【精編原版】《市場(chǎng)營(yíng)銷講義》（英文）

Chapter1MarketingintheTwenty-firstCenturyObjectivesCourseOrganizationTasksofMarketingMajorConcepts&ToolsofMarketingMarketplaceOrientationsMarketing’sResponsestoNewChallengesCourse/TextOrganizationPartI-UnderstandingMarketingManagementPartII-AnalyzingMarketingOpportunitiesPartIII-DevelopingMarketingStrategiesPartIV-ShapingtheMarketOfferingPartV-Managing&DeliveringMarketingProgramsDefiningMarketing

Marketingisasocietalprocessbywhichindividualsandgroupsobtainwhattheyneedandwantthroughcreating,offering,andfreelyexchangingproductsandservicesofvaluewithothers. -PhilipKotler(p.7)CoreConceptsofMarketing

ProductorOffering

ValueandSatisfactionNeeds,Wants,andDemands

ExchangeandTransactions

RelationshipsandNetworks

TargetMarkets&Segmentation

MarketingChannels

SupplyChain

Competition

MarketingEnvironmentSimpleMarketingSystemIndustry(acollectionofsellers)Market(acollectionofBuyers)Goods/servicesMoneyCommunicationInformationManufacturermarketsServices,moneyGovernmentmarketsServices,moneyServicesServices,moneyTaxesTaxes,goodsTaxes,goodsTaxes,goodsMoneyMoneyConsumermarketsIntermediarymarketsGoods,servicesGoods,servicesResourcesResourcesResourcemarketsMoneyMoneyStructureofFlowsTheFourPsMarketingMixProductPricePromotionPlaceTheFourCsCustomerSolutionCustomerCostCommunicationConven-ienceProductionConceptProductConceptSellingConceptMarketingConceptConsumerspreferproductsthatarewidelyavailableandinexpensiveConsumersfavorproductsthatofferthemostquality,performance,orinnovativefeaturesConsumerswillbuyproductsonlyifthecompanyaggressivelypromotes/sellstheseproductsFocusesonneeds/wantsoftargetmarkets&deliveringvaluebetterthancompetitorsCompanyOrientationsTowardstheMarketplaceMarketIntegratedmarketingProfitsthroughcustomersatisfactionCustomerneeds(b)ThemarketingconceptFactoryExistingproductsSellingandpromotionProfitsthroughsalesvolumeStartingpointFocusMeansEnds(a)ThesellingconceptCustomerDeliveredValueCustomersFront-linepeopleMiddleManagementTopManagementTraditionalOrganizationChartCustomer-OrientedOrganizationChartCustomersFront-linepeopleMiddlemanagementTopmanage-mentCustomersCustomersEvolvingViewsofMarketing’sRolea.MarketingasanequalfunctionFinanceProductionMarketingHumanresourcesb.MarketingasamoreimportantfunctionFinanceHumanresourcesMarketingProductionEvolvingViewsofMarketing’sRolec.MarketingasthemajorfunctionMarketingFinanceHumanresourcesProductiond.ThecustomerasthecontrollingfactorCustomerHumanresourcesFinanceProductionMarketingEvolvingViewsofMarketing’sRolee.ThecustomerasthecontrollingfunctionandmarketingastheintegrativefunctionCustomerMarketingProductionHumanresourcesFinanceReviewCourseOrganizationTasksofMarketingMajorConcepts&ToolsofMarketingMarketplaceOrientationsMarketing’sResponsestoNewChallengesChapter2BuildingCustomerSatisfactionObjectivesDefinevalue&satisfaction-understandhowtodeliverthemThenatureofhigh-performancebusinessesHowtoattract&retaincustomersImprovingcustomerprofitabilityTotalqualitymanagementDeterminantsofCustomerDeliveredValueImagevaluePersonnelvalueServicesvalueProductvalueTotalcustomervalueMonetarycostTimecostEnergycostPsychiccostTotalcustomercostCustomerdeliveredvalueSatisfactionisaperson’sfeelingsofpleasureordisappointmentresultingfromcomparingaproduct’sperceivedperformance(oroutcome)inrelationtohisorherexpectations.ResourcesOrganizationandaligning...HighPerformanceBusinessProcessesByimprovingcriticalbusiness...Stake-holdersSetstrategiestosatisfykey...MarginMarginTheGenericValueChainPrimaryActivitiesSupportActivitiesProcurementServ-iceTechnologyDevelopmentHumanresourcemanagementFirminfrastructureInboundLogisticsOpera-tionsOut-boundLogisticsMarket-ingandsalesLeviStrauss’

