教學(xué)課件-營(yíng)銷管理：知識(shí)與技能(英文版·第10版)

Chapter1StrategicPlanningandtheMarketingManagementProcess1-2KeyTermsMarketingConcept,StrategicPlanning,MissionStatement,OrganizationalObjectives,OrganizationalStrategies,CompetitiveAdvantage,OrganizationalPortfolioPlan,MarketingInformationSystems,MarketingResearch,Cross-FunctionalTeams1-3TheMarketingConceptMarketingconceptmeansthatanorganizationshouldseektomakeaprofitbyservingtheneedsofcustomergroupsThemarketingfunctionshouldfindeffectiveandefficientmeansofmakingthebusinessdowhatsuitsinterestsofcustomers1-4WhatisMarketing?TheAmericanMarketingAssociationdefinesmarketingas“anorganizationalfunctionandasetofprocessesforcreating,communicating,anddeliveringvaluetocustomersandformanagingcustomerrelationshipsinwaysthatbenefittheorganizationanditsstakeholders”1-5MajorTypesofMarketing(Figure1.1)1-6WhatisStrategicPlanning?BeforemanagerscandevelopplansforindividualdepartmentssomelargerplansorblueprintfortheorganizationshouldexistObjectivesandstrategiesestablishedatthetoplevelprovidecontextforplanningineachofthedivisionsanddepartments1-7StrategicPlanningIncludesallactivitiesthatleadtodevelopmentofaclearorganizationalmission,objectives,andappropriatestrategiesPlaysakeyroleinachievingequilibriumbetweenshortandlongterm,bybalancingacceptablefinancialperformance1-8StrategicPlanningHelpsprepareforinevitablechangesinmarkets,technology,andcompetition,aswellasineconomicandpoliticalarenas1-9TheStrategicPlanningProcess

(Figure1.2)1-10TheStrategicPlanningProcessOrganizationalmission-Indevelopingamissionstatement,managementmusttakeintoaccountthe:Organization’shistoryOrganization’sdistinctivecompetitivenessOrganization’senvironment1-11TheStrategicPlanningProcessMissionstatementsshouldbe:FocusedonmarketsratherthanproductsAchievableMotivationalSpecific1-12TheStrategicPlanningProcessOrganizationalobjectivesTheyaretheendpointofanorganization’smissionandarewhatitseeksthroughtheon-going,long-runoperationsoftheorganizationTheymustbespecific,measurable,actioncommitmentsbywhichtheorganizationalmissionistobeachieved1-13TheStrategicPlanningProcessOrganizationalstrategiesTheorganizationalstrategyisa“granddesign”togettowheretheorganizationwantstogoInvolveschoiceofmajordirectionsorganizationwilltakeinpursuingitsobjectives1-14SampleOrganizationalObjectives

(Figure1.3)1-15TheStrategicPlanningProcessOrganizationalgrowthbasedonproductsandmarketsMarketpenetrationstrategiesMarketdevelopmentstrategiesProductdevelopmentstrategiesDiversification1-16TheStrategicPlanningProcessOrganizationalstrategiesbasedoncompetitiveadvantageAbilitytooutperformcompetitorsinprovidingsomethingthatthemarketvaluesPortersuggestsstrategiesbasedoncostleadershipanddifferentiation1-17OrganizationalGrowthStrategies(Figure1.4)1-18TheStrategicPlanningProcessOrganizationalstrategiesbasedonvalue“Customervalue”hasbecomecriticalformarketersaswellascustomersFirmsmustseektobuildlong-termrelationshipswiththeircustomersbyofferinguniquevalueManyfirmsuseoneofthreevaluestrategies–bestprice,bestproduct,orbestservice1-19TheStrategicPlanningProcessChoosinganappropriatestrategyManagementshouldselectthosestrategiesconsistentwithitsmissionandcapitalizeontheorganization’sdistinctivecompetenciesSustainablecompetitiveadvantagecanbebasedoneithertheassetsorskillsoftheorganization1-20TheStrategicPlanningProcessOrganizationalportfolioplanMostorganizationsataparticulartimeareaportfolioofbusinessesManagementmustdecidewhichbusinessestobuild,maintain,eliminate,orwhichnewbusinessestoaddThefirststepistoidentifythevariousdivisions,productlines,andsoonthatcanbeconsidereda“business"1-21TheStrategicPlanningProcessOrganizationscanidentifystrategicbusinessunits(SBUs)that:HaveadistinctmissionHavetheirowncompetitorsAreasinglebusinessorcollectionofrelatedbusinessesCanbeplannedindependentlyoftheotherbusinessesResourceallocationcanthenbemadeusingportfoliomodels1-22TheStrategicPlanningProcessCompletestrategicplanFacilitatesdevelopmentofmarketingplansforeachproduct,productline,ordivisionoftheorganizationMarketingplanservesasasubsetofstrategicplan1-23TheMarketingManagementProcessDefinedas“theprocessofplanningandexecutingtheconception,pricing,promotion,anddistributionofgoods,services,andideastocreateexchangeswithtargetgroupsthatsatisfycustomerandorganizationalobjectives”1-24StrategicPlanningandMarketingPlanning

