上海交通大學(xué)營(yíng)銷管理教程英文二

MarketingManagement1/19/20231整體課程安排為何學(xué)習(xí)市場(chǎng)營(yíng)銷西方理論精華中國(guó)特色的營(yíng)銷案例討論1/19/2023一.為何學(xué)習(xí)市場(chǎng)營(yíng)銷1/19/2023二.西方理論精華1彼得·德魯克論管理市場(chǎng)營(yíng)銷的知識(shí)框架營(yíng)銷理論的發(fā)展?fàn)I銷的幾大觀念營(yíng)銷領(lǐng)域的拓展1/19/2023二.西方理論精華2營(yíng)銷環(huán)境購(gòu)買行為市場(chǎng)調(diào)查和預(yù)測(cè)市場(chǎng)細(xì)分目標(biāo)市場(chǎng)營(yíng)銷組合（4PS）跨國(guó)營(yíng)銷服務(wù)營(yíng)銷1/19/2023三.中國(guó)特色的營(yíng)銷企業(yè)家看中國(guó)市場(chǎng)環(huán)境跨國(guó)公司：中國(guó)本土化是勝利之本中國(guó)市場(chǎng)環(huán)境的5大特征轉(zhuǎn)型市場(chǎng)營(yíng)銷的10個(gè)奇異點(diǎn)中國(guó)轉(zhuǎn)型市場(chǎng)的營(yíng)銷特征1/19/2023北京電信的營(yíng)銷策略（演示）中國(guó)電信的營(yíng)銷策略（演示）肯德基（KFC）在中國(guó)阿吉特公司海爾如何實(shí)現(xiàn)國(guó)際化商務(wù)通創(chuàng)造新市場(chǎng)四.案例研討1/19/2023一.為何學(xué)習(xí)市場(chǎng)營(yíng)銷6000萬營(yíng)銷人員需要培訓(xùn)企業(yè)的50%成本與營(yíng)銷有關(guān)。找一個(gè)好工作25%-30%與營(yíng)銷有關(guān)3/8的CEOS來自于營(yíng)銷更易被提升1/19/20232.1.1彼得.德魯克論管理管理象一個(gè)交響樂隊(duì)（只有一個(gè)指揮）1946年的〈〈企業(yè)概念〉〉的“組織”做正確的事情（而不是將事情做對(duì)）管理是藝術(shù)；1/19/20232.1.2彼得.德魯克論管理1954〈〈管理實(shí)踐〉〉（創(chuàng)建管理學(xué)科）管理不僅是企業(yè)管理，最早用于非贏利機(jī)構(gòu)1973年〈〈管理：任務(wù)，責(zé)任，實(shí)踐〉〉承擔(dān)社會(huì)責(zé)任---使命，戰(zhàn)略，結(jié)構(gòu)，結(jié)果。人與權(quán)力，價(jià)值觀，結(jié)構(gòu)和方式始于價(jià)值觀，注重結(jié)構(gòu)與方式，圍繞責(zé)任。突出責(zé)任1/19/20232.2市市場(chǎng)營(yíng)銷銷的知識(shí)識(shí)框架營(yíng)銷基本本理論目標(biāo)營(yíng)銷管理理不可控因因素市場(chǎng)研究究可控因素素特殊領(lǐng)域域營(yíng)銷1/5/2023MarketingsystemMarketconcept(need,want,demand;customer-orientation)Environment(macro-,micro--)MarketresearchBuyingbehavior(consume,organization--business,government)MarketingresearchMarketsegmentation(targetmarket)Marketingmixture(4ps)Specialmarketing(international,service)1/5/20232.3.1營(yíng)銷理理論的發(fā)展（（幾個(gè)有影響響的時(shí)期）1960年的的4PS理論論（美國(guó)密西根大大學(xué)教授J。。MECARTRY）PEOPLE，PACKAGING70年代PHILIPKOTLER---PR，POLITICS，戰(zhàn)略計(jì)劃過程程中的PROBING（（研究），PARTITIONING（劃分分），PRIORITIZING（（優(yōu)先），POSITIONING（定位）1/5/20232.3.2營(yíng)銷理理論的發(fā)展（（幾個(gè)有影響響的時(shí)期）1969年的的定位—?jiǎng)?chuàng)造造新的差異贏贏取市場(chǎng)70年代的社社會(huì)營(yíng)銷觀念念—社會(huì)責(zé)任任和新價(jià)值觀觀。90年代整整合營(yíng)銷傳播播（IMC））（integratedmarketingcommunications）90年代末----互聯(lián)聯(lián)網(wǎng)營(yíng)銷1/5/20232.4.1營(yíng)營(yíng)銷的幾大核核心概念需要，欲望，，需求產(chǎn)品價(jià)值,滿意和和質(zhì)量市場(chǎng)1/5/2023DemandDemands=wants+buyingpower1/5/2023Satisfaction….isaperson’sfeelingsofpleasureordisappointmentresultingfromcomparingaproduct’sperceivedperformance(oroutcome)inrelationtohisorherexpectations.1/5/2023SatisfiedCustomers:AreloyallongerBuymore(newproducts&upgrades)Aremorebrandloyal(lesspricesensitive)OfferfeedbackReducetransactioncostsSpreadfavorableword-of-mouth(VirualMktg)1/5/2023VsDissatisfiedCustomers?##/\1/5/2023Idon’tcare無所謂Interesting原來如此Deal成交Makeyourcustomerbecomeyoursalesman讓客戶成為為你的銷售售員That’sverygood真是不錯(cuò)公司產(chǎn)品及服務(wù)客戶的需要及喜好1/5/2023-Kotler1/5/2023與客客戶戶的的關(guān)關(guān)系系2/3的的客客戶戶離離開開某某供供應(yīng)應(yīng)商商是是因因?yàn)闉榭涂蛻魬絷P(guān)關(guān)懷懷不不夠夠.-XeroxResearch93%的的CEO認(rèn)認(rèn)為為客戶戶管管理理是是企企業(yè)業(yè)成成功功和和更更富富競(jìng)競(jìng)爭(zhēng)爭(zhēng)力力的的最最重重要要的的因因素素.-YankeeGroup客戶戶滿滿意意度度如如果果有有了了5%的的提提高高,企企業(yè)業(yè)的的利利潤(rùn)潤(rùn)將將加加倍倍!