Value-DeliveryNetworkCompetitionisbetweennetworks,notcompanies.Thewinneristhecompanywiththebetternetwork.DeliverySears(Retail)Levi’s(Apparel)OrderDeliveryOrderCustomerDeliveryDuPont(Fibers)OrderDeliveryOrderMilliken(Fabric)SatisfiedCustomers:AreloyallongerBuymore(newproducts&upgrades)Spreadfavorableword-of-mouthAremorebrandloyal(lesspricesensitive)OfferfeedbackReducetransactioncostsLevelsofRelationshipMarketingManycustomers/distributorsMediumnumberofcustomers/distributorsFewcustomers/distributorsAccountableProactivePartnershipProactiveAccountableReactiveAccountableReactiveBasicorreactiveHighmarginMediummarginLowmarginInactiveorex-customersCustomerDevelopmentPartnersAdvocatesClientsRepeatcustomersFirst-timecustomersSuspectsProspectsDisqualifiedprospectsCustomer/ProductProfitabilityAnalysisP1HighlyprofitableproductP2ProfitableproductP3LosingproductP4Mixed-bagproductProducts+++Highprofitcustomer+-Mixed-bagcustomer+--LosingcustomerC1C2C3CustomersTheProfitTriangleValuecreationCompetitiveadvantageInternaloperationsProfitQualityQualityisthetotalityoffeaturesandcharacteristicsofaproductorservicethatbearonitsabilitytosatisfystatedorimpliedneeds.#1ReviewDefinevalue&satisfaction-understandhowtodeliverthemThenatureofhigh-performancebusinessesHowtoattract&retaincustomersImprovingcustomerprofitabilityTotalqualitymanagementChapter3WinningMarkets:ObjectivesCorporateanddivisionstrategicplaningBusinessunitplanningThemarketingprocessProductlevelplanningThemarketingplanMarket-OrientedStrategicPlanningObjectivesSkillsResourcesOpportunitiesMarket-OrientedStrategicPlanningObjectivesSkillsResourcesOpportunitiesProfitandGrowthCorporateHeadquartersPlanningDefinethecorporatemissionEstablishstrategicbusinessunits(SBUs)AssignresourcestoSBUsPlannewbusiness,downsizeolderbusinessesStrategic-Planning,Implementation,andControlProcessMeasuringresultsDiagnosingresultsTakingcorrectiveactionImplementationPlanningCorporateplanningDivisionplanningBusinessplanningProductplanningOrganizingImplementingControlGoodMissionStatements:LimitednumberofgoalsStressmajorpolicies&valuesDefinecompetitivescopesTheBostonConsultingGroup’sGrowth-ShareMatrix20%-18%-16%-14%-12%-10%-8%-6%-4%-2%-0MarketGrowthRate3?Questionmarks???21Cashcow6Dogs8710x4x2x1.5x1xRelativeMarketShare.5x.4x.3x.2x.1xStars54MarketAttractiveness:Competitive-PositionPortfolioClassificationMARKETATTRACTIVENESS5.003.672.331.00LowMediumHighReliefvalveFlexiblediaphragmsFuelpumpsAerospacefittingsClutchesHydraulicpumpsJointsStrongMediumWeakBUSINESSSTRENGTH1.002.333.675.00Invest/growSelectivity/earningsHarvest/divestSales1050Time(years)TheStrategic-PlanningGapDesiredsalesIntegrativegrowthIntensivegrowthCurrentportfolioStrategic-planninggapDiversification

