大學(xué)教學(xué)課件：國際市場營銷

InternationalMarketingChapter1IntroductiontoMarketing作業(yè)1、選擇自己感興趣的行業(yè)，按照章節(jié)搜集相關(guān)行業(yè)的國內(nèi)外信息。行業(yè)發(fā)展情況行業(yè)規(guī)模及分布情況行業(yè)競爭對手消費者行為等等作業(yè)2小組選擇一家準備國際化的深圳企業(yè)，為該公司制定一份國際營銷計劃，要包括：SWOT分析消費者行為分析確定目標市場選擇國際進入方式5000字左右交作業(yè)時間：第十五周的周五搜集深圳行業(yè)信息和有關(guān)營銷案例2餐飲行業(yè)3鐘表4家具5服裝6珠寶7物流8電子9機械10動漫11生物12高新技術(shù)WhatisMarketing?Processbywhichindividualsandgroupsobtainwhattheyneedandwantthroughcreatingandexchangingproductsandvaluewithothers.Moresimply:Marketingisthedeliveryofcustomersatisfactionataprofit.untappedWhat’smarketingMarketingistheprocessofplanningandexecutingtheconception,pricing,promotion,anddistributionofideas,goods,andservicestocreateexchangesthatsatisfyindividualandorganizationalgoals.

---------AmericanMarketingAssociationWhat’smarketingMarketingisasocialandmanagerialprocessbywhichindividualsandgroupsobtainwhattheyneedandwantthroughcreatingandexchangingproductsandvaluewithothers.-------------PhilipKotler

WhatisMarketing?MarketingisaboutmanagingprofitablecustomerrelationshipsAttractingnewcustomersRetainingandgrowingcurrentcustomersWhat’smarketingMarketingisthemanagementprocessresponsibleforidentifying,anticipatingandsatisfyingcustomerrequirementsprofitably.---TheCharteredInstituteofMarketing

CoreMarketingConceptsProductsandServicesValue,satisfaction,andqualityNeeds,wants,anddemandsExchange,transactions,andrelationshipsMarketsCoreMarketingConceptsWhatMotivatesaConsumer

toTakeAction?Needs-stateoffeltdeprivationforbasicitemssuchasfoodandclothingandcomplexneedssuchasforbelonging.i.e.IamthirstyWants-formthatahumanneedtakesasshapedbycultureandindividualpersonality.i.e.IwantaCoca-Cola.WhatMotivatesaConsumer

toTakeAction?Demands-humanwantsbackedbybuyingpower.i.e.IhavemoneytobuyaCoca-Cola.PDIPersonaldisposableincomeDEMAND負的需求(negativedemand)無需求(nodemand)潛在需求(latentdemand)下降的需求(decliningdemand)不規(guī)則的需求(irregulardemand)→規(guī)則化行銷/同步行銷(synchromarketing)充分需求(fulldemand)過度需求(overfulldemand)→低行銷/減緩營銷(demarketing)有害需求(unwholesomedemand)Demand需求狀態(tài)需求例子營銷手段負需求高脂肪食品、疫苗扭轉(zhuǎn)需求無需求廢舊物品、陌生產(chǎn)品刺激需求潛在需求節(jié)能汽車、無害香煙開發(fā)需求下降需求舊式電視機恢復(fù)需求不規(guī)則需求景區(qū)旅游、電影院服務(wù)調(diào)節(jié)需求飽和需求上班高峰期的公交服務(wù)維持需求過度需求購物用塑料袋限制需求有害需求毒品、垃圾食品抵制需求UnderstandingtheMarketplaceMarketingofferCombinationofproducts,services,informationorexperiencesthatsatisfyaneedorwantOffermayincludeservices,activities,people,places,informationorideasUnderstandingtheMarketplaceValueCustomersformexpectationsregardingvalueMarketersmustdelivervaluetoconsumersSatisfactionAsatisfiedcustomerwillbuyagainandtellothersabouttheirgoodexperienceUnderstandingtheMarketplaceExchangeTheactofobtainingadesiredobjectfromsomeonebyofferingsomethinginreturnOneexchangeisnotthegoal,relationshipswithseveralexchangesarethegoalRelationshipsarebuiltthroughdeliveringvalueandsatisfactionUnderstandingtheMarketplaceMarketSetofactualandpotentialbuyersofaproductMarketersseekbuyersthatareprofitableValueandSatisfactionPerceivedValueThecustomers’evaluationofthedifferencebetweenbenefitsandcosts.Customersoftendonotjudgevaluesandcostsaccuratelyorobjectively.CustomerSatisfactionProduct’sperceivedperformancerelativetocustomers’expectations.DiscussionQuestionsCustomerSatisfaction