(Figure1.5)1-25TheMarketingManagementProcessSituationanalysiscanbedividedintosixmajorareasofconcernCooperativeenvironmentCompetitiveenvironmentEconomicenvironmentSocialenvironmentPoliticalenvironmentLegalenvironment1-26TheMarketingManagementProcessMarketingplanningEstablishingmarketingobjectivesSelectingthetargetmarketDevelopingthemarketingmix1-27TheMarketingManagementProcessImplementationandcontrolImplementationinvolvesputtingthemarketingplanintoactionandperformingtasksaccordingtothepredefinedscheduleControllinginvolves:Measuringresultsofimplementedmarketingplan;comparingresultswithobjectivesMakingdecisionsonwhetherplanisachievingobjectives1-28TheMarketingManagementProcessMarketinginformationsystemsandmarketingresearchSatisfiestheneedforcurrent,reliable,andvalidinformation1-29TheStrategicPlan,TheMarketingPlan,andOtherFunctionalAreaPlansStrategicplanningisatop-managementresponsibilityAllstrategicplanninghasmarketingimplicationsMarketingobjectivesandstrategiesmustbederivedfromthestrategicplanPlanningdoneinallfunctionalareasoftheorganizationshouldbederivedfromstrategicplan1-30TheCross-FunctionalPerspectiveinPlanning

(Figure1.6)1-31ABlueprintforManagementAction

(Figure1.7)1-32PortfolioModels-AReviewofPortfolioTheoryExperienceCurveandResultingProfit(FigureA.1)1-33PortfolioModels–BCGModelTheBostonConsultingGroupPortfolioModel(FigureA.2)1-34PortfolioModels–TheGeneralElectricModelTheGeneralElectricPortfolioModel(FigureA.3)1-35PortfolioModels–TheGeneralElectricModelComponentsofIndustryAttractivenessandBusinessStrengthatGE(FigureA.4)Chapter2MarketingResearch:ProcessandSystemsforDecisionMaking2-37KeyTermsMarketingResearch,PrimaryData,SecondaryData,QualitativeResearch,QuantitativeResearch,FocusGroups,LongInterviews,TestMarketing,ObservationalResearch,SurveyResearch,ExperimentalResearch,MathematicalModeling2-38TheRoleofMarketingResearchMarketingresearchistheprocessbywhichinformationaboutenvironmentisgenerated,analyzed,andinterpretedItaidsdecisionmakingandisnotasubstituteforitItcanreducerisksassociatedwithmanagingmarketingstrategiesItisvitalforinvestigatingtheeffectsofvariousmarketingstrategiesafterimplementation2-39TheFivePsoftheResearchProcess

