1 体验设计的特征※体验实现。
在产品设计中，主体对客体的体验层次表现为：首先是在消费体验识别和设计编码阶段，一方面，是设计师主体对消费者客体的体验识别，必须针对消费客体的特性与需求作充分、准确的体验识别。
另一方面，设计师对物的属性的体验识别，这是定位产品的功能与形式的基础。
如我国书画家对制砚的石材天然品性的揣摩过程。
其次是在设计解码和体验市场化过程中，消费者主体对于产品客体的解码和体验。
CH06 中山大学吴柏林教授,Philip Kotler 营销管理,绝密资料
C HAPTER 6--A NALYZING C ONSUMER M ARKETS AND B UYING B EHAVIOR OVERVIEW:In addition to a company’s marketing mix and factors present in the external environment, a buyer is also influenced by personal characteristics and the process by which he/she makes decisions. A buyer’s cultural characteristics, including values, perceptions, preferences, and behavior learned through family or other key institutions, is the most fundamental determinant of a person’s wants and behavior. Consumer markets and consumer buying behavior have to be understood before sound marketing plans can be developed.The consumer market buys goods and services for personal consumption. It is the ultimate market in the organization of economic activities. In analyzing a consumer market, one needs to know the occupants, the objects, and the buyers' objectives, organization, operations, occasions and outlets.The buyer's behavior is influenced by four major factors: cultural (culture, subculture, and social class), social (reference groups, family, and roles and statuses), personal (age and life cycle state, occupation, economic circumstances, lifestyle, and personality and self-concept), and psychological (motivation, perception, learning, and beliefs and attitudes). All of these provide clues as to how to reach and serve buyers more effectively.Before planning its marketing, a company needs to identify its target consumers and their decision processes. Although many buying decisions involve only one decision maker, some decisions may involve several participants, who play such roles as initiator, influencer, decider, buyer, and user. The marketer's job is to identify the other buying participants, their buying criteria, and their influence on the buyer. The marketing program should be designed to appeal to and reach the other key participants as well as the buyer.The amount of buying deliberateness and the number of buying participants increase with the complexity of the buying situation. Marketers must plan differently for four types of consumer buying behavior: complex buying behavior, dissonance-reducing buying behavior, habitual buying behavior, and variety-seeking buying behavior. These four types are based on whether the consumer has high or low involvement in the purchase and whether there are many or few significant differences among the brands.In complex buying behavior, the buyer goes through a decision process consisting of need recognition, information search, evaluation of alternatives, purchase decision, and postpurchase behavior. The marketer's job is to understand the buyer's behavior at each state and what influences are operating. This understanding allows the marketer to develop an effective and efficient program for the target market.LEARNING OBJECTIVES:After reading this chapter students should:∙Understand the major factors influencing consumer behavior∙Know and Recognize the types of buying decision behavior∙Understand the stages in the buying decision processCHAPTER OUTLINE:I.IntroductionII. A Model of Consumer BehaviorIII.Major Factors Influencing Buyer BehaviorA.Cultural Factors1.Culture - values, perceptions, and preferences that are the mostfundamental determinant of a person’s wants and behavior.2.Subcultures - nationalities, religions, racial groups, geographical regions3.Social Class - hierarchically ordered divisions in a society; membersshare similar values, interests and behavior. (see Table 6-1)B.Social Factors1.Reference groups - all groups that have an influence on attitudes orbehavior.2.Family - the most influential primary reference group.3.Roles and statuses - activities a person is expected to perform and thestatus associated with each.C.Personal Factors1.Age and life cycle stage - people buy different goods over their lifetime.2.Occupation and Economic circumstances -a)blue collar v. white collarb)spending income, savings and assets, debts, borrowing power,and attitude toward spending versus saving --- all impactsproduct choice.3.Lifestyle - pattern of living as expressed by activities, interests, opinions4.Personality and self-concept. - each person has distinguishingpsychological characteristics that influence buying behavior.5.Psychological Factorsa)Motivation - correlated to