菲利普科特勒的《市場(chǎng)營(yíng)銷講義》全

1、 byMilton M. PressleyCreative Assistance byD. Carter and S. Koger1-1bookfiesta4u.Chapter 1Marketingin the Twenty-first CenturyMarketing ManagementTenth EditionPhilip Kotler.ObjectivesCourse OrganizationTasks of MarketingMajor Concepts & Tools of MarketingMarketplace OrientationsMarketings Responses

2、to New Challenges.Course/Text OrganizationPart I - Understanding Marketing ManagementPart II - Analyzing Marketing OpportunitiesPart III - Developing Marketing StrategiesPart IV - Shaping the Market OfferingPart V - Managing & Delivering Marketing Programs.Defining MarketingMarketing is a societal p

3、rocess by which individuals and groups obtain what they need and want through creating, offering, and freely exchanging products and services of value with others. - Philip Kotler (p. 7).Simple Marketing SystemIndustry(a collection of sellers)Market(a collection of Buyers)Goods/servicesMoneyCommunic

4、ationInformation.ManufacturermarketsServices,moneyGovernmentmarketsServices,moneyServicesServices,moneyTaxesTaxes,goodsTaxes,goodsTaxes,goodsMoneyMoneyConsumermarketsIntermediarymarketsGoods, servicesGoods, servicesResourcesResourcesResourcemarketsMoneyMoneyStructure of Flows.Core Concepts of Market

5、ing Product or Offering Value and SatisfactionNeeds, Wants, and Demands Exchange and Transactions Relationships and Networks Target Markets & Segmentation Marketing Channels Supply Chain Competition Marketing Environment.The Four PsMarketingMixProductPricePromotionPlaceThe Four CsCustomerSolutionCus

6、tomerCostCommunicationConven-ience.Production ConceptProduct ConceptSelling ConceptMarketing ConceptConsumers prefer products that are widely available and inexpensiveConsumers favor products thatoffer the most quality, performance,or innovative featuresConsumers will buy products only ifthe company

7、 aggressivelypromotes/sells these productsFocuses on needs/ wants of target markets & delivering value better than competitorsCompany Orientations Towards the Marketplace.MarketIntegratedmarketingProfits throughcustomersatisfactionCustomerneeds(b) The marketing conceptFactoryExistingproductsSelling

8、andpromotionProfits throughsales volumeStartingpointFocusMeansEnds(a) The selling conceptCustomer Delivered Value.CustomersFront-line peopleMiddle ManagementTopManagementTraditional Organization Chart.Customer-Oriented Organization ChartCustomersFront-line peopleMiddle managementTopmanage-mentCustom

9、ersCustomers.The Societal Marketing ConceptSociety(Human Welfare)Consumers(Satisfaction)Company(Profits)SocietalMarketingConcept.Chapter 2Building CustomerSatisfactionthrough Quality, Service, and ValueMarketing ManagementTenth EditionPhilip Kotler.ObjectivesDefine value & satisfaction - understand

10、how to deliver themThe nature of high-performance businessesHow to attract & retain customersImproving customer profitabilityTotal quality management.Determinants of Customer Delivered ValueImage valuePersonnel valueServices valueProduct valueTotalcustomervalueMonetary costTime costEnergy costPsychi

11、c costTotalcustomercostCustomerdeliveredvalue.Satisfaction is a persons feelings of pleasure or disappointment resulting from comparing a products perceived performance (or outcome) in relation to his or her expectations.MarginMarginThe Generic Value ChainPrimary ActivitiesSupportActivitiesProcureme

12、ntServ-iceTechnology DevelopmentHuman resource managementFirm infrastructureInboundLogisticsOpera-tionsOut-boundLogisticsMarket-ingandsales.Levi Strauss Value-Delivery NetworkCompetition is between networks, not companies.The winner is the company with the better network.DeliverySears(Retail)Levis(A

13、pparel)OrderDeliveryOrderCustomerDeliveryDu Pont(Fibers)OrderDeliveryOrderMilliken(Fabric).Attracting and Retaining customersCustomer acquisitionSearching and reaching for new suspects;Filtering for qualified prospects;Acquire the hot prospectsSmall discussion: Why we need customer retention?.Satisf

14、ied Customers:Are loyal longerBuy more (new products & upgrades)Spread favorable word-of-mouthAre more brand loyal (less price sensitive)Offer feedbackReduce transaction costs.Chapter 3Winning Markets: Market-Oriented Strategic PlanningMarketing ManagementTenth EditionPhilip Kotler.ObjectivesCorpora

15、te and division strategic planingBusiness unit planningThe marketing processProduct level planningThe marketing plan.Market-Oriented Strategic PlanningObjectivesSkillsResourcesOpportunities.Market-Oriented Strategic PlanningObjectivesSkillsResourcesOpportunitiesProfitandGrowth.Strategic-Planning, Im