(Figure2.1)2-40PurposeoftheResearchExplicitlydetermineswhytheresearchisneededandwhatitistoaccomplishAttheendofthisstage,managersandresearchersshouldagreeon:CurrentsituationinvolvingtheproblemtoberesearchedNatureoftheproblemSpecificquestionorquestionstheresearchisdesignedtoinvestigate2-41PlanoftheResearchCriticalissuesthatinfluencetheresearchplaninclude:WhetherprimaryorsecondarydataareneededWhetherqualitativeorquantitativedataareneededWhetherthecompanywouldconductitsownresearchorcontractwithamarketingresearchspecialist2-42PlanoftheResearchPrimaryversussecondarydataPrimarydata-CollectedforspecificproblemunderinvestigationSecondarydata-PreviouslycollecteddatathatcouldbeusedforproblemathandUsuallymorecost-effectiveMaynotalwaysbeavailableforstrategy-specificquestions2-43PlanoftheResearchQualitativeversusquantitativedataQualitative-Typicallyinvolvesface-to-faceinterviewsFocusgroupsLonginterviewsQuantitative-SystematicprocedurestoobtainandanalyzenumericaldataObservationalresearchSurveyresearchExperimentalresearchMathematicalmodelingresearch2-44AComparisonofDataCollectionMethodsUsedinMarketingResearch(Figure2.3)2-45AComparisonofDataCollectionMethodsUsedinMarketingResearch

(Figure2.3)2-46PlanoftheResearchCompanyversuscontractresearchMarketingresearchisdoneinternally,orthroughexternalsourcesMarketingresearchfirms,advertisingagencies,andconsultingcompaniesdomarketingresearchonacontractbasisSomemarketingresearchsuppliershavespecialexpertiseinaparticulartypeofresearchthatmakesthemabetterchoicethandoingtheresearchinternally2-47PerformanceofResearchInvolvespreparingfordatacollectionandactuallycollectingthemCardinalruleofcollectingdata-ObtainandrecordmaximalamountofusefuldataSubjecttoconstraintsoftime,moneyandrespondentprivacyconstraints2-48ProcessingofResearchDataIncludespreparationofdataforanalysisandtheiractualanalysisInterpretandassessresearchresultsbyidentifyingrelationshipsamongvariablesordifferencesbetweengroups2-49PreparationofResearchReportTheresearchreportisacompletestatementofeverythingdoneinaresearchprojectItincludesawrite-upofeachofthepreviousstagesaswellasthestrategicrecommendationsfromtheresearchItshouldbeclearandunambiguous,withstrategicrecommendations2-50CriteriaforEvaluatingMarketingResearchReports