the strength of a need (Freud, Maslow,Herzberg)b)Perception - selective attention, selective distortion, selectiveretentionc)Learning - changes in behavior arising from experience.d)Beliefs and attitudes - a belief is a descriptive thought a personholds about something; an attitude is a person’s e nduringfavorable or unfavorable evaluations, emotional feelings, andaction tendencies toward some object or idea.IV.The Buying Decision ProcessA.Buying Roles - five different roles: initiator, influencer, decider, buyer and userB.Buying Behaviorplex buying behavior - high involvement, significant differenceamong brands2.Dissonance-reducing buying behavior - high involvement, little or noperceived difference among brands. Purchase is fairly quick.3.Habitual buying behavior - low involvement, little or no brand difference4.Variety-seeking buying behavior - low involvement but perceivedsignificant brand differences. May occur to relieve boredom.C.The Stages in the Buying Decision Process1.Problem recognition - difference between actual state and desired statermation search - both internal and external sources3.Evaluation of alternatives - different process for every consumer,involves weighing product attributes and their ability to deliver benefits4.Purchase decision - form a preference and intention to buy. Actualpurchase can be influenced further by attitudes of others andunanticipated situational factors.5.Postpurchase behavior - satisfaction or dissatisfaction will lead tosubsequent behavior that can have both positive and negative effects. V.SummaryMarketing and Advertising1. Business travelers have specific needs to be addressed through buying behavior, as this Sheraton Four Points Hotels ad indicates. What personal and psychological factors in the buying process have been incorporated into this ad? In terms of the buying decision for hotel accommodations during a business trip, which role or roles are being addressed by this ad? Which stage of the consumer buying process is this ad most likely geared toward? Why?Answer: Among the personal factors incorporated into the Sheraton Four Points Hotels ad are: buyer's occupation, lifestyle, personality, and self-concept. Among the psychological factors incorporated into the ad are: motivation, perception, learning, and beliefs and attitudes. The consumer's role in the working world as someone who must travel on business is being addressed by this ad. In addition, the ad seems to be addressing consumers who have higher status roles in the work world, compared to those who have lower status roles. This ad is mostly likely geared toward the information search stage in the consumer buying process, because it offers information to help the buyer learn about this Sheraton Hotels brand, its features, and its benefits.Focus on TechnologyCookies—tiny bits of data about on-line activities that are stored on a user's computer—are controversial. On-line marketers like cookies because they reveal what consumers are buying, which sites they are visiting, and other personal details. Based on cookie data, CDnow and are two of a growing number of marketers that can create personalized Web pages geared to individual consumers' preferences and purchasing patterns.Many companies post their Internet privacy policies so consumers can see how cookie data are collected and used. Still, privacy advocates worry about allowing marketers access to personal information. Consumers who use Internet browsers by Netscape and Microsoft can block cookies, but the default setting for these programs allows cookies. As a result, consumers may not even know that cookies are being stored on their computers. If you headed the marketing department at on-line bookseller , what would you say in your privacy policy? How would you expect this policy to influence consumer attitudes and behavior?Answer: Students will offer a variety of responses. They might include the following types of messages in a privacy policy for : reassurance that the company will not release personal information without the consumer's knowledge and approval; and a guarantee that personal information will be strictly safeguarded against unauthorized access. These messages would encourage consumers to have a positive attitude toward giving personal information rather than worrying about misuse of the information; they would also encourage consumers to feel good about buying from the company. Marketing for the MillenniumPsychographic research has gone