Whenhaveyou,personally,beenextremelysatisfiedordissatisfiedwithaproduct?Why?Whyisitsodifficultforcompaniestodelivervaluetoconsumers?MarketinginAction1-21SelectingCustomersandCreatingValueWhatcustomerswillweserve?KnownascustomermanagementMarketersselectcustomersthatcanbeservedprofitablyHowcanweservethesecustomersbest?BydefiningavaluepropositionIncludesthesetofbenefitsorvaluesacompanypromisestodelivertoconsumersinordertosatisfytheirneedsGroupDiscussionIsthecustomeralwaysright?-TheMcDonald’scase-QSCV--KFCSeckillGateMcDonald’sQSCVCreditfortheleadingpositionbelongstoathoroughgoingmarketingorientationandMcDonald’smissionofQSCV(Quality,Service,

Clean,Value),McDonald’sknowhowtoservepeoplewellandadapttochangingneedsandwants.Itsobjectiveis:toachieve100percenttotalcustomersatisfaction…….everyday…….ineveryrestaurant…….foreverycustomer.KFCISEMBROILEDINSECKILLGATEInteresting!NowKFCisintrouble!Yesterday,manypeoplereceivedKFC’sSpeicalTuesdayElectronicCoupon,whichwascalledSecKillCoupon,forwardedfromfriendsonline.(Seckillisatermoriginatedfromonlinegames,meaningtogiveamortalblowinafewseconds;ithasbecomeahotbuzzwordinChina.)Statedinthecoupon,theFamilyBigBoxmeal(全家桶)withoriginalpriceof64Yuanonlysellsat32yuanwiththiscoupon.ManyprintedthecouponandwenttothelocalKFCrestaurantsinthehopetoenjoythediscount,buttheywereeventuallyinformedthecouponisfake.SincesomenetizenshavesaidthecouponswereacceptedatsomeKFCrestuarants,itarousedangeramongthosewhowererefusedtousethecoupons.ManycustomersweregatheringattherestaurantstowaitfortheanswersfromKFC,anditissaidthatthepolicecametootomaintainorder.OntheInternet,thereareevenmorecriticismsanddenouncementamongmanyfamousBBSforumsandwebsites.Netizen“HalfPriceFamilyBigBox”said,“Ataround12:30a.m.onApril6th,IwasattheKFCrestaurantandthecouponwashonored,butatabout3p.m.myfriendwhowenttothesameKFCrestaurantwasrejected,asthemanagersaidthepromotionprogramwascancelled.Manyotherstherewereallrejectedtoo.Butthecouponclearlystatesitcanbeprinted,andcopied,andthepromotionalprogramdatesarefromApril6toApril9.”ModernMarketingSystemSuppliersEndUserMarketMarketingIntermediariesCompetitorsCompany(Marketer)EnvironmentEnvironmentMarketingManagement

PhilosophiesConsumersfavorproductsthatareavailableandhighlyaffordableImproveproductionanddistributionConsumersfavorproductsthatofferthemostquality,performance, andinnovativefeaturesConsumerswillbuyproductsonlyifthecompanypromotes/sellstheseproductFocusesonneeds/wantsoftargetmarkets&deliveringsatisfactionbetterthancompetitorsFocusesonneeds/wantsoftargetmarkets&deliveringsuperiorvalueSociety’swell-beingProductionConceptProductConceptSellingConceptMarketingConceptSocietalMarketingConceptChapter2MarketingEnvironmentObjectiveWhat’senvironmentalanalysisWhat’sthesignificanceofenvironmentalanalysisWhat’sPEST/SLEPTanalysisSWOTAnalysisSummarizesthekeyissuesfromananalysisofthebusinessenvironmentandthestrategiccapabilityofanorganizationStrengthsWeaknessesOpportunitiesThreatsStrengthsanyinternalasset(know-how,motivation,technology,finance)whichwillhelptomeetdemandsandtofightoffthreatswell-trainedman-power Well-establishedknowledgebase goodcontacttotargetgroup,technology,etc.KeyQuestions:Whatarewegoodat?Howarewedoingcompetitively?Whatareourresources?WeaknessesInternaldeficitshinderingtheorganizationinmeetingdemandslackofmotivationlackoftransportfacilitiesproblemsindistributionofservicesorproductslowreputationKeyQuestions:Whatarewedoingbadly?Whatannoysourcustomersmost?Opportunitiesanyexternalcircumstanceortrendthatfavorsthedemandforanorganization'sspecificcompetenceincreasingpurchasingpowerdevelopmentofnewmarketsforhighqualityproductsnewtechnologiesthatfavorourproductKeyQuestions:Whatchangesdoyouexpecttoseeindemandoverthenextyears?Threatsanyexternalcircumstanceortrendwhichwillunfavorablyinfluencedemandforanorganization'scompetence

