中山大学吴柏林教授 研究生课程“营销管理”绝密资料_03

C HAPTER 3--W INNING M ARKETS:M ARKET-O RIENTED S TRATEGICP LANNINGOVERVIEWA major challenge for marketing-oriented companies as they respond to the rapidly changing marketplace is engage continuously in market-oriented strategic planning. They must learn how to develop and maintain a viable fit between their objectives, resources, skills, and opportunities. The strategic planning process is carried out at the corporate level, business level, and product level. The objectives developed at the corporate level move down to lower levels where business strategic plans and marketing plans are prepared to guide the company's activities. Strategic planning involves repeated cycles of planning, implementation, and control.Corporate strategic planning involves four planning activities. The first is developing a clear sense of the company's mission in terms of its industry scope, products and applications scope, competence scope, market segment scope, vertical scope and geographical scope. A well-developed mission statement provides employees with a shared sense of purpose, direction, and opportunity.The second activity calls for identifying the company's strategic business units (SBUs). A business is best defined by its customer groups, customer needs, and technologies. SBUs are business units that can benefit from separate planning, face specific competitors, and can be managed as profit centers.The third activity calls for allocating resources to the various SBUs based on their market attractiveness and business strength. Several portfolio models, including ones by the Boston Consulting Group and General Electric, are available to help determine which SBUs should be built, maintained, harvested, or divested.The fourth activity calls for expanding present businesses and developing new products to fill the strategic planning gap. The company can identify opportunities by considering intensive growth (market penetration, market development, and product development), integrative growth (backward, forward, and horizontal integration); and diversification growth (concentric, horizontal, and conglomerate diversification).Each SBU conducts its own business strategic planning which consists of eight steps: defining the business' mission, analyzing the external environment, analyzing the internal environment, choosing business objectives and goals, developing business strategies, preparing programs, implementing programs, and gathering feedback and exercising control. All of these steps keep the SBU close to its environment and alert to new opportunities and problems. Furthermore, the SBU strategic plan provides the context for preparing market plans for specific products and services.Marketing plans focus on a product/market and consist of the detailed marketing strategies and programs for achieving the product’s objectives in a target market. Marketing plans are the central instrument for directing and coordinating the marketing effort. The distinction between the strategic and tactical marketing plans and efforts is very important, because if the firm and its marketing organization fails to recognize the interdependent yet separate activities involved in the strategic and tactical marketing efforts, the results will be less than expected. Without effective value development in the strategy planning, which comes from the firm’s research and analysis programs, the tactical marketing activities likely will not be as successful as when the coordination effort starts from the beginning.The marketing planning process consists of five steps: analyzing market opportunities, researching and selecting target markets, designing market strategies, planning marketing programs, and organizing, implementing and controlling the marketing effort.Marketing planning results in a marketing plan document that consists of the following sections: executive summary, current market situation, opportunity and issue analysis, objectives, marketing strategy, action programs, projected profit and loss statement, and controls.To plan effectively, marketing managers must understand the key relationship between types of marketing-mix expenditures and their sales and profit consequences.LEARNING OBJECTIVES:After reading this chapter students should:∙Know the characteristics of high performance business∙Understand what is meant by "strategic" planning∙Know the major steps in strategic planning and their contribution to development of a successful strategy∙Understand the strengths and weaknesses of the business portfolio techniques∙Understand the difference between strategic and business unit planning∙Understand the contribution of the steps of business unit planning to the development of a successful business strategy∙Know what is meant by the “marketing management process” and its various steps∙Understand the contents of a marketing planCHAPTER OUTLINE:I. IntroductionA.Definition of market-oriented Strategic Planning - the managerial process ofdeveloping and maintaining a viable fit between the organization’s objectives,skills and resources and its changing market opportunities in order to yield targetprofits and growth.B.Strategic planning calls for action in three areas and occurs on four differentlevels.II.Corporate and Division Strategic PlanningA.Defining the Corporate Mission - What is our business? Who is the customer?What is value to the customer? What