digital. Marketers getting ready for the new millennium can use psychographic research tools such as SRI Consulting's iVALS and Forrester Research's Technographics to segment consumers based on technology types. The iVALS approach, for example, groups consumers into10 segments: Wizards, Pioneers, Upstreamers, Socialites, Workers, Surfers, Mainstreamers, Sociables, Seekers, and Immigrants.To see how iVALS operates, visit SRI Consulting's Web site and take the latest survey, which includes questions about new media (/vals/surveynew.html). Also examine the section on iVALS types (/vals/ivals.segs.html). Why would marketers want to use this type of psychographic segmentation? Which marketers (or products) would benefit most from the application of iVALS segmentation? Why?Answer: Marketers would want to use iVALS to better understand how segments of consumers and businesspeople feel about and use technology. In turn, this understanding can help marketers develop strategies for targeting the right segment for the right kind of technological product use. It can also help marketers understand the reasons why these people behave as they do, which allows marketers to craft appropriate messages and choose suitable media for reaching targeted segments at the right time with the right product. Segmentation using iVALS would most benefit marketers of electronics products, telecommunications for home and office, and other products that incorporate technology in some way. Students may offer additional ideas.YOU'RE THE MARKETER: SONIC MARKETING PLANEvery marketer has to study consumer markets and behavior prior to developing its marketing plan. This enables marketers to understand who constitutes the market, what and why the market buys, who participates in the buying, and how, when, and where the market buys.You are responsible for researching and analyzing the market for Sonic's shelf stereos. Look again at the company's current situation, then answer these questions about the market and buyer behavior (noting the need for additional research where necessary):∙What cultural, social, personal, and psychological factors have the most influence on buyers of shelf stereos? What research tools would help you better understand the effect on buyerattitudes and behavior?∙Which specific factors should Sonic's marketing plan focus on?∙What buying roles and buying behaviors relate to shelf stereo products?∙What kind of marketing activities should Sonic plan to coincide with each stage of the consumer buying process?After you have analyzed your markets and consumer behavior, consider the implications for Sonic's marketing efforts. As your instructor directs, summarize your findings and conclusions in a written marketing plan or type them into the Marketing Situation, SWOT/Issue Analysis, and TargetMarkets/Positioning sections of the Marketing Plan Pro software.Answer: Students are likely to come up with a variety of responses to these questions, depending on the rest of their marketing plan ideas and the strategies they want Sonic to pursue. As a sample, students may say that the target market's values of material comfort, practicality, and similar cultural values all influence buyers of shelf stereos. Social factors that may influence these buyers are the viewpoint of opinion leaders, the interaction and roles of family members in buying shelf stereos. Personal factors having the most influence might include age and life-cycle stage, economic circumstances, and lifestyle. Psychological factors having the most influence on such purchases might include perception and beliefs and attitudes. among the buying roles, Sonic might choose to use its advertising to target the initiator and the decider (students may suggest and support the choice of other roles). Sonic also needs more research to determine whether its products are considered high or low involvement and what type of buying behavior is associated with purchases of shelf stereos.Finally, Sonic should plan activities for every stage of the consumer buying process. Sonic's goal in the first stage is to help consumers recognize a need for a new shelf stereo, using advertising and other activities (students will offer many ideas). In the second stage, Sonic needs to be sure it provides as muchinformation in as much depth as consumers require, not just from commercial sources but from public sources and experiential sources. Personal sources will work in Sonic's favor if friends and others are satisfied with Sonic's products. In the third stage, Sonic must be sure its brand-building activities contribute to the consumer's evaluation of the product as having the right benefits and attributes to satisfy their needs. In the fourth stage, Sonic should plan marketing activities that ensure a positive buying situation as well as lower perceived risk. In the fifth and final stage, Sonic's marketing activities should reassure consumers that they have made the right decision and continue to provide satisfaction when customers need service or have other contact with the company.。