(Figure2.4)2-51LimitationsoftheResearchProcessProblemsthatcouldinvalidatetestmarketingstudyresults:TestmarketareasarenotfullyrepresentativeofthemarketSamplesizeanddesignhavebeenformulatedincorrectlyduetobudgetconstraintsPretestmeasurementsofcompetitivebrandsaleshavebeennotmadeorareinaccurate2-52LimitationsoftheResearchProcessTestscoresdonotgivecompletesupporttothestudyTestmarketproductsareadvertisedorpromotedbeyondaprofitablelevelforthemarketingeneralResearchersignoretheeffectsoffactorsthatinfluencesalesTest-marketperiodistooshorttodeterminewhethertheproductwillberepurchased2-53MarketingInformationSystemsComputer-basedmarketinginformationsystemsareusedtohelpgather,sort,store,anddistributeinformationformarketingdecisionsApopularformisthemarketingdecisionsupportsystem2-54MarketingInformationSystemsRequiredtypesofsoftwareDatabasemanagementsoftware–ForsortingandretrievingdatafrominternalandexternalsourcesModelbasemanagementsoftware–ContainsroutinesformanipulatingdataDialogsystem–Allowsforexplorationofdataandusesmodelstoproduceinformationfordecisionmaking2-55MarketingInformationSystemsMarketingdecisionsupportsystemsaredesignedtohandleinformationfrombothinternalandexternalsourcesInternalinformationincludessuchthingsassalesrecords,inventorydata,orexpendituredataExternalinformationconcernschangesinenvironmentthatcouldinfluencemarketingstrategiesChapter3ConsumerBehavior3-57KeyTermsCulture,Subcultures,SocialClass,ReferenceGroups,Product,Price,Promotion,andPlaceInfluences,FamilyLifeCycle,SituationalInfluences,ProductKnowledge,ProductInvolvement,Extensive,Limited,andRoutineDecisionMaking,NeedRecognition,PerceivedRisk,CognitiveDissonance3-58UnderstandingConsumerBehaviorAnunderstandingofconsumers,theirneedsandpurchasingbehaviorsshapessuccessfulmarketingNosingletheoryofconsumerbehaviorcantotallyexplainwhyconsumers’behavethewaytheydo3-59AnOverviewoftheBuyingProcess(Figure3.1)3-60SocialInfluencesonConsumerDecisionMakingCulture,socialclass,andreferencegroupscanhavebothdirectandindirecteffectsonthebuyingprocessDirecteffect-DirectcommunicationbetweentheindividualandothermembersofsocietyIndirecteffect-Influenceofsocietyonanindividual’sbasicvaluesandattitudes3-61ASummaryofAmericanCulturalValues(MarketingInsight3-1)3-62CultureandSubcultureCulturalvaluesaretransmittedthroughthreebasicorganizationsFamilyReligiousorganizationsEducationalinstitutionsMarketingmanagersshould:AdaptthemarketingmixtoculturalvaluesConstantlymonitorvaluechangesanddifferencesinbothdomesticandglobalmarkets3-63CultureandSubcultureSubcultures-ExistwhenpeoplehavemorefrequentinteractionsthanwiththepopulationatlargeandthustendtothinkandactalikeinsomerespectsAgegroupsareincreasinglybecomingimportantTeenmarketBabyboomersMaturemarket3-64SocialClassUpperAmericans-14percentofthepopulationMiddleclass-34percentofthepopulationWorkingclass-38percentofthepopulationLowerAmericans-16percentofthepopulation3-65ReferenceGroupsandFamiliesPrimaryreferencegroups-IncludefamilyandclosefriendsSecondaryreferencegroups-Includefraternalandprofessionalorganizations3-66ReferenceGroupsandFamiliesFamilyconstitutesanimportantreferencegroup-ThehouseholdratherthanindividualistherelevantunitFamilylifecycle-UsefulwayofclassifyingandsegmentingindividualsandfamiliesCombinestrendsinearningpowerwithdemandsplacedonincome3-67MarketingInfluencesProductinfluences-MarketersdifferentiatetheirproductsfromtheircompetitorsandcreateperceptionofaworthwhileproductpurchasePriceinfluences-Value-consciousconsumersmaybuyproductsmoreonthebasisofpricethanotherattributes3-68MarketingInfluencesPromotioninfluences-MarketingcommunicationsplaysacriticalroleininformingconsumersaboutproductsandservicesPlaceinfluences:ConvenienceincreasesprobabilityofproductssoldinexclusiveoutletsandincreasebrandequityNonstoremethodscreateperceptionsofinnovativeness&exclusiveness3-69SituationalInfluencesPhysicalfeatures-MostreadilyapparentfeaturesofasituationSocialfeatures-ProvidesadditionaldepthtoadescriptionofasituationTime-Adimensionofsituationsthatmaybespecifiedinunits3-70SituationalInfluencesTaskfeatures-Includesintentorrequirementtoselect,shopfor,orobtaininformationaboutapurchaseCurrentconditions-Aremomentarymoodsorconditionsratherthanchronicindividualtraits3-71PsychologicalInfluencesProductknowledge-AmountofinformationaconsumerhasstoredinhisorhermemoryaboutaproductGroup,marketing,andsituationalinfluencesdeterminelevelofproductknowledgeProductinvolvement-Aconsumer’sperceptionoftheimportanceorpersonalrelevanceofanitem3-72TheConsumerDecision-MakingProcess(Figure3.2)3-73ConsumerDecisionMakingExtensivedecisionmaking-Requireshighdegreesoftimeandeffortasthepurchaseiscomplex,expensive,orhashighimportancetotheconsumerLimiteddecisionmaking–Requiresmoderatetimeandeffort,butmayinvolvesometimeandefforttosearchforandcomparealternatives3-74ConsumerDecisionMakingRoutinedecisionmaking-ThewaypeoplepurchasemostpackagedgoodsProductsaresimple,inexpensiveandfamiliarConsumersmaydevelopfavoritebrands3-75NeedRecognitionActivationandrecognitionofneedsandwantscanbethroughinternalorexternalstimuliMaslow’sHierarchyofneedsPhysiologicalneeds-PrimaryneedsofthehumanbodySafetyneeds-Protectionfromphysicalharm,illhealth,economicdisasterandavoidanceoftheunexpected3-76NeedRecognitionBelongingnessandloveneeds-RelatedtosocialandgregariousnatureofhumansandneedforcompanionshipEsteemneeds-Consistsofneedforbothself-esteemandactualesteemfromothersSelf-actualizationneeds-Desiretobecomeeverythingoneiscapableofbecoming3-77AlternativeSearchInternalsourcesGroupsourcesMarketingsourcesPublicsourcesExperientialsources3-78AlternativeSearchExactnatureofindividualsprocessinginformationisnotfullyunderstoodIngeneral,itisviewedasafour-stepprocessExposedtoinformationBecomesattentivetotheinformationUnderstandstheinformationRetainstheinformation3-79EthicalConducttowardCustomers