will our business be? What should ourbusiness be? Each company’s mission is shaped by five elements: history,current preferences of the owners, the market environment, resources anddistinctive competencies.B.Establishing Strategic Business Units - organization should be seen as a satsifierof needs rather than a producer of goods. Large companies manage differentbusinesses, each requiring its own strategy. Business units can be defined interms of customer groups, customer needs, and technology.C.Assigning Resources to Each SBU1.Boston Consulting Group Approach - question marks, stars, cash cows,dogs2.General Electric Approach - market attractiveness and business strength3.Critique of Portfolio Models - Arthur D. Little model and the Shelldirectional-policy model have improved the Portfolio model capabilitiesbut still must be used with caution.D.Planning New Businesses, Downsizing Older Businesses1.Intensive Growth - Ansoff Matrixa)Market penetration strategy - current products to current marketsb)Market development strategy - current products to new marketsc)Product development strategy - new products to current markets2.Integrative Growth - backward, forward or horizontal integration3.Diversification Growth - new products to new markets. Three types arepossible: concentric, horizontal, and conglomerate4.Downsizing Older Businesses - to pursue growth, companies must notonly develop new businesses but also carefully divest tired oldbusinesses.III.Business Strategic PlanningA.Business Mission - Each business unit must define its specific missionB.External Environment Analysis (Opportunity and Threat Analysis)1.Marketing Opportunities Analysis- an area of buyer need in which acompany can perform profitably. Classified according to attractivenessand probability of success.2.Environmental Threat Analysis - a challenge posed by an unfavorabletrend or development. Classified by degree of seriousness andprobability of occurrence.C.Internal Environment Analysis (Strengths and Weakness Analysis)D.Goal Formulation - establish objectives that are specific with respect tomagnitude and time.E.Strategy Formulation - the game plan for achieving the stated objectives. Thereare three generic types of strategic thinking: overall cost leadership,differentiation, and focus.F.Strategic Alliances - In the form of marketing alliances with other domestic ormultinational firms to complement or leverage existing marketing capabilitiesand resources. Can be product or service, promotional, logistics alliances orpricing collaboration.G.Program Formulation - develop detailed programs to support the strategyH.Implementation - McKinsey 7-S FrameworkI.Feedback and Control - a firm must track the results of its strategyIV.The Marketing ProcessA.The Value-Delivery Sequence -B.Steps in the Planning ProcessC.Analyzing Marketing OpportunitiesD.Developing Marketing StrategiesE.Planning Marketing Programs - the marketing mixF.Managing the Marketing EffortV.Product Planning: The Nature and Contents of a Marketing PlanA.Contents of the Marketing Plan1.Executive Summary and Table of Contents2.Current Marketing Situation3.Opportunity and Issue Analysis (opportunities/threats analysis,strengths/weaknesses analysis, issues analysis)4.Objectives (Financial, Marketing)5.Marketing Strategy6.Action Programs7.Projected Profit-and-Loss Statement8.ControlsB.Sonic Shelf Stereos --- Ongoing ExampleVI.Marketing Planning for the 21st Century - the evolution of business and marketing planning efforts that are more responsive to market conditions and more customer andcompetitor-oriented.VII.SummaryMARKETING A ND ADVERTISING1. The Kelly Services ad shown in Figure 1 names the company's seven main strategic business units. Kelly Temporary Services is the oldest of the firm's SBUs. Overall, the company's 750,000 employees work on temporary assignments for more than 200,000 customers, mainly businesses. Do the newer SBUs represent concentric diversification, horizontal diversification, or conglomerate diversification? How mig ht Kelly Temporary Services define its business mission? What opportunities and threats would this SBU be likelyto confront in the U.S. market for temporary services?Answer: The newer Kelly SBUs represent concentric diversification, because they share marketing synergies with the original Kelly Temporary Services, most notably the offer of skilled personnel for temporary work assignments in specific work environments. Kelly Temporary Services might define its business mission as: "We aim to be the supplier of choice for office-based businesses of all sizes that seek the best-trained workers for temporary assignments." Students may suggest other appropriate definitions of Kelly's business mission.One opportunity Kelly Temporary Services might confront in the U.S. market is a shortage of qualified permanent office workers, which would increase demand for qualified temporary employees to handle office jobs until permanent workers can be found. One threat this SBU might confront is a proliferation of competing suppliers offering highly-trained temporary office personnel. Students may suggest other opportunities and threats, as well.2. United Parcel Service delivers packages and documents to customers in more than 200 countries every day, as this ad indicates. Overall, the company's global volume of 3 billion yearly deliveries rings up over $22 billion in annual revenues. Is UPS pursuing