growthThreeIntensiveGrowthStrategies:Ansoff’sProduct/MarketExpansionGrid4.Diversification2.Market developmentNewmarkets1.Market penetrationExistingmarketsExistingproducts3.Product developmentNewproducts1423HighLowHighLowAttractivenessSuccessProbabilityOpportunitiesOpportunityMatrix1. Companydevelopsamorepowerfullightingsystem2. Companydevelopsadeviceformeasuringtheenergyefficiencyofanylightingsystem3. Companydevelopsadeviceformeasuringilluminationlevel4. CompanydevelopsasoftwareprogramtoteachlightingfundamentalstoTVstudiopersonnelThreatMatrix1. Competitordevelopsasuperiorlightingsystem2. Majorprolongedeconomicdepression3. Highercosts4. LegislationtoreducenumberofTVstudiolicenses1423HighLowHighLowSeriousnessProbabilityofOccurrenceThreatsTheMcKinsey7-SFrameworkSkillsSharedvaluesStaffStyleStrategyStructureSystemsSelltheproductTheValue-DeliveryProcessMaketheproductProcureDesignproductMakePriceSellAdvertise/promoteDistributeServiceChoosetheValueProvidetheValueCommunicatetheValue(a)Traditionalphysicalprocesssequence(b)Valuecreation&deliverysequenceStrategicmarketingTacticalmarketingTheMarketingPlanExecutiveSummary&TableofContentsCurrentMarketingSituationOpportunity&IssueAnalysisObjectivesMarketingStrategyActionProgramsProjectedProfit-and-lossControlsCompetitorsMarketingintermediariesPublicsSuppliers

FactorsInfluencingCompany MarketingStrategyMarketinginformationsystemMarketingplanningsystemMarketingorganizationsystemMarketingorganizationandimplementationProductPromotionPlacePriceTargetcustomersDemographic/economicenvironmentSocial/culturalenvironmentTechnical/physicalenvironmentPolitical/legalenvironmentReviewCorporateanddivisionstrategicplaningBusinessunitplanningThemarketingprocessProductlevelplanningThemarketingplanChapter4GatheringInformationandObjectivesComponentsofamarketinginformationsystemCriteriaofgoodmarketingresearchDecisionsupportsystemsformarketingmanagementDemandmeasurementandforecastAmarketinginformationsystem(MIS)consistsofpeople,equipment,andprocedurestogather,sort,analyze,evaluate,anddistributeneeded,timely,andaccurateinformationtomarketingdecisionmakers.Amarketingintelligencesystemisasetofproceduresandsourcesusedbymanagerstoobtaineverydayinformationaboutdevelopmentsinthemarketingenvironment.DefiningtheProblem&ResearchObjectivesExploratoryResearchDescriptiveResearchCausalResearchTestcause-and-effectrelationships.Testshypothesesaboutcause-and-effectrelationships.Shedslightonproblem-suggestsolutionsornewideas.Ascertainmagnitudes.ResearchApproachesBehavioralFocus-groupSurveyExperimentalObservationalSecondary-DataSourcesInternalSourcesGovernmentPublicationsPeriodicalsandBooksCommercialDataOn-LineAssociationsBusinessInformationTheMarketingResearchProcessDefiningtheproblemandresearchobjectivesDevelopingtheresearchplanCollecttheinformationAnalyzetheinformationPresentthefindingsGoodMarketingResearch:IsscientificIscreativeUsesmultiplemethodsRealizestheinterdependenceofmodels&dataAcknowledgesthecost&valueofinformationMaintains“healthy〞skepticismIsethicalNinetyTypesofDemandMeasurement(6x5x3)AllsalesCompanysalesProductlinesalesProductformsalesProductitemsalesIndustrysalesProductlevelTerritoryRegionU.S.A.CustomerWorldSpacelevelShortrunMediumrunLongrunTimelevelDemandMarketDemandCompanyDemandEstimatingCurrentDemandTotalMarketPotentialAreaMarketPotentialIndustrySalesMarketShareEstimatingFutureDemandSurveyofBuyers’IntentionsCompositeofSalesForceOpinionExpertOpinionPastSalesAnalysisMarketTestMethodReviewComponentsofamarketinginformationsystemCriteriaofgoodmarketingresearchDecisionsupportsystemsformarketingmanagementDemandmeasurementandforecastChapter5ScanningtheObjectivesTracking&IdentifyingOpportunitiesintheMacroenvironmentDemographic,Economic,Natural,Technological,Political,&CulturalDevelopmentsMacroenvironmentalForcesWorldtradeenablersAsianeconomicpowerRiseoftradeblocsInternationalmonetarycrisesUseofbarter&countertradeMovetowardsmarketeconomies“Global〞lifestylesMacroenvironmentalForcesOpeningof“new〞marketsEmergingtransnationalfirmsCross-borderstrategicalliancesRegionalethnic&religiousconflictGlobalbrandingDemographicEnvironmentWorldwidePopulationGrowthPopulationAgeMixEthnicMarketsHouseholdPatternsEducationalGroupsGeographicalShiftsinPopulationShiftfromMassMarkettoMicromarketsEconomicEnvironmentIncomeDistributionSubsistenceeconomiesRaw-material-exportingeconomiesIndustrializingeconomiesIndustrialeconomiesSavings,Debt,&CreditAvailabilityNaturalEnvironmentHigherPollutionLevelsIncreasedCostsofEnergyShortageofRawMaterialsChangingRoleofGovernmentAcceleratingPaceofChangeUnlimitedOpportunitiesforInnovationIncreasedRegulationIssuesintheTechnologicalEnvironmentVaryingR&DBudgetsPolitical-LegalEnvironmentIncreasedLegislationSpecial-InterestGroupsSocial/CulturalEnvironmentOfOrganizationsOfNatureOfOneselfOfSocietyOftheUniverseOfOthersViewsThatExpressValuesSocial/CulturalEnvironmentHighPersistenceofExistenceofShiftsofSecondaryCulturalReviewTracking&IdentifyingOpportunitiesintheMacroenvironmentDemographic,Economic,Natural,Technological,Political,&CulturalDevelopmentsChapter6AnalyzingConsumerMarketsandObjectivesInfluencesonBuyingBehaviorBuyerDecisionMakingSimpleResponseModelStimulusOrganismResponseModelofBuyingBehaviorBuyer’sdecisionprocessProblemrecognitionInformationsearchEvaluationDecisionPostpurchasebehaviorOtherstimuliEconomicTechnologicalPoliticalCulturalBuyer’scharacteristicsCulturalSocialPersonalPsychologicalBuyer’sdecisionsProductchoiceBrandchoiceDealerchoicePurchasetimingPurchaseamountMarketingstimuliProductPricePlacePromotionCultureCulturalFactorsSubcultureSocialClassBuyerSocialFactorsReferenceGroupsRoles&StatusesFamilyInfluencesonConsumerBehaviorPersonalInfluencesAgeandFamilyLifeCycleStageLifestyleOccupation&EconomicCircumstancesPersonality&Self-ConceptPsychologicalFactorsPerceptionLearningBeliefs&AttitudesMotivationMaslow’sHierarchy