establishmentofstrongcompetitorslackofcashathouseholdlevelgovernmentalregulationsthatlimitfreedistributionofourproduct

KeyQuestions:Whatdootherpeopledothatwedon't?Whatfuturechangeswillaffectourorganization?

SWOT-Analysisfocusesonthefollowingquestions:

Whatareourobjectives?Whatdoourcustomerswant?Howdowedistinguishourselvesfromcompetitors?Howcanweimproveourservices?Howcanwedistinguishinternalframeworkconditions(strengthsandweaknesses)fromexternalframeworkconditions(opportunitiesandthreats)

MarketingEnvironmentAlltheactorsandforcesinfluencingthecompany’sabilitytotransactbusinesseffectivelywithit’stargetmarket.MarketingEnvironmentMicroenvironment-forcesclosetothecompanythataffectitsabilitytoserveitscustomers.Macroenvironment-largersocietalforcesthataffectthewholemicroenvironment.TheMarketingEnvironmentCompanyDemographicEconomicNaturalTechnologicalPoliticalCultural

CompanyCustomersIntermediariesSuppliers

CompetitorsPublicsTheMicroenvironmentCompanyCustomersPublics

SuppliersCompetitorsIntermediariesForcesAffectingaCompany’sAbilitytoServeCustomersTheCompany’s

MicroenvironmentCompany’sInternalEnvironment-functionalareassuchastopmanagement,finance,andmanufacturing,etc.Suppliers-providetheresourcesneededtoproducegoodsandservices.MicroenvironmentMarketingIntermediaries-helpthecompanytopromote,sell,anddistributeitsgoodstofinalbuyers.Customers-fivetypesofmarketsthatpurchaseacompany’sgoodsandservices.MicroenvironmentCompetitors-thosewhoserveatargetmarketwithsimilarproductsandservices.Publics-anygroupthatperceivesitselfhavinganinterestinacompany’sabilitytoachieveitsobjectives.CustomerMarketsCompanyConsumerMarketsInternationalMarketsGovernmentMarketsBusinessMarketsResellerMarketsSource:AdaptedfromM.E.Porter,CompetitiveStrategy,FreePress,1980,p.4.ThreatofsubstitutesPotentialentrantsThreatofentrantsSuppliersBargainingpowerSubstitutesBuyersBargainingpowerCOMPETITIVERIVALRYPorter’sFiveforcesModelTheModelIncludesThreesourcesofhorizontalcompetition:★competitionfromthesuppliersofsubstitutes★thethreatofcompetitionfromentrants★competitionfromestablishedproducersTwosourcesofverticalcompetition★thebargainingpowerofsuppliers★thebargainingpowerofbuyersBarriersofEntryEconomiesofScaleAbsoluteCostAdvantagesCapitalRequirementsProductDifferentiationAccesstoDistributionChannelsGovernmentalandLegalBarriersRetaliationbyEstablishedProducersRelativeLevelsofProfitabilityDifferentiationThreatofNewEntrantsNewentrantsareattractedtoanindustrybecauseofpotentialprofitopportunitiesPotentialentrantswilltrytogaugethepotentialforretaliationIndustriesaresurroundedbybarriersofentrythatnewentrantsmustscaleSupplierPowerTherelativepowerofsuppliersandhowtheybehavecanaffectindustryprofitability.SupplierconcentrationSubstitutabilitybetweensuppliersThepotentialforanddegreeofverticalintegrationBuyerPower