a cost leadership strategy, differentiation strategy, or focus strategy? How do you know? Look at Figure 2. How important are systems to the successful implementation of UPS's strategy?Answer: UPS is pursuing a differentiation strategy, delivering superior performance in an important customer benefit area: reliable on-time delivery to 200+ countries with a money-back guarantee. Systems are extremely important to the successful implementation of this strategy because UPS offers electronic customs clearance as well as on-line tracking in 16 languages as part of its international delivery service.FOCUS ON TECHNOLOGYMarketers can use geographic information systems (GIS) to support analysis and planning of their geographic operations. A GIS is a computerized system designed to present data about an area in map form. This system enables marketers to select and analyze all kinds of data and then view the results on the screen. For example, a regional gasoline marketer might decide where to expand its geographic scope after viewingpopulation, economic, and vehicle ownership data overlaid on a map showing main highways and stree ts in selected areas.To see a GIS in action, visit the Montana State Library Natural Resource Information System Web site (/gis/mtmaps.html) and go to the Montana Maps Interactive section. There you will be able to view state maps that display population density, land use, legislative districts, and other data. If you were a farm equipment marketer trying to decide whether to expand into Montana, what data would you want to obtain from a GIS—and why?Answer: A farm equipment marketer considering expansion into Montana could use a GIS to determine the amount of land devoted to crops; a lot of crop land suggests a strong market for farm equipment. The marketer could also use a GIS to locate population centers suitable for opening regional sales and service offices. Students may suggest additional marketing uses of a GIS, as well.MARKETING FOR THE MILLENNIUMAT&T has forged alliances with a number of major companies in the telecommunications industry. Visit AT&T's Web site () and look for information about its international strategic alliances with British Telecom (BT) and other companies. Then use your favorite search engine to find recent news stories about BT and about other AT&T strategic alliances. Of the eight strategic reas ons why companies enter into alliances, which seem to apply to AT&T's alliances? How is the alliance between AT&T and BT a strategic fit? Why would BT agree to this alliance? Do you expect the alliance between AT&T and BT to change in any way during the first years of the new millennium? Why and how?Answer: AT&T seems to be using strategic alliances to extend the scope of its existing operations (entering the Russian market with Sovintel and going global with the BT alliance, as two examples), reduce risk and entry costs into new markets (sharing the investment costs for the global venture with BT, for example), and achieve economies of scale (boosting efficiency through higher volume of calls in the BT alliance). The alliance between AT&T and BT is a strategic fit in that the companies complement each other's geographic coverage and technological expertise; both are also deep-pocketed enough to support an ambitious global alliance to service many more customers than either could service alone.BT benefits because it needs a strong partner to invest in the infrastructure necessary for a global success. It also links its strong brand with the strong brand of AT&T, another benefit. And BT will profit financially from the alliance, another major motivation. The AT&T/BT alliance may have to change in the early years of the new millennium as additional competitive alliances challenge it on a regional or global level. Students may offer additional answers to this exercise.YOU'RE THE MARKETER: SONIC MARKETING PLANEvery marketing plan must include the company's mission and objectives. These guide the implementation of specific strategies and programs during the period covered by the plan. The plan must also indicate the competitive scope of the business.As Jane Melody's assistant at Sonic, you are responsible for drafting the mission statement, reviewing the objectives, and recommending the competitive scope. The marketing objectives have already been developed, as shown in this chapter. Using your knowledge of marketing, Sonic's data, and library or Internet resources, answer the following questions:∙What should Sonic's mission be?∙Are the proposed marketing objectives reasonable, given the industry's output? Visit the Web site of the U.S. Census (/epcd/www/sic.html), and check under SIC 3651 orthe equivalent NAICS code for industry statistics. In addition, research industry sales trends.∙What nonfinancial objectives should Sonic set? How will these help Sonic fulfill its mission?