16、plementation, and Control ProcessMeasuringresultsDiagnosingresultsTakingcorrectiveactionImplementationPlanningCorporateplanningDivisionplanningBusinessplanningProductplanningOrganizingImplementingControl.Corporate Headquarters PlanningDefine the corporate missionEstablish strategic business units (S

17、BUs)Assign resources to SBUsPlan new business, downsize older businesses.What is our business?Who is the customer?What is of value to the customer?What will our business be? Defining the companys mission (使命).Good Mission Statements:Limited number of goalsStress major policies & valuesDefine competi

18、tive scopes.CompanyProduct-orientationMarket-orientationPoppyWe make lipsticksWe sell lifestyle and self-expression; success and status; memories, hops and dreamsSea WorldWe run a theme parkWe provide fantasies and entertainmentKmartWe run discount storesWe offer products and services that deliver v

19、alue to middle-ChineseXeroxWe make copying, fax and other office machinesWe make businesses more productive by helping them scan, store, retrieve, revise, distribute, print and publish documents Market-orientation business definitions .What is strategic business unit (SBU)?A unit of the company that

20、 has a separate mission and objectives and that can be planned independently from other company businesses.SBU can be a company division, a product line with a division, or sometimes a single product or brand.Establishing Strategic Business UnitsAn SBU has three characteristics:It is a single busine

21、ss or collection of related businesses that can be planned separately from the rest of the company.It has its own set of competitorsIt has a manager who is responsible for strategic planning and profit performance and who controls most of the factors affecting profit.The Boston Consulting Groups Gro

22、wth-Share Matrix20%-18%-16%-14%-12%-10%- 8%- 6%- 4%- 2%- 0Market Growth Rate3?Question marks?21Cash cow6Dogs8710 x 4x 2x 1.5x 1x Relative Market Share.5x .4x .3x .2x .1x Stars54.Possible SBU strategiesBuild: increase market share (Questions marks)Hold: preserve market share (strong cash cows)Harvest

23、: increase short-term cash flow regardless the long-term effect (weak cash cow, question marks and dogs)Divest: sell or liquidate the business (dogs and questions marks that are acting as a drag on the companys profits.).Planning new business and downsizing older businessPenetration:more usagemore u

24、sersnew userscompetitors userNew marketsnew target user groupadditional distribution channelnew locations.Three Intensive Growth Strategies: Ansoffs Product/Market Expansion Grid4. Diversification2. MarketdevelopmentNewmarkets1. MarketpenetrationExistingmarketsExistingproducts3. ProductdevelopmentNe

25、wproducts.Business strategic-planning processBusiness mission-SWOT analysisgoal formulation-strategy formulationprogram formulationimplementation feedback and control .Business Strategic PlanningSWOT AnalysisO: an area of buyer need in which a company can perform profitablyT: a challenge posed by an

26、 unfavorable trend or development that would lead, in the absence of defensive marketing action, to deterioration in sales or profit.The Marketing PlanExecutive Summary & Table of ContentsCurrent Marketing SituationOpportunity & Issue AnalysisObjectivesMarketing StrategyAction ProgramsProjected Prof

27、it-and-lossControls.Chapter 4Gathering Information andMeasuring Market DemandMarketing ManagementTenth EditionPhilip Kotler.ObjectivesComponents of a marketing information systemCriteria of good marketing research.A marketing information system (MIS) consists of people, equipment, and procedures to

28、gather, sort, analyze, evaluate, and distribute needed, timely, and accurate information to marketing decision makers.A marketing intelligence system is a set of procedures and sources used by managers to obtain everyday information about developments in the marketing environment.marketing informati

29、on systemTarget marketsmarketing channelcompetitorsmacroenvironmental forcesMarketing EnvironmentAnalysisPlanningImplementationOrganizationControlMarketing managersThe marketing information systemInternal recordsMarketing intelligenceInformation analysisMarketing research.The marketing research proc

30、essDefining the problem and research objectivesDeveloping the research plan for collecting informationImplementing the research plan- collecting and analyzing the dataInterpreting and reporting the findings.Defining the Problem & Research ObjectivesExploratoryResearchDescriptiveResearchCausalResearc

31、hTest cause- and-effect relationships.Tests hypotheses about cause- and-effect relationships.Sheds light on problem - suggest solutions ornew ideas.Ascertain magnitudes.Developing the research planto outline sources of secondary data and spell out - specific research approaches - contact methods - s

32、ampling plans, and - instruments that researchers will use in gathering primary data.Research Approaches& Research InstrumentsResearch approaches調(diào)研方法:Observational察看調(diào)查focus-group小組調(diào)查Survey問卷調(diào)查Experimental實(shí)驗(yàn)法Research instruments調(diào)研工具:Questionnaires問卷Mechanical instruments (click per eye-ball)Sampling