PricesensitivityCostofproductrelativetototalcostsProductdifferentiationCompetitionbetweenbuyers

BargainingpowerSizeandconcentrationofbuyersrelativetosuppliersBuyers’switchingcostsBuyers’informationBuyers’abilitytobackwardintegrateBuyers’switchingcostsThelowerthecostofswitchingbetweensuppliers,themoreeffectiveisbuyerpowerThreatofSubstitutesAvailabilityofsubstitutesDegreeofconcentrationandrelativesizeofthebuyerBuyerpropensitytosubstituteRelativepriceperformanceofsubstitutesAbilityoffirmstodifferentiateandre-definetheproductofferingIndustryRivalryThenumberoffirmsandindustryconcentrationDiversityofcompetitorsProductdifferentiationIndustrycapacity&LevelofexitbarriersCostconditionsProfitabilityoftheindustryTheMacroenvironmentDemographicTechnologicalCulturalEconomicPoliticalNaturalForcesthatShapeOpportunitiesandPoseThreatstoaCompanyMacroenvironmentDemographic-monitorspopulationintermsofage,sex,race,occupation,locationandotherstatistics.Economic-factorsthataffectconsumerbuyingpowerandpatterns.Natural-naturalresourcesneededasinputsbymarketersorthatareaffectedbymarketingactivities.MacroenvironmentTechnological-forcesthatcreatenewproductandmarketopportunities.Political-laws,agenciesandgroupsthatinfluenceorlimitmarketingactions.Cultural-forcesthataffectasociety’sbasicvalues,perceptions,preferences,andbehaviors.TechnologicalEnvironmentRapidPaceofChangeHighR&DBudgetsFocusonMinorImprovementsIncreasedRegulationIssuesintheTechnologicalEnvironmentPoliticalEnvironmentGreaterConcernforEthicsIncreasedLegislationChangingEnforcementKeyTrendsinthePoliticalEnvironmentCulturalEnvironmentOfOrganizationsOfNatureOfOneselfOfSocietyOftheUniverseOfOthersViewsThatExpressValuesPESTAnalysis

PoliticalMonopoliesLegislationEmploymentlawEnvironmentalprotectionlawsForeigntraderegulationsGovernmentstabilityIncreasedEmphasisonEthicsandSociallyResponsibleActionsPatentsTaxationPolicyEconomicEconomicgrowth(asmeasuredbyGrossDomesticProduct)PersonaldisposableincomeConsumerexpendituresInflationrates

InterestratesExchangeratesUnemploymentPESTSocialandDemographicPopulationgrowthordeclineAgestructureofthepopulationLifeexpectanciesFamilyformationLifestyleconsumerismLevelsofeducationSocialMobility Technological

HighR&DBudgetsGovernmentspendingonresearchGovernmentandindustryfocusontechnologicaleffortNewdiscoveries/developmentSpeedoftechnologytransferRatesofobsolescenceChapter3MarketingMixTheMarketingMix

2-62EnhancedProductRealProduct

CoreProductProductAnalysisThreeLevelsofaProduct

COREproductTheCOREproductisNOTthetangible,physicalproduct.Youcan'ttouchit.That'sbecausethecoreproductistheBENEFIToftheproductthatmakesitvaluabletoyou.Sowiththecarexample,thebenefitisconveniencei.e.theeaseatwhichyoucangowhereyoulike,whenyouwantto.Anothercorebenefitisspeedsinceyoucantravelaroundrelativelyquickly.ACTUALproductTheACTUALproductisthetangible,physicalproduct.Youcangetsomeuseoutofit.Againwiththecarexample,itisthevehiclethatyoutestdrive,buyandthencollect.AUGMENTEDproductTheAUGMENTEDproductisthenon-physicalpartoftheproduct.Itusuallyconsistsoflotsofaddedvalue,forwhichyoumayormaynotpayapremium.Sowhenyoubuyacar,partoftheaugmentedproductwouldbethewarranty,thecustomerservicesupportofferedbythecar'smanufacture,andanyafter-salesservice.ThreeLevelsofaProduct