CH08 中山大学吴柏林教授,Philip Kotler 营销管理,绝密资料
C HAPTER 8--D EALING WITH THE C OMPETITION OVERVIEW:In the marketplace there are many companies that develop effective products, channels, pricingand advertising. However, many of these companies lose in the marketplace. There may bemany reasons, but a critical variable may be an inability to understand the competitiveenvironment and to gather and utilize data on that environment.To prepare an effective marketing strategy, a company must consider its competitors as well as itsactual and potential customers. This is especially necessary in slow growth markets because salescan only be gained by wining them away from competitors.A company's closest competitors are those seeking to satisfy the same customers and needs andmaking similar product / service offers. A company should also pay attention to its latentcompetitors who may offer new and/or different ways to satisfy the same needs. The companyshould identify its competitors by using both an industry and market-based analysis.A company should gather information on competitor strategies, objectives, strengths, weaknesses,and reaction patterns. The company should study and understand competitor strategies in order to identify its closest competitors and take the proper steps. The company should know thecompetitor's objectives in order to anticipate further moves and reactions. Knowledge of thecompetitor's strengths and weaknesses permits the company to refine its own strategy to takeadvantage of competitor weaknesses while avoiding engagements where the competitor is strong.Understanding typical competitor reaction patterns helps the company choose and time its moves. Competitive intelligence should be collected, interpreted and disseminated 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.LEARNING OBJECTIVES:After reading this chapter students should:∙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 CHAPTER OUTLINE:I.Introduction: Porter’s Five F orces; the first three forces focus on competitors; theInternet is rapidly altering many of the existing patterns of competition, especially for the existing middleman and distribution channels.II.Identifying Competitors - four levels: brand, industry, form, and genericA.Industry Concept of Competition1.Number of Sellers and Degree of Differentiation (monopoly, oligopoly,monopolistic competition and pure competition)2.Entry and Mobility Barriers - ease of entry into market and varioussegments3.Exit and Shrinkage Barriers - ease of exit and reduction in size4.Cost Structure5.Degree of Vertical Integration6.Degree of GlobalizationB.Market Concept of Competition - in addition to companies making the sameproduct, look at companies that satisfy the same customer need.III.Analyzing CompetitorsA.Identifying Competitor StrategiesB.Determining Competitor ObjectivesC.Assessing Competitor Strengths and Weaknesses - share of market, share of mind,share of heart. Companies that make steady gains in mind share and heart sharewill inevitably make gains in market share and profitability.D.Estimating Competitor Reaction Patterns - four categories: laid-back (does notreact), selective (reacts only to certain types of attacks), tiger (reacts to anyassault), and stochastic (no predictable reaction)IV.Designing the Competitive Intelligence System -- with considerable emphasis on the Internet and competitor Web sites.A.Four Main Steps1.Setting up the system2.Collecting the data3.Evaluating and analyzing the data4.Disseminating information and respondingB.Selecting Competitors to Attack and Avoid - major steps in customer valueanalysis are:1.identify the major attributes that customers value; assess the quantitativeimportance of the different attributes; assess company and competitorperformance on the different customer values against their ratedimportance; examine how customers in a specific segment rate thecompany’s performance against a specific major competitor on anattribute-by-attribute basis; and monitor customer values over time.2.Classes of Competitors -- following customer value analysis: strong vs.weak, close versus distant, "good" versus "bad.3.Customer value analysis helps a marketer perceive company / productvalue to a customer relative to competitor product value(s).V.Designing Competitive StrategiesA.Market-Leader Strategies1.Expanding the total market, with new users, new uses and more usage2.Defending Market Share, with position, flank, preemptive,counteroffensive, mobile and contraction defensive strategies3.Expanding Market Share (note Procter & Gamble and Caterpillar casestudies) -- line-extension, brand-extension, multibrand, etc., strategies.B.Market-Challenger Strategies by defining the strategic objective and theopponents, choosing a general attack strategy, and choosing a specific attackstrategy.C.Market-Follower StrategiesD.Market-Nicher StrategiesVI.Balancing Customer and Competitor Orientations - marketers should not become so competitor-centered that they focus on customers already lost.VII.SummaryMARKETING A ND ADVERTISING1. The U.S. Postal Service uses advertising to show businesses the benefits of reaching customers through direct mail. Figure 2 is a USPS ad offering a free kit to help marketers learn how to add direct mail to their media mix. Is the industry structure for first class mail a pure monopoly, an oligopoly, monopolistic competition, or pure competition? Support your answer. What is the competitive structure for the overnight delivery industry in which Express Mail competes? What are the implications for the way the USPS markets first-class mail to the business market? For the marketing of Express Mail to the business market?Answer: First class mail is a pure monopoly, because only the U.S. Postal Service is legally allowed to provide this service in the United States. On the other hand, the competitive structure for overnight delivery is an oligopoly, with a relatively s mall number of large organizations such as FedEx, UPS, and the U.S.P.S. offering a range of products. As a result of its monopoly position, the U.S.P.S. does not have to compete on the basis of price or service when it markets first class mail to businesses. Still, the U.S.P.S. wants businesses to use its mail services rather than other media such as magazines, which is the reason for ads such as this. When marketing Express Mail to businesses, the U.S.P.S. faces a great deal of competition, so it has to compete on the basis of price, service, and other marketing mix elements.FOCUS ON TECHNOLOGYLevi Strauss is using mass-customization manufacturing technology to bring customer-size specializationto a new level in an innovative market-nicher strategy for its jeans. The program, titled Levi's Original Spin, allows customers to order jeans specially manufactured to their personal specifications. Levi's salespeople take just three body measurements, and customers get to pick the color, fabric, leg opening, fly type, and model cut. These specifications are electronically transmitted to the Levi's facto ry, where the automated equipment manufactures custom-fit jeans in two to three weeks.Visit the Original Spin pages on Levi's Web site (/originalspin/) to read about this program. How does this program help Levi's compete more effectively against Wrangler and Lee, two traditional competitors in the jeans market? Is Levi's aiming for high margin or high volume with this niche strategy? How do you know?Answer: Original Spin allows Levi's to compete more effectively against Wrangler and Lee with the powerful competitive tool of custom sizing for perfect fit. Whereas Wrangler and Lee offer jeans in standard sizes, Levi's goes further, inviting customers to have jeans made to exact body measurements—intheir choice of cut and fabric. Customers who try Original Spin and like it are far more likely to remain loyal to Levi's; in contrast, customers who buy standard sizes are likely to be less loyal to Wrangler and Lee. Levi's is aiming for high margin, because it charges higher prices for custom-made jeans and can therefore generate a higher profit than from its ready-to-wear lines. Because of the higher price and two-week minimum delay in receiving the custom-made jeans, Original Spin would have difficulty achieving the same sales volume as Levi's ready-to-wear jeans, which indicates that Levi's is not seeking high volume with this niche strategy.MARKETING FOR THE