ofNeedsPsychologicalneeds(food,water,shelter)1Safetyneeds(security,protection)2Socialneeds(senseofbelonging,love)3Esteemneeds(self-esteem,recognition)4Self-actualization(self-developmentandrealization)5FourTypesofBuyingBehaviorComplexBuyingBehaviorDissonance-ReducingBuyingBehaviorVariety-SeekingBehaviorHabitualBuyingBehaviorSignificantdifferencesbetweenbrandsFewdifferencesbetweenbrandsHighInvolvementLowInvolvementConsumerBuying

ProcessProblemrecognitionInformationsearchEvaluationofalternativesPurchasedecisionPostpurchasebehaviorTotalSetDecisionMakingSetsAware-nessSetConsid-erationSetChoiceSetDecisionStepsBetweenEvaluationofAlternativesandaPurchaseDecisionEvaluationofalternativesPurchasedecisionUnanticipatedsituationalfactorsAttitudeofothersPurchaseintentionHowCustomersUseor

DisposeofProductsProductGetridofittemporarilyGetridofitpermanentlyKeepitLoanitRentitStoreitConverttonewpurposeUsefororiginalpurposeGiveitawayTradeitSellitThrowitawayDirecttoconsumerTointermediaryThroughmiddlemanTobeusedTobe(re)soldReviewInfluencesonBuyingBehaviorBuyerDecisionMakingChapter7AnalyzingBusinessMarkets&BusinessObjectivesHowBusiness&ConsumerMarketsDifferOrganizationalBuyingSituationsParticipantsintheBusinessBuyingProcessMajorInfluencesonOrganizationalBuyersBusinessBuyerDecisionMakingInstitutional&GovernmentBuyingBusinessvs.ConsumerMarketsFewerbuyersLargerbuyersClosesupplier-customerrelationshipGeographicallyconcentratedDeriveddemandInelasticdemandFluctuatingdemandBusinessvs.ConsumerMarketsProfessionalpurchasingSeveralbuyinginfluencesMultiplesalescallsDirectpurchasingReciprocityLeasingInvolvedDecisionMakingModifiedRebuyNewTaskBuyingStraightRebuyUtilitiesOfficeSuppliesBulkchemicalsNewvehiclesElec.EquipConsultantsComputerequip.CustomfurnitureInstalledcomponentsBuildingsWeaponsystemsParticipantsintheBusinessBuyingProcessGatekeepersInitiatorsBuyersInfluencersDecidersUsersApproversMajorInfluencesonIndustrialBuyingBehaviorLevelof demandEconomic outlookInterestrateRateoftechno- logicalchangePoliticaland regulatory developmentsCompetitive developmentsSocialresponsi-

bilityconcernsEnvironmentalObjectivesPoliciesProceduresOrganizational structuresSystemsOrganizationalInterestsAuthorityStatusEmpathyPersuasive-nessInterpersonalAgeIncomeEducationJobpositionPersonalityRiskattitudesCultureIndividualBusinessBuyerOrganizationalFactorsPurchasing-DepartmentUpgradingCross-FunctionalRolesCentralizedPurchasingDecentralizedPurchasingofSmallTicketItemsInternetPurchasingLong-TermContractsPurchasing-PerformanceEvaluation&Pro.BuyersLeanProductionProblemRecognitionGeneralNeedDescriptionProductSpecificationSupplierSearchProposalSolicitationSupplierSelectionOrderRoutineSpecificationPerformanceReviewPostPurchasePurchaseInfoSearch/EvalNeedRecognitionInstitutionalMarketsCaptivePatronsLowBudgetsGovernmentMarketsDomesticSuppliersOpenBidsCostMinimizationPublicReviewPaperworkReviewHowBusiness&ConsumerMarketsDifferOrganizationalBuyingSituationsParticipantsintheBusinessBuyingProcessMajorInfluencesonOrganizationalBuyersBusinessBuyerDecisionMakingInstitutional&GovernmentBuyingChapter8DealingwithObjectivesIdentifyingCompetitorsEvaluatingCompetitorsCompetitiveIntelligenceSystemsCompetitiveStrategiesCustomervs.CompetitorOrientationInduceyourcompetitorsnottoinvestinthoseproducts,marketsandserviceswhereyouexpecttoinvestthemost…thatisthefundamentalruleofstrategy.

BruceHenderson,FounderofBCGThereisnothingmoreexhilaratingthantobeshotatwithoutresult.