33、plan樣品(sample unit單位/size范圍/procedure程序)Contact Methods.Good Marketing Research:Is scientificIs creativeUses multiple methodsRealizes the interdependence of models & dataAcknowledges the cost & value of informationMaintains “healthy skepticismIs ethical.Defining market demandMarket demandfor a produ

34、ct or servicetotal volumebought by defined consumer groupdefined geographical areadefined time perioddefined marketing environmentdefined level and mix of industry marketing efforts.DemandMarketDemandCompanyDemand.Chapter 5Scanning theMarketing EnvironmentMarketing ManagementTenth EditionPhilip Kotl

35、er.ObjectivesTracking & Identifying Opportunities in the MacroenvironmentDemographic, Economic, Natural, Technological, Political, & Cultural Developments.Macro environmentThe BIG Picture:DemographicEconomicNaturalTechnologicalPoliticalCultural.Demographic EnvironmentWorldwide Population GrowthPopul

36、ation Age MixEthnic MarketsHousehold PatternsEducational GroupsGeographical Shifts in PopulationShift from Mass Market to Micromarkets.Economic EnvironmentIncome DistributionSubsistence economiesRaw-material-exporting economiesIndustrializing economiesIndustrial economiesSavings, Debt, & Credit Avai

37、lability.NaturalEnvironment Higher PollutionLevelsIncreased Costsof EnergyShortage of Raw MaterialsChanging Roleof Government.Accelerating Paceof ChangeUnlimited Opportunitiesfor InnovationIncreasedRegulationIssues in the TechnologicalEnvironmentVaryingR & D Budgets.Political-LegalEnvironmentIncreas

38、edLegislationSpecial-InterestGroups.Social/Cultural EnvironmentOfOrganizationsOfNatureOfOneselfOfSocietyOfthe UniverseOfOthersViewsThat ExpressValues.Social/Cultural EnvironmentHigh Persistence ofCore Cultural ValuesExistence ofSubculturesShifts of Secondary CulturalValues Through Time.Social/Cultur

39、al EnvironmentHigh Persistence of Core Cultural Valuese.g. “Classic Freedoms of USA; “harmony-oriented of Japan; “sharing concepts of Africa countriesExistence of Sub-culturese.g. “Hush Puppies, “Coke,BOBOShift of secondary cultural values over time.Chapter 6Analyzing ConsumerMarkets andBuying Behav

40、iorMarketing ManagementTenth EditionPhilip Kotler.ObjectivesInfluences on Buying BehaviorBuyer Decision Making.Model of Buying BehaviorBuyers decisionprocessProblem recognitionInformation searchEvaluationDecisionPostpurchase behaviorOtherstimuliEconomicTechnologicalPoliticalCulturalBuyerscharacteris

41、ticsCulturalSocialPersonalPsychologicalBuyers decisionsProduct choiceBrand choiceDealer choicePurchase timingPurchase amountMarketingstimuliProductPricePlacePromotion.CulturalCultureSubcultureSocial classSocialHousehold typeReference groupsRoles and statuspersonalage and life-cycle stageOccupationEd

42、ucationEconomic situationself-conceptPsychologicalMotivationPerceptionLearningBeliefs and attitudesFactors influencing consumer behavior.CultureCultural FactorsSubcultureSocial ClassBuyer.Social FactorsReferenceGroupsRoles &StatusesFamily.Reference groupsMembership groupsIndirectgroupsPrimarygroupsS

43、econdarygroupsAspirational groupsDissociativegroupsReference groups backOpinion leaders.Influences on Consumer BehaviorPersonal InfluencesAge and Family Life Cycle StageLifestyleOccupation &Economic CircumstancesPersonality & Self-Concept.Psychological FactorsPerceptionLearningBeliefs &AttitudesMoti

44、vation.Maslows Hierarchyof NeedsPsychological needs(food, water, shelter)1Safety needs(security, protection)2Social needs(sense of belonging, love)3Esteem needs(self-esteem, recognition)4Self-actualization(self-developmentand realization)5.DriveCueResponseStimuliReinforceLearning.The buying decision

45、 processBuying roles-whoTypes of buying decisionsSteps in the buying process.BuyingdecisionDeciderBuyerInfluencerInitiatorUserConsumer buying roles.Four Types of Buying BehaviorComplexBuyingBehaviorDissonance-Reducing BuyingBehaviorVariety-SeekingBehaviorHabitualBuyingBehaviorSignificantdifferencesb

46、etweenbrandsFewdifferencesbetweenbrandsHighInvolvementLowInvolvement.Consumer BuyingProcessProblemrecognitionInformationsearchEvaluation ofalternativesPurchasedecisionPostpurchasebehavior.Chapter 7Analyzing BusinessMarkets & BusinessBuying BehaviorMarketing ManagementTenth EditionPhilip Kotler.Objec