∙How would you define the major competitive scopes within which Sonic will operate?As your instructor directs, enter the mission statement and all objectives in a written marketing plan or type them into the Mission and Objectives section of the Marketing Plan Pro s oftware. Also enter information on the competitive scope in the executive summary of the marketing plan.Answer: Students should start this exercise by reviewing the chapter data about Sonic. Then they will be in a better position to answer the questions. Students may offer differing definitions of Sonic's mission. One possibility: "Sonic is dedicated to producing and marketing high-quality shelf stereo systems that deliver excellent sound quality, outstanding service, and solid value to customers across the United States." Achieving a net profit of $1.8 million in 2000 requires total sales revenue of $18 million, a 9 percent increase from the previous year. That increase may be ambitious, given current trends. However, if Sonic successfully expands consumer awareness of the brand and adds 10 percent more dealers—two key marketing objectives—then the revenue and profit goals will be within reach. Research into the industry's output and sales trends will help students decide whether the objectives are reaso nable.In addition to increased consumer awareness and expansion of the dealer base, students will want to set several other nonfinancial objectives for Sonic. One example: achieve 98 percent satisfaction on customer service surveys, supporting the "outstanding service" aspect of the mission.Sonic's mission offers some clues to its major competitive scopes; students may suggest additional scopes. Some ideas:∙Product: stereo systems, specifically compact shelf models∙Industry: primarily consumer markets but open to considering business markets.∙Geography: nationwide across the United States∙Competence: producing quality sound components and offering excellent service.∙Market segments: Primarily middle income to upscale households.∙Vertical scope: Manufacturers its own products for distribution through outside stores and dealers.。

PART IV – SHAPING THE MARKET OFFERING CHAPTER13--M ANAGING P RODUCT L INES,B RANDS, ANDP ACKAGINGOVERVIEW:Product is the first and most important element of the marketing mix. A product is anything thatcan be offered to a market for attention, acquisition, use, or consumption and that might satisfy awant or need. Products can be physical objects, services, persons, places, organizations, andideas. Product strategy calls or making coordinated decisions on product mixes, product lines,brands, packaging, and labeling.A product can be considered on five levels. The core benefit is the essential use-benefit, problem-solving service that the buyer primarily buys when purchasing a product. The generic product is the basic version of the product. The expected product is the set of attributes and conditions thatthe buyer normally expects in buying the product. The augmented product is additional servicesand benefits that the seller adds to distinguish the offer from competitors. The potential product isthe set of possible new features and services that might eventually be added to the offer.All products can be classified according to their durability (nondurable goods, durable goods, andservices). Consumer goods are usually classified according to consumer shopping habits(convenience, shopping, specialty, and unsought goods). Industrial goods are classified according to how they enter the production process (materials and parts, capital items, and supplies and services).Most companies handle more than one product, and accordingly product mix can be described aspossessing a certain width, length, depth, and consistency. These four dimensions are the tools fordeveloping the company's product strategy. The various lines making up the product mix have tobe periodically evaluated for profitability and growth potential. The company's better lines shouldreceive disproportionate support; weaker lines should be phased down or out; and new lines should be added to fill the profit gap.Each product line consists of product items. The product-line manager should study the sales andprofit contributions of each item in the product line as well as how the items are positionedagainst competitors' items. This provides information for making several product-line decisions.Line stretching involves the question of whether a particular line should be extended downward,upward, or both ways; line filling, whether additional items should be added within the present range of the line; line modernization raises the question of whether the line needs a new look and whether the new look should be installed piecemeal or all at once; line featuring, which items to feature in promoting the line; and line pruning, how to detect and remove weaker product items from the line.Companies should develop brand policies for the individual product items in their lines. Theymust decide on product attributes (quality, features, design), whether to brand at all, whether to do producer or distributor branding, whether to use family brand names or individual brand names, whether to extend the brand name to new products, whether to create multiple brands, and whether to reposition any of them.Physical products require packaging decisions to create such benefits as protection, economy, convenience, and promotion. Marketers have to develop a packaging concept and test it functionally and psychologically to make sure it achieves the desired objectives and is compatible with public policy. Physical products also require labeling for identification and possible grading, description, and promotion of the product. Sellers may be required by law to present certain minimum information on the label to inform and protect consumers.LEARNING OBJECTIVES:After reading the chapter the student should understand:∙The levels of the product∙How a company can