WinstonChurchillFiveForcesDeterminingSegmentStructuralAttractivenessPotentialEntrants(ThreatofMobility)Buyers(Buyerpower)Substitutes(Threatsofsubstitutes)Suppliers(Supplierpower)IndustryCompetitors(Segmentrivalry)BarriersandProfitabilityLow,stablereturnsLowHigh,stablereturnsHighLowLow,riskyreturnsHigh,riskyreturnsHighEntryBarriersExitbarriersIndustryCompetitionNumberofSellers-DegreeofDifferentiationEntry,Mobility,ExitbarriersCostStructureDegreeofVerticalIntegrationDegreeofGlobalizationHighLowHighLowQualityVerticalIntegrationStrategicGroupsintheMajorApplianceIndustryGroupANarrowlineLowermfg.costVeryhighserviceHighpriceGroupDBroadlineMediummfg.costLowserviceLowpriceGroupCModeratelineMediummfg.costMediumserviceMediumpriceGroupBFulllineLowmfg.costGoodserviceMediumpriceAnalyzingCompetitorsCompetitorActionsObjectivesStrengths&WeaknessesReactionPatternsStrategiesCompetitor’sExpansionPlansMarketsProductsIndividualUsersCommercial&IndustrialEducationalPersonalComputersHardwareAccessoriesSoftwareDellHypotheticalMarketStructure&Strategies40%Marketleader30%Marketchallenger20%MarketfollowerExpandMarketDefendMarketShareExpandMarketShareAttackleaderStatusquoImitate10%MarketnicherSpecial-izeDefenseStrategiesAttacker(3) Preemptive defense(4) Counter- offensive defenseDefender(1)Positiondefense(5)Mobiledefense(2)Flankdefense(6)ContractiondefenseOptimalMarketShareProfitabilityMarketshare0%25%50%75%100%OptimalmarketshareAttackStrategiesAttackerDefender(3)Encirclementattack(4)Bypassattack(2)Flankattack(5)Guerillaattack(1)FrontalattackSpecificAttackStrategiesPrice-discountCheapergoodsPrestigegoodsProductproliferationProductinnovationImprovedservicesDistributioninnovationManufacturingcostreductionIntensiveadvertisingpromotion“Nichemanship〞End-userspecialistVertical-levelspecialistCustomer-sizespecialistSpecific-customerspecialistGeographicspecialistProductorproduct-linespecialistProduct-featurespecialistJob-shopspecialistQuality-pricespecialistServicespecialistChannelspecialistBalanceCompetitionCustomer+Fighterorientation+Alert+Exploitweaknesses-Reactive+IDopportunities+Long-runprofit+Emergingneeds&groupsReviewIdentifyingCompetitorsEvaluatingCompetitorsCompetitiveIntelligenceSystemsCompetitiveStrategiesCustomervs.CompetitorOrientationChapter9IdentifyingMarketSegmentsandSelectingObjectivesIdentifyingMarketSegmentsChoosingTargetMarketsStepsinMarketSegmentation,Targeting,andPositioning1. Identifysegmentationvariablesandsegmentthemarket2. DevelopprofilesofresultingsegmentsMarketSegmentation3.Evaluateattractivenessofeachsegment4.Selectthetargetsegment(s)MarketTargeting5.Identifypossiblepositioningconceptsforeachtargetsegment6.Select,develop,andcommunicatethechosenpositioningconceptMarketPositioningBasicMarket-PreferencePatterns(a)HomogeneouspreferencesSweetnessCreaminess(c)ClusteredpreferencesCreaminessSweetness(b)DiffusedpreferencesCreaminessSweetnessMarket-SegmentationProcedureSurveyMotivationsAttitudesBehaviorAnalysisFactorsClustersProfilingBasesforSegmentingConsumerMarketsOccasions,Benefits,Uses,orAttitudesBehavioralGeographicRegion,CityorMetroSize,Density,ClimateDemographicAge,Gender,FamilysizeandLifecycle,Race,Occupation,orIncome...LifestyleorPersonalityPsychographicBasesforSegmentingBusinessMarketsDemographicOperatingVariablesPurchasingApproachesSituationalFactorsPersonalCharacteristics

MeasurableAccessibleSubstantialDifferential

Segmentsmustbelargeorprofitableenoughtoserve.

Segmentscanbeeffectivelyreachedandserved.Actionable

Size,purchasingpower,profilesofsegmentscanbemeasured.

Segmentsmustresponddifferentlytodifferentmarketingmixelements&actions.

Mustbeabletoattractandservethesegments.EffectiveSegmentationHeavyandLightUsersofCommonConsumerProductsHEAVYHALFLIGHTHALFPRODUCT(%USERS)75%71%Soupsanddetergents(94%)25%29%79%21%Toilettissue(95%)Shampoo(94%)75%25%17%17%Papertowels(90%)Cakemix(74%)Cola(67%)83%83%13%5%87%19%Beer(41%)Dogfood(30%)Bourbon(20%)81%95%AdditionalSegmentationCriteriaEthicalChoiceofMarketTargetsSegmentInterrelationships&SupersegmentsSegment-by-SegmentInvasionPlansIntersegmentCooperationFivePatternsofTargetMarketSelectionSingle-segmentconcentrationProductspecializationM1M2M3P1P2P3SelectivespecializationM1M2M3P1P2P3M1M2M3FullmarketcoverageP1P2P3MarketspecializationM1M2M3P1P2P3P1P2P3M1M2M3P=ProductM=MarketSegment-by-Segment