47、tivesHow Business & Consumer Markets DifferOrganizational Buying SituationsParticipants in the Business Buying ProcessMajor Influences on Organizational BuyersBusiness Buyer Decision MakingInstitutional & Government Buying.The characteristics ofBusiness marketsFewer buyerClose supplier-customer rela

48、tionshipLarger buyerGeographically concentrated buyerDerived demandInelastic demandFluctuating demandProfessional purchasingDirect purchasingReciprocityLeasing.Participants in the Business Buying ProcessGatekeepersInitiatorsBuyersInfluencersDecidersUsersApprovers.Major Influences on Industrial Buyin

49、g BehaviorLevel ofdemandEconomicoutlookInterest rateRate of techno-logical changePolitical andregulatorydevelopmentsCompetitivedevelopmentsSocial responsi-bility concernsEnvironmentalObjectivesPoliciesProceduresOrganizationalstructuresSystemsOrganizationalInterestsAuthorityStatusEmpathyPersuasive-ne

50、ssInterpersonalAgeIncomeEducationJob positionPersonalityRisk attitudesCultureIndividualBusinessBuyer.Chapter 8Dealing withthe CompetitionMarketing ManagmentTenth EditionPhilip Kotler.ObjectivesIdentifying CompetitorsEvaluating CompetitorsCompetitive Intelligence SystemsCompetitive StrategiesCustomer

51、 vs. Competitor Orientation.Induce your competitors not to invest in those products, markets and services where you expect to invest the most that is the fundamental rule of strategy. Bruce Henderson, Founder of BCGThere is nothing more exhilarating than to be shot at without result. Winston Churchi

52、ll.Five Forces Determining Segment Structural AttractivenessPotential Entrants(Threat ofMobility)Buyers(Buyer power)Substitutes(Threats ofsubstitutes)Suppliers(Supplier power)IndustryCompetitors(Segment rivalry).Barriers and ProfitabilityLow, stablereturnsLowHigh, stablereturnsHighLowLow, riskyretur

53、nsHigh, riskyreturnsHighEntry BarriersExit barriers.Levels of competitionBrand Competition品牌競(jìng)爭(zhēng)Industry Competition行業(yè)競(jìng)爭(zhēng) All companies making the same product or class of products All companies making the same product or class of productsForm competition產(chǎn)品方式競(jìng)爭(zhēng)Generic Competition普遍競(jìng)爭(zhēng)All companies manuf

54、acturing products that supply the same service.All companies that compete for the same consumer dollars.Industry CompetitionNumber of Sellers Degree of DifferentiationEntry, Mobility, Exit barriersCost StructureDegree of Vertical IntegrationDegree of Globalization.Analyzing CompetitorsCompetitorActi

55、onsObjectivesStrengths &WeaknessesReactionPatternsStrategies.HighLowHighLowQualityVertical IntegrationAnalyzing competitors: Strategic Groups in the Major Appliance IndustryGroup ANarrow lineLower mfg. costVery high serviceHigh priceGroup DBroad lineMedium mfg. costLow serviceLow priceGroup CModerat

56、e lineMedium mfg. costMedium serviceMedium priceGroup BFull lineLow mfg. costGood serviceMedium price.Competitors Expansion PlansMarketsProductsIndividualUsersCommercial & IndustrialEducationalPersonalComputersHardwareAccessoriesSoftwareDell.Hypothetical Market Structure & Strategies40%Marketleader3

57、0%Marketchallenger20%MarketfollowerExpand MarketDefend Market ShareExpand Market ShareAttack leaderStatus quoImitate10%MarketnicherSpecial-ize.Defense StrategiesAttacker(3)Preemptivedefense 先發(fā)制人(4)Counter-offensivedefense 還擊Defender(1)Positiondefense(5)Mobiledefense(2) Flank defense側(cè)面抵御(6) Contracti

58、onDefense 戰(zhàn)略回防.Attack StrategiesAttackerDefender(3) Encirclement attack(4) Bypass attack(2) Flank attack(5) Guerilla attack(1) Frontal attack.Specific Attack StrategiesPrice-discountCheaper goodsPrestige goodsProduct proliferationProduct innovationImproved servicesDistribution innovationManufacturin

59、g cost reductionIntensive advertising promotion.“NichemanshipEnd-user specialistVertical-level specialistCustomer-size specialistSpecific-customer specialistGeographic specialistProduct or product-line specialistProduct-feature specialistJob-shop specialistQuality-price specialistService specialistC

60、hannel specialist.Chapter 9Identifying MarketSegments and SelectingTarget MarketsMarketing ManagementTenth EditionPhilip Kotler.ObjectivesIdentifying Market SegmentsChoosing Target Markets.Steps in Market Segmentation, Targeting,and Positioning1.Identifysegmentationvariables andsegment themarket2.De