Productorserviceorbrand

CoreProduct

ActualProduct

AugmentedProduct

FordFocusFreedomtotravelAmotorcarFordfinanceBudget/NoFrillsAirlinee.g.EasyJet

GetsyoufromAtoBcheaplyAnairlinejourneyFoodboughtduringyourflightChelseaFootballClubExcitementandleisureSportingeventPersonalisedshirtsandothermerchandiseNikeAssociationwiththebestinsportsShoesandotherclothingNikeonlineallowsyoutopersonaliseyourtrainersHilliers'GardenCentres

LeisureandrelaxationGoodsforgardensHilliers'gardeningclubSpanishHolidayRelaxationTwoweeksinaresortHolidayinsuranceKonka668Basicspec

100phonenumbermemorizedimension:84.7mm*43.5mm*23.8mmweight:76.6gstandbytime:100-300hourstalktime:3-5hoursstandardaccessories:travelchargerbattery

ProductLifeCycleTimeProductDevelop-mentIntroductionProfitsSalesGrowthMaturityDeclineLosses/Investments($)SalesandProfits($)SalesandProfitsOvertheProduct’sLifeFromIntroductiontoDeclineIntroductionStageofthePLCSummaryofCharacteristics,Objectives,&StrategiesSalesCostsProfitsMarketingObjectivesProductPriceLowsalesHighcostpercustomerNegativeCreateproductawarenessandtrialOfferabasicproductUsecost-plusDistributionBuildselectivedistributionAdvertisingBuildproductawarenessamongearlyadoptersanddealersGrowthStageofthePLCSummaryofCharacteristics,Objectives,&StrategiesSalesCostsProfitsMarketingObjectivesProductPriceRapidlyrisingsalesAveragecostpercustomerRisingprofitsMaximizemarketshareOfferproductextensions,service,warrantyPricetopenetratemarketDistributionBuildintensivedistributionAdvertisingBuildawarenessandinterestinthemassmarketMaturityStageofthePLCSummaryofCharacteristics,Objectives,&StrategiesSalesCostsProfitsMarketingObjectivesProductPricePeaksalesLowcostpercustomerHighprofitsMaximizeprofitwhiledefendingmarketshareDiversifybrandandmodelsPricetomatchorbestcompetitorsDistributionBuildmoreintensivedistributionAdvertisingStressbranddifferencesandbenefitsDeclineStageofthePLCSummaryofCharacteristics,Objectives,&StrategiesSalesCostsProfitsMarketingObjectivesProductPriceDecliningsalesLowcostpercustomerDecliningprofitsReduceexpenditureandmilkthebrandPhaseoutweakitemsCutpriceDistributionGoselective:phaseoutunprofitableoutletsAdvertisingReducetolevelneededtoretainhard-coreloyalcustomers

Life-cycleMarketingPre-introductionphase:involvesresearchanddevelopmentactivityandgeneralplanningpriortothelaunchofanewproduct.Introductionphase:involveslimiteddistributionandanemphasisonawarenessinpromotionalactivity.Pricecanbepitchedeitheratarelativelylowleveltogainmaximumadoptionofthenewproductintheshortestpossibletime,oratarelativelyhigh,premiumlevel,tocreamoffthebenefitsofhavingasuperiornewproduct.GrowthPhase:maximizingsalesandmarket;emergenceofnewcompetitors;pricemorecompetitive;productdifferentiation—newbrandsandproduct;advertisingemphasizesmasscommunicationwhiledistributionemphasizesreachingoutextensivelyasfaraspossible.MaturityPhase:minimalgrowth/stagnationmarket.Shakeoutoccurs.Maintainmarketshare.Overcapacityleadstogreatercompetition.Increaseadvertisingandsalepromotions.marketdevelopmentandproductdevelopment.DeclinePhase:salesandprofitsdecline,technologicaladvances,shiftsinconsumertastesandincreasedcompetition.OperationsperformanceobjectivesTheimpactoftheproductlifecycleIntroductionGrowthMaturityDeclineStageLowRapidgrowthHighandlevelDecliningVolumeInnovatorsEarlyadoptersBulkofmarketLaggardsCustomersFew/noneIncreasingnumberStablenumberDecliningnumberCompetitorsHighcustomizationIncreasinglystandardizedEmergingdominanttypesCommoditystandardizationVarietyofproductorservicePerformanceornoveltyLowprice,dependablesupplyLowpriceLikelyorderwinnersQuality,productrangePrice,productrangeProductrange,qualityDependablesupplyLikelyorderqualifiersFlexibilityQualitySpeedDependabilityQualityCostDependabilityCostAvailabilityofqualityproductsandservicesProblemswithProductLifeCycle.