InvasionPlanCustomerGroupsTruckersRailroadsAirlinesLargecomputersProductVarietiesPersonalcomputersMid-sizecomputersCompanyBCompanyCCompanyAReviewIdentifyingMarketSegmentsChoosingTargetMarketsChapter10PositioningandDifferentiatingMarketOfferingsObjectivesIdentifyDifferentiatingAttributesChoosing&CommunicatingEffectivePositioningMarketingStrategiesAlongtheProductLifeCycleMarketingStrategy&MarketEvolutionTheBCGCompetitive

AdvantageMatrixVolumeFragmentedStalematedSpecializedSizeoftheAdvantageSmallLargeNumberofApproachestoAchieveAdvantageFewManyProductDifferentiationFormFea-turesPerfor-manceQualityConform-anceQualityDura-bilityRelia-bilityRepair-abilityStyleDesignDeliveryServicesDifferentiationOrderingEaseMaintenance&RepairCustomerTrainingInstallationCustomerConsultingMiscellaneousServicesDifferentiationPersonnelChannelMediaAtmosphereSymbolsEventsImageDifferentiationDifferencesWorthEstablishingAffordableSuperiorProfitablePreemptiveDistinctiveImportantPositioningistheactofdesigningthecompany’sofferingandimagetooccupyadistinctiveplaceinthethetargetmarket’smind.P298PerceptualMap0.81.0-1.6-1.4-1.2-1.0-0.8-0.6-0.4-0.21.00.2-0.2-0.4-0.6-0.8MagicMountainJapaneseDeerParkBuschGardensKnott’sBerryFarmLionCountrySafariMarinelandofthePacificDisneylandEconomicalFunridesExerciseFantasyGoodfoodEasytoreachEducational,animalsLittlewaitingLiveshowsSales&ProfitLifeCyclesIntroductionGrowthMaturityDeclineTimeSales&profits($)FourIntroductory

MarketingStrategiesRapid-skimmingstrategyRapid-penetrationstrategySlow-penetrationstrategySlow-skimmingstrategyPriceLowHighPromotionHighLowMaturityStageMarketModificationProductModificationMarketing-MixModificationDeclineStageDecreaseinvestmentResolveuncertainties-stableinvestmentSelectivenichesHarvestingDivestingMarketEvolutionEmergenceGrowthMaturityDeclineMarket-Fragmentationand

Market-ConsolidationStrategies(a)Market-fragmentationstageMCJXYZKFGLDEABH(b)Market-consolidationstageXMCABDEFGJKLYZHReviewIdentifyDifferentiatingAttributesChoosing&CommunicatingEffectivePositioningMarketingStrategiesAlongtheProductLifeCycleMarketingStrategy&MarketEvolutionChapter11DevelopingNewObjectivesChallengesinNewProductDevelopment(NPD)OrganizationalStructure&NPDStages&ManagementofNPDDiffusion&AdoptionofNewProductsWhyNewProductsFail“OverChampioning〞OverestimatedDemandPoorDesignPoorMarketingExecutionHighDevelopmentCostsStrongCompetitiveReactionChallengesinNPDIdeaShortageFragmentedMarketsSocial&GovernmentalConstraintsCostCapitalShortageNeedforSpeedShorterProductLifeCyclesNewProductDevelopmentProcessIdeaGenerationConceptDevelopmentandTestingMarketingStrategyDevelopmentIdeaScreeningBusinessAnalysisProductDevelopmentMarketTestingCommercializationProbabilityofSuccessProbabilityoftechnicalcompletionOverallprobabilityofsuccess=ProbabilityofcommercializationgiventechnicalcompletionXProbabilityofeconomicsuccessgivencommercializationXConceptDevelopment&Testing1.DevelopProductIdeasintoAlternativeProductConcepts2.ConceptTesting-TesttheProductConceptswithGroupsofTargetCustomers3.ChoosetheBestOneHighprice/oz.LowincaloriesLowprice/oz.HighincaloriesProduct&BrandPositioning(a)Product-positioningmap(breakfastmarket)Exp