MILLENNIUMDisintermediation via the Internet is changing the competitive playing field in many industries, from tangible goods such as cars (exemplified by Auto By Tel) to intangible services such as insurance (exemplified by LifeQuote). Taking a closer look at disintermediation in the travel industry, consider the competition that a local travel agency faces from airline Web sites such as American Airlines and travel Web sites such as Microsoft's Expedia.Visit the A merican Airlines Web site () to see what is offered, including special fares, flight schedules and pricing, frequent flyer programs, information about airport acces s, and so on. Next, visit the Expedia Web site () to sample its offerings, including booking air travel, rental cars, and hotel rooms, finding information about travel destinations, maps, and more. How are these sites similar, and how are they different? What do these sites offer that traditional travel agencies do not? What do traditional travel agencies offer that these sites do not? What are the implications for the traditional agencies who compete with these online sites?Answer: In general, the A merican Airlines and Expedia Web sites are similar in that both offer information and reservations for air travel. Both also encourage online reservations and purchases and request that visitors register as members. They differ in that A merican Airlines focuses primarily on air travel, emphasizing its own flights, programs, and services, while Expedia covers a wide range of travel services and destinations. Students may go into detail about additional differences and similarities. Unlike traditional travel agencies, the AA site provides easy access to personalized frequent flyer summaries and benefits, Web-only special fares and packages, and similar "exclusives." The Expedia site offers a wealth of detail that travel agents do not, including information and maps for many travel destinations as well as the opportunity to participate in travel chat rooms/message boards.For their part, travel agencies offer the human touch, a personal quality no Web site can really match. When discussing business or leisure travel, traditional agents can detect their customers' underlying interests and concerns, then gear their advice and suggestions accordingly. They can also hand-deliver tickets and itineraries and offer other personalized services that Web sites cannot. Recognizing the strengths and weaknesses of Web-based travel sites, traditional travel agents can launch Web sites and use e-mail to keep customers updated on special fares and offers. At the same time, they should continue to emphasize the one-on-one experience of dealing with a personal travel agent, which will help build relationships with customers. Students may offer additional ideas.YOU'RE THE MARKETER: SONIC MARKETING PLANCompetitive strategy comes into play in two areas of the marketing plan. First, in assessing the current marketing situation, companies have to examine their competitors' strengths and weaknesses and competitors' reaction patterns. Second, they have to use competitive intelligence to shape their overall competitive strategy, which is supported by the marketing mix.As Jane Melody's assistant, you are analyzing Sonic's competitive situation and preparing its competitive strategy for shelf stereo systems. Assuming that Sonic is not the market leader, answer the following questions about competitive strategy (noting the need for competitive intelligence where necessary): What is the strategic group for Sonic?∙Which firm is the market leader, and what are its objectives, strengths, and weaknesses?(What additional competitive intelligence is needed?)∙As a market challenger, what competitive strategy would be most effective for Sonic?∙Given this competitive strategy, how would you define Sonic's strategic objective and attack strategy?Think carefully about how Sonic's competitive strategy will affect its marketing mix. Then summarize your findings and conclusions in a written marketing plan or type them into the Marketing Situation and Marketing Strategy sections of the Marketing Plan Pro software.Answer: The answers to this chapter's questions depend, in part, on information about Sonic that students have gleaned from Chapter 3 and from their work on marketing plan exercises in earlier chapters. The overall strategic group for Sonic, as outlined in Chapter 3, includes A iwa, Panasonic, Sony, and Philips, companies that manufacture