Inrealityveryfewproductsfollowsuchaprescriptivecycle.Thelengthofeachstagevariesenormously.Thedecisionsofmarketerscanchangethestage,forexamplefrommaturitytodeclinebyprice-cutting.Notallproductsgothrougheachstage.Somegofromintroductiontodecline.Itisnoteasytotellwhichstagetheproductisin.RememberthatPLCislikeallothertools.Useittoinformyourgutfeeling.

TheBusinessPortfolio

BCGMatrix

2-79AnalyzingCurrentSBU’s:

BostonConsultingGroupApproach

QuestionMarksHighgrowth,lowshareBuildintoStars/phaseoutRequirescashtoholdmarketshare

StarsHighgrowth&shareProfitpotentialMayneedheavyinvestmenttogrow

CashCowsLowgrowth,highshareEstablished,successfulSBU’sProducescash

DogsLowgrowth&shareLowprofitpotential

RelativeMarketShare High

LowMarketGrowthRateLowHighBCGStarisabusinessunitwhichhasahighmarketshareinagrowingmarket.Questionmark/problemchildisabusinessunitinagrowingmarket,butwithoutahighmarketshareCashcowisabusinessunitwithahighmarketshareinamaturemarketDogsarebusinessunitwithalowshareinstaticordecliningmarkets.BuildIncreasemarketshareWorkswellforquestionmarksHoldPreservemarketshareGoodforcashcowHarvestIncreasesshort-termcashflowGoodforweakcashcows,questionmarksanddogsDivestSellorliquidateGoodfordogsandquestionmarksTheBusinessPortfolio

BCGMatrixPricesettingmethodsBeforesettingpricesamarketermustdeterminewhattheyaretryingtoachieve.Whatgoalsarebeingset?Considervalue,brand,communication,strategicdirectionofthecompanyandthetargetmarket.Pricesettingapproachescouldtheninclude:CostbasedDemandbasedCompetitionbasedNewProductPricingStrategiesMarketSkimmingMarketPenetrationSettingaHighPriceforaNewProducttoMaximizeRevenuesfromtheTargetMarket.ResultsinFewer,MoreProfitableSales.

SettingaLowPriceforaNewProductinOrdertoAttractaLargeNumberofBuyers.ResultsinaLargerMarketShare.PricingstrategiesPremiumpricingUsesahighprice,butgivesagoodproduct/serviceexchangee.g.Concorde,TheRitzHotelPenetrationpricingofferslowpricetogainmarketshare-thenincreasespricee.g.FranceTelecom-toattractnewcorporateclientsEconomypricingplacedat‘nofrills’,lowpricee.g.Soups,spaghetti,beans-‘economy’brandsPriceskimmingwherepricesarehigh-usuallyduringintroductione.gnewalbumsorfilmsonreleaseultimatelypriceswillreducetothe‘parity’Psychologicalpricingtogetacustomertorespondonanemotional,ratherthanrationalbasis.e.g99pnot￡1.01‘pricepointperspectiveProductlinepricingrationaleofaproductrangee.g.MARS32p,Four-pack99p,Bite-size￡1.29Pricingvariations‘off-peak’pricing,earlybookingdiscounts,etce.gGrundigoffersa‘cashback’incentiveforexpensivegoodsOptionalproduct-pricinge.g.optionalextras-BMWfamouslyunder-equippedCaptiveproductpricingproductsthatcomplementotherse.gGilletterazors(lowprice)andblades(highprice)Product-bundlepricingsellerscombineseveralproductsatthesamepricee.gsoftware,books,CDs.PromotionalpricingBOGOFe.g.toothpaste,soups,etcGeographicalpricingdifferentpricesforcustomersindifferentpartsoftheworlde.g.Includeshippingcosts,orplaceonPLCValuepricingusuallyduringdifficulteconomicconditionse.g.ValuemenusatMcDonaldsTenderingofferingaspecificpriceforeachpossiblejob,ratherthansettingapricethatappliesforallcustomersPricingMethods1.總成本加成定價法:單位產(chǎn)品價格=單位產(chǎn)品總成本X(1+目標利潤率)例如:某電視機廠生產(chǎn)2000臺彩色電視機,總固定成本600萬元,每臺彩電的變動成本為1000元,確定目標利潤率為25%.定價多少?PRICING2.目標收益定價法確定目標收益率:=1/投資回收期X100%確定單位產(chǎn)品目標利潤額=總投資額X目標收益率/預(yù)期銷售量計算單價:=企業(yè)固定成本/預(yù)期銷售量+單位變動成本+單位目標利潤額電視機廠總投資800萬元,投資回收期5年.定價多少?PRICING3.邊際成本定價法如:某制鞋廠在一定時期內(nèi)發(fā)生固定成本80000元,單位變動成本0.7元,預(yù)計賣100000雙.市場價格1元/雙.企業(yè)是否應(yīng)該繼續(xù)生產(chǎn)呢?固定成本=80000變動成本=0.7*100000=70000銷售收入=1*100000=100000企業(yè)盈虧=-50000DistributionandLogisticsWhatisaDistributionChannel?Asetofinterdependentorganizations(intermediaries)involvedintheprocessofmakingaproductorserviceavailableforuseorconsumptionbytheconsumerorbusinessuser.Channeldecisionsareamongthemostimportantdecisionsthatmanagementfacesandwilldirectlyaffecteveryothermarketingdecision.WhyareMarketingIntermediaries