build and manage its product mix and product lines∙How a company can make better brand decisions∙How packaging and labeling can be used as a marketing toolCHAPTER OUTLINE:I.Introduction What Is a Product? - Definition. - Anything that can be offered to a marketto satisfy a want or need.II.The Product and the Product MixA.Five Levels of a Product - core benefit, basic product, expected product, augmentedproduct (beyond expectations, where most competition takes place), and potentialproduct (future augmentation possibilities)B.Product Hierarchy - seven levels of product hierarchy: need family, product family,product class, product line, product type, brand, and itemC.Product Classifications1.Durability and Tangibility - nondurable goods, durable goods, services2.Consumer-Goods Classification - convenience, specialty, shopping,unsought3.Industrial-Goods Classification - materials and parts, capital items,supplies and business servicesD.Product-Mix Decisions - a product mix is the set of all products and items that aparticular sellers offers for sale to buyers. Marketer must consider width, length,depth, and consistency.III.Product-Line Decisions - a product line is a group of products that are closely related because they perform a similar function, are sold to the same customer groups, are marketed through the same channels, or fall within given price ranges.A.Product-Line Analysis - sales and profits of each item1.Product-line sales and profits2.Product-line market profile - positioning against competitorsB.Product-Line Length - a line is too short if the manager can increase profits byadding items; the line is too long if the manager can increase profits by droppingitems.1.Line-stretching decisiona.Downward stretch - enter on the low endb.Upward stretch - enter on the high endc.Two-way stretch - both directionsd.Line-filling decision - adding more itemsC.Line Modernization - update to reflect current trends, themesD.Line-Featuring - select one or a few items in the line to featureE.Line-Pruning - when a product is depressing profits, or a company is short ofproduction capacity.IV.Brand Decisions - traditionally, market power has rested with brand-name companies.A.What is a brand? a name, term, sign, symbol, or design, or a combination of them,intended to identify the goods or services of one seller or group of sellers and todifferentiate them from those of the competition. A brand has six levels of meaning.B.The Concept and Measurement of Brand Equity - brand awareness, brandacceptibility, brand preference, brand loyalty. High brand equity provides a numberof competitive advantages.C.Challenges in Branding1.Branding Decision: To Brand or not to Brand?2.Brand-Sponsor Decision - manufacturer’s, distributor’s, or licensedbrand name3.Brand-name decision - individual, blanket family, separate family, orcombination. Desirable qualities in a brand name, p. 451 of text.4.Brand--strategy decisiona.Line extensions - additional items in the same product categoryb.Brand extensions - existing brand name in a new productcategoryc.Multibrands - additional brand names in the same productcategoryd.New Brands - new brand names in a new product categorye.Cobrands - two well-known brand names combine in oneproduct offeringf.Brand-repositioning decision - however well the brand ispositioned in the market, it may have to be repositioned later. V.Packaging and Labeling DecisionsA.Packaging requires decision on concept, size, shape, materials, color, text, and brandmark. Many marketers have called packaging the 5th P. Various factors havecontributed to packaging’s growing use as a marketing tool: self-service, consumeraffluence, company and brand image, and innovation opportunity.bels are a subset of products which can be used to identify, grade, describe orpromote the product.VI.SummaryMarketing and Advertising1. The toothpaste products made by Tom's of Maine are positioned as environmentally friendly, with natural rather than artificial ingredients. The ad in Figure 1 is for the company's fluoride toothpaste. Whatis the core benefit of this product? What are the basic, expected, and augmented products? Analyze this ad, and explain what elements of product and packaging strategy are incorporated into the ad's theme and copy. Answer: The core benefit of Tom's fluoride toothpaste is healthy teeth. The basic product includes fluoride, the main ingredient in fighting cavities. The expected product includes good taste, whitening agents, and an easy-to-squeeze container. The augmented product includes natural ingredients and earth-friendly packaging. The potential product may contain numerous attributes, such as more effective cavity-fighting ingredients, a more convenient tube or dispenser, and so on. One key element of the product strategy incorporated into this ad's theme and copy is the use of only natural ingredients rather than artificial additives; students may identify additional elements. One key element of the packaging strategy incorporated into this ad is the use of earth-friendly packaging materials; students may identify additional elements.2. Figure 2 shows a Zippo ad aimed at business markets. Based on this ad and your knowledge of Zippo, discuss the company's product mix. Why would Zippo put its brand name on the three products shown in the ad? How would you categorize the brand strategy represented by this ad? What does this strategy imply about Zippo's perception of its brand equity? Explain your answer.Answer: Zippo is using a brand extension strategy to put its name on flashlights, pens, and pocket knives. This gives the new products immediate brand recognition and smoothes the way for earlier acceptance. Zippo perceives that it has high brand equity and it wants to use that equity to expand into new product categories.Focus on TechnologyWhat's in a name? For marketers, brand names are valuable assets that must be selected with care. Some companies hire a specialized marketing research firm to create and test potential brand names, whereas others prefer to handle the process internally. Now "do-it-yourself" marketers can use brand-name-development technology offered by Namestormers.The company's Web site () explains how its NamePro software can be used to generate brand names and offers a free downloadable demonstration. Also on the Web site is an explanation of NameWave, a Web-based service that presents up to 40 brand-name ideas for products in categories selected by the user. What are the advantages of using NamePro or NameWave? What are the disadvantages? If you were responsible for developing a product's brand name, would you choose one of these options? Why or why not?Answer: The major advantage of using NamePro or NameWave is the availability of a convenient, structured, controlled system for generating potential brand names. One major disadvantage is that neither system fully integrates an individual product's benefits or qualities or customer perceptions of the product. Students may identify other advantages and disadvantages. Students may suggest using either NamePro or NameWave as a preliminary first step in the process of developing a brand name, because the cost is relatively reasonable and the systems can generate numerous ideas for further study and evaluation. On the other hand, students may not want to use these options because they prefer to use a more customized, individualized process of choosing a brand name.Marketing for the MillenniumAs noted earlier, Pampers is an aggressive brand builder on and off the Internet. In addition to its traditional advertising schedule, Pampers maintains a value-added Web site () offering advice and answers to parents' questions about child development and—what else?—toilet training.Visit the Pampers site and browse the "What's New" section to see the kind of information parents can find here. Next, go to the "Pampers Diapers" section and click on the two links that lead to information about having Pampers delivered to your home and buying Pampers in your local area. After you enter your zip code, you will see banner ads for several retailers. Why would these retailers want links to the PampersWeb site? Why would Procter & Gamble highlight these links? How does this site contribute to brand building for all participating retailers as well as for Pampers?Answer: Retailers want to link to the Pampers site because they hope visitors to that site will buy the diapers at their stores. Procter & Gamble is building stronger relationships with channel members by highlighting retailer links on its Web site. Because the site contains an enormous amount of authoritative information, it should give consumers a positive image of Pampers and the retailers, contributing to brand building for all involved.YOU'RE THE MARKETER: SONIC MARKETING PLANDecisions about products and branding are critical to the success of any marketing plan. During the planning stages, marketers must consider a variety of issues related to product-mix, product-line length, brand equity, and brand strategies.At Sonic, you are helping Jane Melody manage product lines and branding for the company's shelf stereos. Look again at the company's current situation, the target market, and the product strategy data already in the marketing plan. Then answer these questions to plan Sonic's product programs (noting the need for additional research where necessary):∙What is the core benefit of your product? What elements of the potential product should you consider incorporating?∙Analyze your current product mix and your current product line. What specific changes do you recommend—and why?∙What are the attributes and benefits suggested by the Sonic brand?∙What specific line and brand extensions, new brands, or other brand strategies do you recommend for Sonic—and why?Consider how your answers to these questions will influence Sonic's marketing efforts. Then, as your instructor directs, summarize your recommendations in a written marketing plan or type them into the Marketing Strategy and Program sections of the Marketing Plan Pro software.Answer: The core benefit of Sonic's shelf stereo system is a space-saving way to enjoy music. Students may suggest variations on this core benefit; they may also have many ideas for the potential product, including a longer warranty period, a more decorative speaker design, and a smaller chassis. Sonic has a product line of shelf stereos that range in price from $150 to $400, somewhat below competing brands. It is planning to stretch the line by adding one lower-priced model and two higher-priced models. Its product mix is narrow and getting longer, with the addition of the three new models. Students should offer a variety of changes to the product strategy. The Sonic brand suggests attributes such as reasonable price and well-made products, with related benefits such as value for the money and product reliability.Students may offer various suggestions for line and brand extensions, new brands, and other brand strategies. Evaluate these suggestions in the context of how they fit with the target market's needs, the company's strengths, and the competitive situation (as discussed by students in their marketing plans).。