shelf stereo systems at various prices offered in various distribution channels. More specifically, Sonic's positioning of quality and reliability at higher prices may put it in a narrower strategic group with competitors such as Sony and Philips.Although they know that Sonic is not the market leader, students may indicate that additional competitive intelligence is needed to determine exactly which firm leads the market. In earlier exercises, students investigated industry trends by accessing UHF Magazine () and similar sources, which also should have information about market leadership and about the leader's objectives, strengths, and weaknesses. Remind students that market leadership can change from year to year, which will affect Sonic's competitive strategy.As a market challenger with declining profits, Sonic has limited resources and will therefore not want to attack the market leader unless it changes its pricing and other strategies to gain a clear, compelling competitive advantage. One good approach would be to use a flank attack against the weaknesses of the market followers. Another approach might be a bypass attack aimed at segments of the business market, where key competitors may have low or no strategic interest.The competitive strategy that students choose will define Sonic's strategic objective and attack strategy. For example, Sonic might do well with an adapter strategy, improving on the smaller speakers that are gaining favor with consumers. Sonic might also consider a specific attack on the basis of product proliferation (broadening the product line), improved services, or distribution innovation. Sonic should strike a balance between being competitor-centered and being customer-centered, even as it monitors both customers and competitors to follow trends and spot emerging needs.。
体验营销 主题21 情感体验策略 中山大学吴柏林教授“体验经济·体验营销”绝密资料
主题21 情感体验策略[主题要点]情感体验策略是企业在体验营销的过程中，将情感要素引入营销理论，以此满足顾客的心理需求，建立战略性的体验营销策略。
※情感体验的基本要素。
信实施情感体验的基本要素，它与信任有紧密的联系，企业如果不能获得顾客的信任，就不可能获得信实。
注入情感元素的信实，有利于公司与顾客建立更稳固、更持久的交易关系，进而使企业能够开发和引进新的产品与服务，顺利销售给现有顾客。
企业必须通过体验创新，激发顾客的兴趣，使顾客由满意的购买者变为积极的倡导者。
情感体验注重设计、制造个性化的产品，使顾客在消费过程中享受到轻松与愉悦，建立情感纽带，成为企业的忠诚顾客。
除此之外，情感体验还需要简省，简省包括精力简省和时间简省两方面。
企业表现出对他人时间的关心，表明企业重视自己的顾客，希望帮助他们管理时间和精力。
这会加强企业与顾客的联系，把情感提升到战略的高度。
※情感体验策略的应用。
情感体验策略体现在广告、产品及其名称、促销甚至消费过程中。
详见表3.2.1。
表3.2.1 情感体验策略的应用品质量和价格，购买便利性，售后服务等）和感性成分（品牌和消费体验，品牌承诺，沟通）两方面展开，如图3.2.1所示。
图3.2.1 情感体验策略模式※情感体验策略的实现。
体验营销人员可以采取以下策略来实现消费者的情感体验需求。
保持品牌标识与形象一致，让消费者在信任中产生对品牌的挚爱和忠诚；深度沟通，让消费者在体验中由衷认同品牌情感价值；关注细节，节省消费者精力，让消费者在感动中认可和忠诚于品牌。
[参考案例] 腾讯QQ，情感QQ腾讯公司于1998年11月在深圳成立，是中国最早也是目前中国市场上最大的互联网即时通信软件开发商。
1999年2月，腾讯正式推出第一个即时通信软件——“腾讯QQ”。
腾讯QQ已有2.4亿注册用户，同时在线用户数最高超过700万。
※腾讯公司的QQ令人喜爱。
腾讯公司的QQ，一个胖胖的戴红色围巾的小企鹅，在网络上早已风靡，视觉上的识别无以替代；QQ上特有的咳嗽声、敲门声、铃声也从听觉上让用户把它和QQ自然紧密地联系在一起，甚至达到了一听到如此声音就立刻想到QQ的效果；而QQ玩具毛绒绒让人爱不释手的感觉也为腾讯带来了巨大的利润，线下QQ商品的销售成为腾讯公司四大主要收入来源之一。
CH14 中山大学吴柏林教授,Philip Kotler 营销管理,绝密资料
2000 Prentice Hall
Categories of Service Mix
Pure Tangible Good
Tangible Good w/ Services
Hybrid
Major Pure Service Service w/ Goods
2000 Prentice Hall
Intangibility Services cannot be seen, tasted, felt, heard, or smelled before purchase
2000 Prentice Hall
Slightly important
# = Attributes
Excellent performance
A. Concentrate here
12
B. Keep up the good work
Complaint Resolution
Hiring Criteria & Training for Employees Develop Guidelines for Fairness Remove Complaint Barriers Analyze Types & Sources of Complaints
Objectives
Service Definitions & Classifications How Services Differ Goods Improving Service Differentiation, Quality, & Productivity Improving Customer Support Services
2000 Prentice Hall
汽车品牌联合营销模式 中山大学吴柏林教授“体验经济·体验营销”绝密资料
汽车品牌联合营销模式马春阳 (河南省经济管理学校)【摘要】 文章阐述了品牌联合营销的竞争优势及其基本原则,并分析了汽车品牌联合营销的具体策略,指出合理制定汽车品牌联合营销策略能使汽车品牌营销获得应有的作用。
【主题词】 品牌 汽车 营销收稿日期:2007-03-20 近几年来,中国的汽车工业得到了迅猛发展,产销量和保有量大幅度增加。
但在品种日益丰富、质量稳步提高、配置渐趋先进、价格不断降低的同时,中国汽车产业也进入了充分竞争阶段。
在竞争的压力之下,现阶段汽车营销创新的步伐不断加快,营销的新策略、新手段、新方法层出不穷。
在车型营销、渠道营销、美女营销、赛车营销、体育营销、文化营销等营销手段的效力逐渐下降之后,一种新型的汽车营销模式———品牌联合营销悄然兴起。
所谓品牌联合营销,就是指两个或两个以上品牌在资源共享、共担共赢的原则下,向合作品牌开放营销资源,借以优势互补,实现促进销售、提升品牌的目标。
品牌联合营销的精髓就是“联合”,“联合”让品牌的优势资源得以集中、共享、爆发,在联合营销中,联合的品牌各取所需,各得其所。
1 品牌联合营销的竞争优势品牌之间选择合作伙伴实施联合营销,其最终目的是希望“借力打力”,从合作伙伴的品牌中汲取到各种积极的价值,令自己在联合营销中获得利益最大化。
各类品牌在实施联合营销中如果策划精准、执行严谨,品牌将至少获得以下四方面的重大利益。
1.1 资源共享每个品牌都拥有属于自己的营销资源,诸如客户资源、渠道资源、传播资源、市场资源等。
在原有的营销环境中,每个品牌各行其是,花费高昂的成本缓慢地建立起属于自己的资源与平台,这个平台历经艰辛搭建之后,随之出现的平台资源利用不足等问题令人扼腕。
资源的封闭使得整个国内营销界普遍存在严重的资源浪费现象。
通过品牌联合,最大的利益就是使各种营销资源得到了共享。
一方面,资源的共建共享可以使营销资源平台的搭建、维持和发展费用因分摊而得到降低;另一方面,一些新生品牌可以利用资深成熟品牌既有的营销资源,快速搭建起自己的营销资源平台,从而极大提高品牌推广的速度和范围。