(MarketingInsight3-3)3-80AlternativeEvaluationConsumerhasinformationaboutanumberofbrandsinaproductclassSomebrandsareperceivedasviablealternativesforsatisfyingarecognizedneedEachofthesebrandshasasetofattributes(quality,color,size)3-81AlternativeEvaluationAsetoftheseattributesisrelevanttotheconsumerThebrandthatisperceivedasofferingthegreatestnumberofdesiredattributesinthedesiredamountsanddesiredorderwillbethebrandtheconsumerwilllikebestThebest-likedbrandistheonetheconsumerwillintendtobuy3-82PurchaseDecisionTraditionalrisktheoristsbelievethatconsumerstendtomakerisk-minimizingdecisionsbasedontheirperceptionofriskassociatedwithaparticularpurchaseConsumersgenerallytrytoreducetheirriskby:ReducingnegativeconsequencesReducingperceiveduncertainty3-83PostpurchaseEvaluationCognitivedissonance-Inconsistencyordisharmonywithcognitions,orattitudesandbeliefsafterdecisionAnxietywillbegreaterwhen:Decisionisimportantpsychologically,financially,orbothNumberofforegonealternativesappearplentifulForgonealternativeshavemanyfavorablefeatures3-84PostpurchaseEvaluationDisconfirmationparadigm-Satisfactionwithproductsandbrandsasaresultof:PrepurchaseproductexpectationsDifferencebetweentheseexpectationsandpostpurchaseperceptionofproductperformance3-85FactorsAffectingInformationSearchbyCustomers

(MarketingInsight3-4)Chapter4Business,Government,andInstitutionalBuyingCopyright

?2011TheMcGraw-HillCompaniesAllRightsReservedMcGraw-Hill/Irwin4-87KeyTermsIntermediaries,Business-to-Business,StraightRebuys,ModifiedRebuys,NewTaskPurchases,StructuralInfluences,PurchasingRoles,Initiators,Users,Influencers,Deciders,Buyers,Gatekeepers,PurchasingPoliciesandProcedures,SoleSourcing,RolePerceptions,VendorAnalysis4-88CategoriesofOrganizationalBuyersProducersIntermediariesGovernmentagenciesOtherinstitutions4-89AModeloftheOrganizationalBuyingProcess

(Figure4.1)4-90Purchase-TypeInfluencesStraightrebuy-RoutinereorderingfromasupplierusedinthepastModifiedrebuy-InvolvesconsideringalimitednumberofalternativesbeforemakingaselectionNewtaskpurchase-Involvesanextensivesearchforinformationandaformaldecisionprocess4-91DifferencesinTypesofOrganizationalPurchases