-世世界界經(jīng)經(jīng)紀(jì)紀(jì)人人文文摘摘網(wǎng)網(wǎng)站站一個(gè)個(gè)非非常常滿滿意意的的客客戶戶的的購(gòu)購(gòu)買買意意愿愿將將六六倍倍于于一一個(gè)個(gè)滿滿意意的的客客戶戶!-HarvardBusinessReview1/5/20231.Acustomeristhemostimportantpersonever…………生活活中中最最重重要要的的人人……...WhatisaCustomer?2.Acustomerisnotdependentonus..wearedependentonhim.客戶戶不不依依賴賴我我們們…….我我們們依依賴賴他他3.Acustomerisnotaninterruptionofourwork……....heisthepurposeofit.客人人并并沒沒有有打打斷斷我我們們的的工工作作…………...他他是是工工作作的的意意義義5.Acustomerisnotsomeonetoargueormatchwitswith.Nobodyeverwonanargumentwithacustomer.不可可與與客客人人爭(zhēng)爭(zhēng)辨辨,沒人人能能戰(zhàn)戰(zhàn)勝勝客客戶戶6.Acustomerisapersonwhobringsushiswants.Itisourjobtohandlethemprofitablytohim&toourselves.客戶讓我們了了解他的需要要,我們的的工作是在盈盈利情況下滿滿足他的需要要-PhilipKotler客人是什么?4.Wearenotdoingafavorbyservinghim….heisdoingusafavorbygivingustheopportunitytodoso.服務(wù)客戶并非非替他行方便便…...相相反的是客戶戶給我們恩惠惠讓我們替他他服務(wù)1/5/2023市務(wù)經(jīng)理的職能:不斷帶領(lǐng)公司往取悅客戶的方向走取悅客戶是在市場(chǎng)里成功的關(guān)鍵!市務(wù)人員的角色1/5/20232.4.2營(yíng)營(yíng)銷管理理念念生產(chǎn)觀念(改改進(jìn)生產(chǎn))產(chǎn)品觀念（好好的產(chǎn)品）銷售觀念（銷銷售）營(yíng)銷觀念（客客戶）社會(huì)營(yíng)銷/關(guān)關(guān)系營(yíng)銷（長(zhǎng)長(zhǎng)期關(guān)系）1/5/20232.5營(yíng)銷領(lǐng)領(lǐng)域的拓展非贏利組織(舉例)非傳統(tǒng)營(yíng)銷(舉例)個(gè)人地方事業(yè)事件組織1/5/2023MarketingManagement1/5/2023MarketingManagement1/5/202328Outlinedefinitionofmarketingunderlyingconceptsmarketplaceorientationsroleofthemarketingintheorganisationcustomersatisfaction1/5/2023DefiningMarketingMarketingisasocietalprocessbywhichindividualsandgroupsobtainwhattheyneedandwantthroughcreating,offering,andfreelyexchangingproductsandservicesofvaluewithothers.-Kotler(2000p.7)1/5/2023Underlyingconceptsneeds,wantsanddemandstargetmarketsandsegmentationproductorofferingvalueandsatisfactionexchangeandtransactionsrelationshipsandnetworkschannelscompetiitonenvironment1/5/2023SimpleMarketingSystemIndustry(acollectionofsellers)Market(acollectionofBuyers)Goods/servicesMoneyCommunicationInformation1/5/2023TheFourPsMarketingMixProductPricePromotionPlaceTheFourCsCustomerSolutionCustomerCostCommunicationConven-ience1/5/2023MarketplaceorientationsProduction-produceascheaplyaspossibleProduct-thebettermousetrapSelling-footinthedoorMarketing-whatdoconsumerswantSocietalmarketing1/5/2023EvolvingViewsofMarketing’’sRolea.MarketingasanequalfunctionFinanceProductionMarketingHumanresourcesb.MarketingasamoreimportantfunctionFinanceHumanresourcesMarketingProduction1/5/2023EvolvingViewsofMarketing’’sRolec.MarketingasthemajorfunctionMarketingFinanceHumanresourcesProductiond.ThecustomerasthecontrollingfactorCustomerHumanresourcesFinanceProductionMarketing1/5/2023EvolvingViewsofMarketing’’sRolee.ThecustomerasthecontrollingfunctionandmarketingastheintegrativefunctionCustomerMarketingProductionHumanresourcesFinance1/5/2023DeterminantsofCustomerDeliveredValueImagevaluePersonnelvalueServicesvalueProductvalueTotalcustomervalueMonetarycostTimecostEnergycostPsychiccostTotalcustomercostCustomerdeliveredvalue1/5/2023Satisfaction….isaperson’sfeelingsofpleasureordisappointmentresultingfromcomparingaproduct’’sperceivedperformance(oroutcome)inrelationtohisorherexpectations.1/5/2023SatisfiedCustomers:AreloyallongerBuymore(newproducts&upgrades)Spreadfavorableword-of-mouthAremorebrandloyal(lesspricesensitive)OfferfeedbackReducetransactioncosts1/5/2023Insummary...definitionofmarketingunderlyingconceptsmarketplaceorientationsroleofthemarketingintheorganisationcustomersatisfaction1/5/20231/5/2023MarketingManagementTopic2UnderstandingtheMarketingEnvironment1/5/202343OutlineMacroenvironmentaltrendsdemographiceconomicnaturaltechnologicalpolitical-legalsocial-cultural1/5/2023EnvironmentalforcesMicroenvironmentwithinthecontrolofthecompany-generallyinternalsuchasstrategies,structuresandorganisationalcultureMacroenvironmentexternalandoutsidethecompany1/5/2023MacroenvironmentalForcesWorldtradeenablersAsianeconomicpowerRiseoftradeblocsInternationalmonetarycrisesUseofbarter&countertradeMovetowardsmarketeconomies“Global”lifestyles1/5/2023MacroenvironmentalForcesOpeningof““new””marketsEmergingtransnationalfirmsCross-borderstrategicalliancesRegionalethnic&religiousconflictGlobalbranding1/5/2023Demographicenvironmentworldwidepopulationgrowthagemixethnicmarketseducationhouseholdpatternsgeographicshiftsmassmarketstomicromarkets1/5/2023Economicenvironmentincomedistributionsubsistencerawmaterialexportingindustrializingindustrialsavings,debtandcreditavailability1/5/2023Naturalenvironmentchangingroleofgovernmenthigherpollutionlevelsshortageofrawmaterialsincreasedcostsofenergy1/5/2023TechnologicalenvironmentacceleratingpaceofchangeopportunitiesforinnovationincreasedregulationvaryingR&Dbudgets1/5/2023Politicallegalenvironmentincreasedlegislationspecialinterestgroupstradingblocks(WTO)1/5/2023Social/CulturalEnvironmentOfOrganizationsOfNatureOfOneselfOfSocietyOftheUniverseOfOthersViewsThatExpressValues1/5/2023Social/CulturalEnvironmentHighPersistenceofExistenceofShiftsofSecondaryCultural1/5/2023Insummary...Marketersneedtotracking&identifyingopportunitiesinthemacroenvironmentdemographic,economic,natural,technological,political,&cultural.1/5/20231/5/2023MarketingManagementTopic3UnderstandingBuyerBehaviour1/5/202357OutlineConsumerbuyingbehaviourfactorsinfluencingbuyerbehaviourbuyingrolesstagesinthedecisionprocesstypesofdecisionsOrganisationalbuyingbehaviourbusinessversesconsumermarketsparticipantsinorganisationalbuying1/5/2023ConsumerBuyingBehaviourThebehaviourthatconsumersdisplayin:seekingpurchasingusingevaluatingdisposingofproductsandservicestheyexpectwillsatisfytheirneedsSource:Schiffmanetal(1996)1/5/2023ModelofBuyingBehaviorBuyer’sdecisionprocessProblemrecognitionInformationsearchEvaluationDecisionPostpurchasebehaviorOtherstimuliEconomicTechnologicalPoliticalCulturalBuyer’scharacteristicsCulturalSocialPersonalPsychologicalBuyer’sdecisionsProductchoiceBrandchoiceDealerchoicePurchasetimingPurchaseamountMarketingstimuliProductPricePlacePromotion1/5/2023FactorsinfluencingbuyerbehaviourculturalsocialpersonalPsychological（心理上上的）1/5/2023Culturalfactorsculturefundamentaltobuyingbehavioursubculturegeographic,religious,racialsocialclassincome,occupation,education1/5/2023SocialfactorsreferencegroupsmembershipaspirationalDisassociate（（分離））familyorientation/procreation(生生殖)socialrolesandstatus（地地位）1/5/2023Personalfactorsageandstage（階段段）inthelifecycleoccupationandeconomiccircumstancesLifestylepersonalityselfconcept1/5/2023PsychologicalfactorsMotivation（動(dòng)機(jī)機(jī)）Perception（感受受）learningBeliefs（信仰仰）andattitudes（態(tài)度度）1/5/2023BuyingrolesInitiator（發(fā)發(fā)起人）influencerdeciderbuyeruser1/5/2023StagesofthedecisionprocessproblemrecognitioninformationsearchAl‘ternativeevaluationchoicepostpurchaseevaluation1/5/2023Typesofdecisionsrou’tine(habitualbuying)limitedproblemsolving(dissonance不不和諧reducing)highinvolvement(complex)1/5/2023OrganisationalbuyingbehaviourBusinessversesconsumermarketsfewerbuyerslargerbuyerscloserrelationshipsgeographicallyconcentratedprofessionalpurchasing1/5/2023Factorsinfluencingenvironmentalorganisationalinterpersonalindividual1/5/2023BuyingProcessProblemrecognitionInformationsearchEvaluationofsuppliersSelectionofsupplier-bid/nobidPurchaseUsePostpurchaseevaluation1/5/2023TypesofbuyingdecisionsRe-buyModifiedre-buyNewtask1/5/2023Insummary...buyingbehaviour(bothbusinessandconsumer)influencedbymanyfactorstypesofdecisionsrolesprocesses1/5/20231/5/2023MarketingManagementTopic4MarketingResearch1/5/202375OutlineMarketingInformationSystems(MIS)WhatisMarketingResearch?MarketingResearchasaBusinessToolTheResearchProcessBarrierstouseofmarketingresearchEthics1/5/2023DefinitionsAmarketinginformationsystem(MIS)consistsofpeople,equipmentandprocedurestogather,sort,analyseandevaluate...timelyandaccurateinformationtodecisionmakers(Kotler2000)Marketingresearch...systematicdesign,collection,analysisandreportingoffindingsrelevanttoaspecificproblem(Kotler2000)1/5/2023Marketinginformationsystemsinternalrecordsmarketingintelligencemarketingresearch1/5/2023MarketingResearchasaBusinessToolresearchonlyatoolthatcanbeusedtomakemoreinformeddecisionsresearchwillnotmakethedecisionreducesbutdoesnoteliminateuncertaintypossibleapplicationsentiremarketingmanagementprocess1/5/2023MarketinginformationsystemProblemdefinitionResearchdesign(orplan)SamplingwhohowmanyDatacollectionanalysisinterpretationRecommendationsreportwritingTheMarketingResearchProcess1/5/2023ProblemdefinitionProblemdefinitionprocessManagementproblemResearchproblemResearchobjectivesestimatevalueofinformation1/5/2023Marketing

information

systemProblemdefinitionResearchdesign(orplan)SamplingwhohowmanyDatacollectionanalysisinterpretationRecommendationsreport

writingTheMarketingResearchProcess1/5/2023Researchdesignsplanbywhichinformationisgatheredtomeetobjectivesprimaryvssecondarydataqualitativedatavsquantitativedata3basicdesignsexploratorydescriptivecausal1/5/2023ResearchdesignsExploratorynewproductdevelopmentcreativedevelopmentdiagnosingproblemsDescriptivequestionnairesdescribingattitudes/profilesCausal(experiments)testmarkets1/5/2023ResearchdesignsQuestionnairesmustbebasedonresearchobjectivesdatamustbeinsuitableformforanalysisContactmethodsmailtelephonepersonalonline1/5/2023MarketinginformationsystemProblemdefinitionResearchdesign(orplan)SamplingwhohowmanyDatacollectionanalysisinterpretationRecommendationsreportwritingTheMarketingResearchProcess1/5/2023SamplingDefinepopulationSampleframe(howtogettopopulation)SamplingmethodprobabilitynonprobabilitySamplesizeDrawthesample1/5/2023MarketinginformationsystemProblemdefinitionResearchdesign(orplan)SamplingwhohowmanyDatacollectionanalysisinterpretationRecommendationsreportwritingTheMarketingResearchProcess1/5/2023DataanalysisTurnsrawdataintoinformationBasedonresearchobjectives(notquestionbyquestion)1/5/2023MarketinginformationsystemProblemdefinitionResearchdesigndeskvsfieldqualvsquantSamplingwhohowmanyDatacollectionanalysisinterpretationRecommendationsreportwritingTheMarketingResearchProcess1/5/2023Barrierstouseofmarketingresearchnarrowconceptionofmarketingresearchunevencalibreofresearcherslateand/orerroneousfindingspersonalityandpresentationaldifferences1/5/2023EthicsMarketingResearchSocietyofAustraliaCodeofProfessionalBehaviourRemember3partiesinvolvedinethicsrespondentsresearchersclients1/5/20231/5/2023MarketingManagementTopic5MarketingPlanning1/5/202394Outlinecorporatestrategicplanningthestrategicmarketingplanningprocessanalyticaltoolsthemarketingplanidentifyingmarketsegmentschoosingtargetmarkets1/5/2023CorporatePlanningDefinethecorporatemissionEstablishstrategicbusinessunits(SBUs)AssignresourcestoSBUsPlannewbusiness,downsizeolderbusinesses1/5/2023Strategic-Planning,Implementation,andControlProcessMeasuringresultsDiagnosingresultsTakingcorrectiveactionImplementationPlanningCorporateplanningDivisionplanningBusinessplanningProductplanningOrganizingImplementingControl1/5/2023Missionstatementslimitednumberofgoalsstressmajorpoliciesandvaluesdefinecompetitivescopes1/5/2023TheBostonConsultingGroup’’sGrowth-ShareMatrix20%-18%-16%-14%-12%-10%-8%-6%-4%-2%-0MarketGrowthRate3?Questionmarks???21Cashcow6Dogs8710x4x2x1.5x1xRelativeMarketShare.5x.4x.3x.2x.1xStars541/5/2023MarketAttractiveness:Competitive-PositionPortfolioClassificationMARKETATTRACTIVENESS5.003.672.331.00LowMediumHighReliefvalveFlexiblediaphragmsFuelpumpsAerospacefittingsClutchesHydraulicpumpsJointsStrongMediumWeakBUSINESSSTRENGTH1.002.333.675.00Invest/growSelectivity/earningsHarvest/divest1/5/2023Sales1050Time(years)TheStrategic-PlanningGapDesiredsalesIntegrativegrowthIntensivegrowthCurrentportfolioStrategic-planninggapDiversification

growth1/5/2023ThreeIntensiveGrowthStrategies:Ansoff’sProduct/MarketExpansionGrid4.Diversification2.Market developmentNewmarkets1.Market penetrationExistingmarketsExistingproducts3.Product developmentNewproducts1/5/20231423HighLowHighLowAttractivenessSuccessProbabilityOpportunitiesOpportunityMatrix1.Companydevelopsamorepowerfullightingsystem2.Companydevelopsadeviceformeasuringtheenergyefficiencyofanylightingsystem3.Companydevelopsadeviceformeasuringilluminationlevel4.CompanydevelopsasoftwareprogramtoteachlightingfundamentalstoTVstudiopersonnel1/5/2023ThreatMatrix1. Competitordevelopsasuperiorlightingsystem2. Majorprolongedeconomicdepression3. Highercosts4. LegislationtoreducenumberofTVstudiolicenses1423HighLowHighLowSeriousnessProbabilityofOccurrenceThreats1/5/2023TheMcKinsey7-SFrameworkSkillsSharedvaluesStaffStyleStrategyStructureSystems1/5/2023SelltheproductTheValue-DeliveryProcessMaketheproductProcureDesignproductMakePriceSellAdvertise/promoteDistributeServiceChoosetheValueProvidetheValueCommunicatetheValue(a)Traditionalphysicalprocesssequence(b)Valuecreation&deliverysequenceStrategicmarketingTacticalmarketing1/5/2023Themarketingplanexecutivesummary&tableofcontentscurrentmarketingsituationopportunityandissueanalysisobjectivesmarketingstrategyactionprogrammesfinancialanalysiscontrols1/5/2023StepsinMarketSegmentation,Targeting,andPositioning1. Identifysegmentationvariablesandsegmentthemarket2. DevelopprofilesofresultingsegmentsMarketSegmentation3.Evaluateattractivenessofeachsegment4.Selectthetargetsegment(s)MarketTargeting5.Identifypossiblepositioningconceptsforeachtargetsegment6.Select,develop,andcommunicatethechosenpositioningconceptMarketPositioning1/5/2023BasesforsegmentingconsumermarketsGeographicregion,city,climateDemographicagegender,familysizePyschographiclifestyleorpersonalityBehaviouraloccasions,benefits,usesorattitudes1/5/2023BasesforSegmentingBusinessMarketsDemographicOperatingvariablesPurchasingapproachesSituationalfactorsPersonalcharacteristics1/5/2023MeasurableAccessibleSubstantialDifferentialSegmentsmustbelargeorprofitableenoughtoserve.Segmentscanbeeffectivelyreachedandserved.ActionableSize,purchasingpower,profilesofsegmentscanbemeasured.Segmentsmustresponddifferentlytodifferentmarketingmixelements&actions.Mustbeabletoattractandservethesegments.EffectiveSegmentation1/5/2023Insummary...StrategicplanningisthefundamentalbasisformarketingdecisionsSTP-segment,target,position1/5/20231/5/2023MarketingManagementTopic6ManagingtheMarketingMix:ProductsandServices1/5/2023114OutlineProductcharacteristicsBrandingPackaging&labelingNewproductdevelopmentServices1/5/2023FiveProductLevelsPotentialproductAugmentedproductExpectedproductBasicproductCorebenefit1/5/2023Typesofconsumer-goodsConvenienceproductsboughtfrequentlyandimmediatelyShoppingproductsbuylessfrequently,moreeffortSpecialtyproductsspecialpurchaseeffortsUnsoughtgoodsnewordon’’twanttothinkaboutit1/5/2023ProductmixWidthnumberofdifferentproductlinesLengthtotalnumberofitemswithinthelineDepthnumberofversionsofeachproduct1/5/2023BrandSomethingthatidentifiesaproductasbeingdifferenttootherproducts/belongingtoaspecificcompanynamesymboldesign1/5/2023AnOverviewofBrandingDecisionsBrandingDecisionBrandNobrandBrand-SponsorDecisionManu- facturer brandDistribu-tor (private) brandLicensed brandBrand-NameDecisionIndividual brand namesBlanket family nameSeparate family namesCompany- individual namesBrand-RepositioningDecisionReposi- tioningNo reposi- tioningBrand-StrategyDecisionLine extensionBrand extensionMulti- brandsNew brandsCobrands1/5/2023BrandStrategiesBrandExtensionNewBrand

NameProductCategoryLineExtensionExistingExistingMultibrandsNewNewBrands1/5/2023Brandnamesdistinctivesuggestproductqualitiessuggestproductbenefitseasytopronounce,recognize,remembersuitableininternationalmarkets1/5/2023PackagingasamarketingtoolSelf-serviceConsumeraffluenceCompany&brandimageOpportunityforinnovation1/5/2023NewProductsReasonsforfailure“Overchampioning”O(jiān)verestimateddemandPoordesignPoormarketingexecutionHighdevelopmentcostsStrongcompetitivereaction1/5/2023ChallengesinNPDIdeashortageFragmentedmarketsSocial&governmentalconstraintsCostCapitalshortageNeedforspeedShorterproductlifecycles1/5/2023NewProductDevelopmentProcessIdeaGenerationConceptDevelopmentandTestingMarketingStrategyDevelopmentIdeaScreeningBusinessAnalysisProductDevelopmentMarketTestingCommercialization1/5/202321/2%Innovators131/2%Earlyadopters34%Earlymajority34%Latemajority16%LaggardsTimeofadoptioninnovationsAdopterCategorizationoftheBasisofRelativeTimeofAdoptionofInnovations1/5/2023CharacteristicsoftheRateofAdoptionRelativeadvantageCompatibilityComplexityDivisibilityCommunicability1/5/2023PureServiceServicesTangibleGoodw/ServicesMajorServicew/GoodsHybridPureTangibleGood1/5/2023CharacteristicsofservicesIntangibilitycannotbeseen,felt,tasted,touchedbeforepurchaseInseparabilitycannotbeseparatedfromtheirproviders,forexample,hairdresser1/5/2023CharacteristicsofservicesVariabilityqualityofservicecanvaryateachofferPerishabilitycannotbestoredforlateruse1/5/2023OvercomingservicechallengesIntangibilityusecuestomaketangibleInseparabilitynotalwayspossible-usetechnologyVariabilitystandardisation/trainingPerishabilitymatchsupplyanddemand1/5/2023DeterminantsofServiceQualityReliabilityResponsivenessAssuranceEmpathyTangibles1/5/2023Insummary...ProductcharacteristicsBrandingPackaging&labelingNewproductdevelopmentServices1/5/20231/5/2023MarketingManagementTopic7PricingandChannels1/5/2023136OutlinePriceSettingthepricePricingmethodsMarketingChannelsDesigndecisionsManagementdecisionsDynamics1/5/2023PriceHigh

Medium

LowHighLowProductQualityMedPremiumValue

MediumValueEconomyOverchargingRip-OffFalseEconomyHighValueSuperValueGood-ValuePrice-QualityStrategies1/5/2023SettingpricingpolicySelectthepricingobjectivedeterminedemandestimatecostsanalysecompetitorsselectapricingmethodselectfinalprice1/5/2023TypesofCostsTotalCostsSumoftheFixedandVariableCostsforaGivenLevelofProductionFixedCosts(Overhead)Coststhatdon’’tvarywithsalesorproductionlevels.ExecutiveSalariesRentVariableCostsCoststhatdovarydirectlywiththelevelofproduction.Rawmaterials1/5/2023TheThreeC’sModel

forPriceSettingCostsCompetitors’pricesandpricesofsubstitutesCustomers’’assessmentofuniqueproductfeaturesLowPriceNopossibleprofitatthispriceHighPriceNopossibledemandatthisprice1/5/2023PricingMethodsMarkuppricingTargetreturnpricingPerceivedvaluepricingValuepricingGoing-ratepricingSealed-bidpricing1/5/2023PromotionalPricingLoss-leaderpricingSpecial-eventpricingCashrebatesLow-interestfinancingLongerpaymenttermsWarranties&servicecontractsPsychologicaldiscounting1/5/2023Discriminatorypricingcustomersegmentproductformlocationtime1/5/2023HowaDistributorReducestheNumberofChannelTransactions=Customer=ManufacturerA.NumberofcontactswithoutadistributorMxC=3X3=91324567891/5/2023HowaDistributorReducestheNumberofChannelTransactions=Distributor=Customer=ManufacturerB.NumberofcontactswithadistributorMxC=3+3=6Store1234561/5/2023Distributionchannelfunctionsrisktakingphysicaldistributionpaymentstransferinformationcommunicationnegotiationorderingfinancing1/5/2023WholesalerJobberRetailerConsumerConsumerRetailerConsumerManufacturer0-levelchannelWholesalerRetailerConsumerMfg2-levelchannelMfg3-levelchannel1-levelchannelManufacturerConsumerMarketingChannels1/5/2023Customers’DesiredServiceLevelsLotsizeWaitingtimeSpatialconvenienceProductvarietyServicebackup1/5/2023Channelmanagementdecisionsselectingtrainingmotivatingevaluatingfeedback1/5/2023CorporateCommonOwnershipatDifferentLevelsoftheChannelContractualContractualAgreementAmongChannelMembersAdministeredLeadershipisAssumedbyOneoraFewDominantMembersTypesofVerticalMarketingSystems1/5/2023ConventionalDistributionChannelvs.VerticalMarketingSystemsVerticalmarketingchannelManufacturerRetailerConventionalmarketingchannelConsumerManufacturerConsumerRetailerWholesalerWholesaler1/5/2023CausesofChannelConflictIncompatibilityDifferenceinperceptionDependence1/5/2023Legal&EthicalIssuesinChannelRelationsExclusivedealingExclusiveterritoriesTyingagreementsDealers’’rights1/5/2023Insummary...PriceSettingthePriceAdaptingthePriceInitiating&RespondingtoPriceChangesMarketingChannelsDesignDecisionsManagementDecisionsDynamics1/5/20231/5/2023MarketingManagementTopic8Promotions-MarketingCommunications1/5/2023157OutlineThecommunicationsmixThecommunicationsprocessDevelopingeffectivecommunicationsDecidingonthemarketingcommunicationsmixManagingandcoordinatingintegratedmarketingcommunications1/5/2023AdvertisingPersonalSellingAnyPaidFormofNonpersonalPresentationbyanIdentifiedSponsor.SalesPromotionShort-termIncentivestoEncourageTrialorPurchase.PublicRelationsDirectMarketingDirectCommunicationsWithIndividualstoObtainanImmediateResponse.Protectand/orPromoteCompany’sImage/products.PersonalPresentations.TheMarketingCommunicationsMix1/5/2023ElementsintheCommunicationProcessSENDEREncodingDecodingRECEIVERMediaMessageFeedbackResponseNoise1/5/2023MessageproblemsSelectiveattentionselectivedistortionselectivereception1/5/2023StepsforeffectivecommunicationIdentifytargetaudienceCommunicationobjectivesDesignthemessageSelectcommunicationschannelEstablishthebudgetCommunicationsmixMeasureresultsManagetheIMCprocess1/5/2023Step1.IdentifyingtheTargetAudiencePurchaseConvictionPreferenceLikingKnowledgeAwarenessStep2.DeterminingtheCommunicationObjectivesBuyerReadinessStages1/5/2023ResponseHierarchyModelsCommuni-cationsModeldAIDAModelaInnovation-AdoptionModelcHierarchy-of-EffectsModelbStagesCognitivestageAffectivestageBehaviorstageAwarenessTrialAdoptionInterestEvaluationPurchaseLikingPreferenceConvictionAwarenessKnowlegeAttentionInterestDesireActionBehaviorAttitudeIntentionExposureReceptionCognitiveresponse1/5/2023Step3:DesignthemessageMessagecontentrational,emotional,moralappealsMessagestructureconclusions,argumenttypeandorderMessageformatlayout,words,sounds,bodylanguageMessagesourceexpertise,trustworthiness1/5/2023Step4SelectcommunicationchannelPersonaldirectcommunicationwordofmouthNonpersonalprintbroadcastelectronic1/5/2023Step5EstablishthebudgetAffordablePercentageofsalesCompetitiveparityObjectiveandtask1/5/2023Step6DecideoncommunicationsmixAdvertsiingSalespromotionPublicrelationsandpublicityPersonalsellingDirectmarketing1/5/2023Step7.MeasureResultsStep8.ManagetheIMCProcess1/5/2023Factorsinfluencingpromotionalmixstrategiestypeofproduct/marketbuyerreadinessstageproductlifecyclestagepushvspullstrategy1/5/2023PushVersusPullStrategyProducerProducerInterme-diariesMarketingactivitiesEndusersMarketingactivitiesDemandInterme-diariesDemandPushStrategyPullStrategyEndusersMarketi