CHAPTER5--S CANNING THE M ARKETING E NVIRONMENT OVERVIEW:Change in the macroenvironment is the primary basis for market opportunity. The company must start its search for opportunities and possible threats with the firm's macroenvironment. The macroenvironment consists of all the actors and forces that affect the company's operations and performance. Companies need to understand the trends and megatrends characterizing the current macroenvironment. This is critical to identify and respond to unmet needs and trends in the marketplace.The macroenvironment consists of six major forces; demographic, economic, natural, technological, political/legal, and social/cultural. The demographic environment shows a worldwide explosive population growth, a changing age, ethnic and educational mix, new types of households, geographical shifts in population, and the splintering of a mass market into micro-markets. The economic environment shows an emphasis on global income distribution issues, low savings and high debt, and changing consumer-expenditure patterns. The natural environment shows potential shortages of certain raw materials, unstable cost of energy, increased pollution levels, and the changing role of governments in environmental protection.The technological environment exhibits accelerating technological change, unlimited opportunities for innovation, varying R&D budgets, and increased regulation of technological change. The political/legal environment shows substantial business regulation, and the growth of special interest groups. The social/cultural environment shows individuals are changing their views of themselves, others, and the world around them. Despite that there is a continuing trend toward self-fulfillment, immediate gratification, and secularism. Also of interest to marketers is the high persistence of core cultural values, the existence of subcultures, and rapidly changing secondary cultural values.LEARNING OBJECTIVES:After reading this chapter students should:∙Understand some of the major forces impacting a company's macroenvironment∙Know the major trends influencing marketing decisions in the macro environment CHAPTER OUTLINE:I.IntroductionII.Analyzing Needs and Trends in the Macroenvironment - successful companies recognize and respond profitably to unmet needs and trends in the macroenvironment.III.Identifying and Responding to the Major Macroenvironmental Forces -“noncontrollables” which require a responseA.Demographic Environment1.Worldwide population growth - although it brings with it inherent risk, italso presents opportunities2.Population age mix - a strong determinant of needs3.Ethnic markets - each population group has specific wants and buyinghabits.cational groups - from illiterates to those with professional degrees5.Household patterns - traditional household is no longer the dominantpattern6.Geographical shifts in population - migration to safer countries, anddifferent types of areas7.Shift from a mass market to micromarkets - fragmentation is causingcompanies to abandon the “shotgun” approachB.Economic Environment1.Income Distribution - nations vary greatly in their level and distributionof income. It is related to industrial structure, but is also affected by thepolitical system.2.Savings, debt, credit availability - affects consumer expendituresC.Natural Environment1.Shortage of raw materials, infinite, finite renewable, and finitenonrenewable2.Increased cost of energy - oil is a finite nonrenewable resource3.Increased levels of pollution - industrial activity will inevitably harm theenvironment4.Changing role of governments in environmental protection - varies bycountryD.Technological environment1. Accelerating pace of technological change1.Unlimited opportunities for innovation2.Varying R&D budgets - US leads the world in expenditures3.Increased regulation of technological change - complex products causesafety concerns to ariseE.Political/Legal Environment1.Legislation regulating business - has three main purposes: to protectcompanies from unfair competition, to protect consumers from unfairbusiness practices, and to protect the interests of society from unbridledbusiness behavior.2.Growth of special interest groups - number and power have increasedover the last three decades, putting more constraints on marketers.F.Social/Cultural Environment - the society in which people grow up shapes theirbeliefs, values, and norms. Of interest to marketers:1. A high persistence of core cultural values2.Existence of subcultures - emerging from special life experiences orcircumstances.3.Shifts of secondary cultural values through time - Swings from "core"values over time that impact marketing efforts.IV.SummaryMarketing and Advertising1. The ad in Figure 1, from Stockholm-based Ericsson, uses a baby to capture the attention of businesspeople who make buying decisions or influence the buying of telecommunications equipment and technologies. Which of John Naisbett's megatrends are represented in this ad? Support your answers. What does this ad imply about