(Figure4.2)4-92StructuralInfluences-PurchasingRolesStructuralinfluences-DesignoforganizationalenvironmentandhowitaffectsthepurchasingprocessPurchasingrolesInitiatorsUsersInfluencersBuyersDecidersGatekeepers4-93Organization-SpecificFactorsPrimaryorganization-specificfactorsOrientation-ThedominantfunctioninanorganizationmaycontrolpurchasingdecisionsSizeoforganization-LargerorganizationstendtohavehigherdegreeofjointdecisionmakingwhiledecisionmakingismoreautonomousinsmallerorganizationsDegreeofcentralization-HighlycentralizedOrganizationsarelesslikelytohavejointdecisionmaking4-94PurchasingPoliciesandProceduresSolesourcing-AllofaparticulartypeofproductispurchasedfromasinglesupplierDirectbuying-ListofapprovedvendorsforparticularproductsCompetitivebidding–Usuallyusedforlarge,one-timepurchases4-95KeyDifferencesinMarketingtoOrganizationalBuyers

(MarketingInsight4-1)4-96BehavioralInfluencesPersonalmotivations-Factorssuchasfriendship,professionalpride,fearanduncertainty/risk,trustandpersonalambitionRoleperceptions-Buyers’commitmentdependsonwhattheybelieveis:ExpectedoftheirroleThe‘maturity’oftheroletypeExtentofmanagementcommitment4-97BehavioralInfluencesOrganizationscanbedividedintothreegroupsbasedoncommitment:InnovativeAdaptiveLethargic4-98PurchasingAgentInfluencesStudiesrevealthatthereisagreaterdegreeofresponsibilityandcontroloverdecisionsinvolving:Designoftheproduct;costoftheproductDeterminationofperformancelifeNamingaspecificsupplierAssessingengineeringsupportfromthesupplierReductionofrejects4-99StagesinOrganizationalBuyingProcessOrganizationalneed-NeedsbasedonsurvivabilityandstatedobjectivesoftheorganizationVendoranalysis-Searchfor,locateandevaluatepotentialprovidersofgoodsandservicesRatethembasedonquality,on-timedelivery,price,paymentterms,anduseoftechnology4-100StagesinOrganizationalBuyingProcessPurchaseactivitiesPurchasescaninvolveextensivenegotiationsonprice,termofcontract–increaseswithcomplexgoodsandservicesPostpurchaseevaluationDoesthepurchaseperformasexpected?Shouldthesupplierbeusedagain?4-101FunctionalAreasandTheirKeyConcernsinOrganizationalBuying

(Figure4.4)4-102CodeofEthicsforOrganizationalBuyers(MarketingInsight4-3)Chapter5MarketSegmentation5-104KeyTermsMarketSegmentation,PostHocSegmentation,PrioriSegmentation,BenefitSegmentation,PsychographicSegmentation,VerticalDimension,HorizontalDimension,GeodemographicSegmentation,PositioningMap,MarketingMix,VALSTMFramework,PRIZMNE5-105UnderstandingMarketSegmentationMarketsegmentation-Theprocessofdividingamarketintogroupsofsimilarconsumersandselectingthemostappropriategroup(s)toserveTargetmarket-GroupormarketsegmentthatacompanyselectstofocusonViablemarket-Onethatcanbeprofitablyservedbyafirm5-106AModeloftheMarketSegmentationProcess