Used?Greaterefficiencyinmakinggoodsavailabletotargetmarkets.Offerthefirmmorethanitcanachieveonit’s ownthroughtheintermediaries:ContactsExperienceSpecializationScaleofoperationMatchsupplyanddemand.DistributionChannelFunctionsContactFinancingInformationRiskTakingPromotionMatchingNegotiationPhysicalDistribution

AllUseUpScarceResourcesAllMayOftenBePerformedBetterThroughSpecializationAllCanOftenBeShiftedAmongChannelMembers

ConsumerMarketingChannels&LevelsDirectIndirectMWJRC????MWRC??MRC?MCChannel1Channel2Channel3Channel4ChannelLevel-ALayerofIntermediariesthatPerformSomeWorkinBringingtheProductandit’sOwnershipClosertotheBuyer.ChannelBehavior&ConflictThechannelwillbemosteffectivewhen:eachmemberisassignedtasksitcandobest.allmemberscooperatetoattainoverallchannelgoalsandsatisfythetargetmarket.Whenthisdoesn’thappen,conflictoccurs:HorizontalConflictoccursamongfirmsatthesamelevelofthechannel.VerticalConflictoccursbetweendifferentlevelsofthesamechannel.Forthechanneltoperformwell,conflictmustbemanaged.TypesofVerticalMarketingSystemsCorporateCommonOwnershipatDifferentLevelsoftheChannelContractualContractualAgreementAmongChannelMembersAdministeredLeadershipisAssumedbyOneoraFewDominantMembersGreaterLesserDegreeofDirectControlVerticalMarketingSystemsVerticalMarketingSystems(VMS)CorporateVMSContractualVMSAdministeredVMSRetailerCooperativesFranchiseOrganizationsWholesalerSponsoredVoluntaryChainService-Firm-SponsoredFranchiseSystemManufacturer-SponsoredWholesalerFranchiseSystemManufacturer-SponsoredRetailerFranchiseSystemInnovationsinMarketingSystemsHorizontalMarketingSystemHybridMarketingSystemTwoorMoreCompaniesatOneChannelLevelJoinTogethertoFollowaNewMarketingOpportunity.Example:BanksinGroceryStoresASingleFirmSetsUpTwoorMoreMarketingChannelstoReachOneorMoreCustomer Segments.Example:Retailers,Catalogs,andSalesForceChannelDesignDecisionsAnalyzingConsumerServiceNeedsSettingChannelObjectives&Constraints

ExclusiveDistributionSelectiveDistributionIntensiveDistributionIdentifyingMajorAlternativesEvaluatingtheMajorAlternativesChannelManagementDecisionsSelectingMotivatingEvaluatingFEEDBACKNatureandImportanceofMarketing

LogisticsInvolvesgettingtherightproducttotherightcustomersintherightplaceattherighttim