(Figure5.1)5-107DelineatetheFirm'sCurrentSituationAfirmmustdoacompletesituationalanalysiswhenembarkingonanewormodifiedmarketingprogramTheanalysisaidsindeterminingobjectives,opportunities,andconstraintstobeconsideredwhenselectingtargetmarketsanddevelopingmarketingmixes5-108DetermineConsumerNeedsandWantsSuccessfulmarketingstrategiesdependonmeetingconsumerneedsandwantsInmostsituations,theindustrywithinwhichthefirmoperatesspecifiesboundariesoffirm’sneedsatisfactionactivitiesAtastrategiclevel,needandwantsusuallyaretranslatedintomoreoperationalconcepts5-109DivideMarketsonRelevantDimensionsThreeimportantquestionstobeconsideredare:Shouldthesegmentationbeapriorioraposthoc?Howdoesonedeterminetherelevantdimensionsorbasestouseforsegmentation?Whataresomebasesforsegmentingconsumerandorganizationalbuyermarkets?5-110DivideMarketsonRelevantDimensionsThreeimportantquestionstobeconsideredare:Shouldthesegmentationbeapriorioraposthoc?Howdoesonedeterminetherelevantdimensionsorbasestouseforsegmentation?Whataresomebasesforsegmentingconsumerandorganizationalbuyermarkets?5-111RelevanceofSegmentationDimensionsAtleastsomeinitialdimensionscanbedeterminedfrom:PreviousresearchPurchasetrendsManagerialjudgmentConsiderationandresearchofsoughtbenefitsareastronglyrecommendedapproach5-112UsefulSegmentationBasesforConsumerMarkets

(Figure5.2)5-113UsefulSegmentationBasesforConsumerMarkets

(Figure5.2)5-114UsefulSegmentationBasesforConsumerMarkets

(Figure5.2)5-115BasesforSegmentationBenefitsegmentation-Amarket-orientedapproachthatfocusesonbenefitssoughtbyconsumersPsychographicsegmentation-FocusesonconsumerlifestylesLifestylesaremeasuredonthebasesofactivities,interests,andopinions(AIO)ofconsumersBest-knowntypeofsegmentationisVALSTM(“valuesandlifestyles”)5-116VALS?FrameworkandSegments

(Figure5.4)5-117BasesforSegmentationGeodemographicsegmentation-IdentifiesspecifichouseholdsinamarketbyfocusingonlocalneighborhoodgeographyPRIZMNE-Assumesthatconsumersinparticularneighborhoodsaresimilarinmanyrespectsandthatthebestprospectsarethosewhoactuallyuseaproduct5-118DevelopProductPositioningPositioningcanbeachievedthroughanyoneofthesestrategiesSuperioritytocompetitiveproductsononeormoreproductattributesPositionedbyuseorapplicationPositionedintermsofparticulartypesofusersPositionedrelativetoaproductclassPositioneddirectlyagainstparticularcompetitors5-119DevelopProductPositioningPositioningmap-Visualdepictionofcustomerperceptionsofcompetitiveproducts,brands,ormodels5-120PositioningMapforAutomobiles

(Figure5.6)5-121DecideSegmentationStrategyAfirmmaydecide:NottoenterthemarketTosegmentbuttobeamassmarketerMarketissosmallthatitisnotprofitabletomarkettooneportionofitHeavyuserscomprisesuchalargeproportionofsalesthattheyaretheonlyrelevanttargetProductisadominantbrand,andtargetingtoafewsegmentsisnotbeneficial5-122DecideSegmentationStrategyAfirmmaydecide:TomarkettoonesegmentTomarkettomorethanonesegmentanddesignaseparatemarketingmixforeach5-123DecideSegmentationStrategyCriteriatobaseafirm’ssegmentationstrategydecisionsare:Measurable-FirmmustbecapableofmeasuringitssizeandcharacteristicsMeaningful-LargeenoughtodeliversufficientsalesandgrowthpotentialMarketable-Canbereachedandservedinanefficientmanner5-124SelectingTargetMarkets:SomeQuestionsMarketingManagersShouldAnswer

(Figure5.7)5-125SelectingTargetMarkets:SomeQuestionsMarketingManagersShouldAnswer

(Figure5.7)5-126DesignMarketingMixStrategySelectionoftargetmarketanddesigningthemarketshouldgohandinhandMarketingmixdecisionsshouldhavealreadybeencarefullyconsideredProductpositioninghasmanyimplicationsforpromotionandchanneldistributionChapter6ProductandBrandStrategy6-128KeyTermsTangibleProduct,ExtendedProduct,GenericProduct,MarketingMyopia,ProductC