Ericsson's response to the technological environment?Answer: Megatrends represented in the ad include: the booming global economy (Ericsson is based on Sweden but selling in 130 other countries); global lifestyles (widespread use of wireless and Internet communication technologies around the world); and the triumph of the individual (consumer needs driving more, better, customizable wireless and Internet communication products). Ericsson appears to be responding proactively to the technological environment by searching for new innovations for product development.2. Most ads include a picture of the product being promoted, but not the Energizer ad shown here. What demographic segment does this ad appear to be targeting? How do you know? What attitudes are reflected in this ad? How would other segments be likely to respond to it? If you were Energizer, what magazines would you choose to run these ads? Explain your choices.Answer: This Energizer ad seems to be targeting Generation X consumers who buy and use digital cameras, judging by the informal and slightly irreverent copy in the ad. One attitude reflected in this ad is a strong tendency toward independence; another is the importance of family ties (students may offer additional responses). Older consumers may laugh at the ad or even be somewhat offended by its irreverence. Energizer should run these ads in magazines targeted toward Generation X consumers.Focus on TechnologyThe accelerating pace of technological change is leading to marketing opportunities based on new needs and lifestyles. Consider the trend toward increased telecommuting—people working at home instead of commuting to business offices some distance away. Every year, more employees and entrepreneurs opt to work from home, creating higher demand for personal computers, printers, fax machines, telephone services, Internet access, and related goods and services.Increased sales of home office equipment and communication services are not the only consequences of this technological change. Now that more people are working from home, their lifestyles are changing, creating both opportunities and threats. For example, people who no longer drive long distances to work may buy new cars less often and use less gasoline. On the other hand, their expenditures on household meals and casual clothing will increase. Identify two more marketing opportunities and threats that result from the trend toward more telecommuting. Telecommuters are not listed in any central directory, so how can companies locate and market to this growing segment?Answer: Students may have a variety of ideas for marketing opportunities and threats resulting from the trend toward increased telecommuting. Two sample opportunities are: selling more paper for pr inters and fax machines; and selling more personal financial products to help telecommuters track expenses for working at home. Two sample threats are: lower sales of office furniture; and lower demand for large office facilities. Marketers can market to this segment in many ways; two sample ideas: reach post banner ads on popular Web sites such as Yahoo! and other Internet sites that cater to telecommuters; and advertise in specialized magazines geared toward industries with high or growing numbers of telecommuters.Marketing for the MillenniumAt the start of the new millennium, environmental concerns are driving marketing in new directions. Consider trends in the dry cleaning industry. Thousands of green cleaners are opening their doors all over the United States. Manufacturers such as Procter & Gamble and Exxon are also jumping on the green bandwagon.What are the marketing implications of this trend? Get some ideas from the links on the Web site of the nonprofit Center for Neighborhood Technology (), which promotes economic and communitydevelopment through ecological improvement. Look under "sustainable manufacturing" to find the "wet cleaning" section. Going beyond cleaning fluids and equipment, identify two additional opportunities for new products related to green cleaning. If consumers are mainly motivated by convenience, should marketing for these new products stress environmental safety? How might increased competition from environmentally-sound products affect the marketing strategy for these new products? For traditional dry cleaning outlets?Answer: Students may offer various responses to these questions. Two sample marketing opportunities for new products related to green cleaning: marketing training programs and materials to teach entrepreneurs how to handle green cleaning equipment and supplies; and marketing recyclable bags, hangers, and other materials to green cleaners that want to be environmentally-friendly in more areas of their business. Environmental safety should be part of the message for these new goods and services, but the message should focus mainly on how the products help green cleaners serve their customers better, more quickly, and with less environmental waste. As more environmentally-sound products come on the market, existing products should have an easier time conveying and supporting their "green" messages because of increased consumer awareness and acceptance of similar products. Traditional dry cleaning outlets, on the other hand, may begin to lose customers or face more questions about environmental issues, which will necessitate changes in their marketing strategy.YOU'RE THE MARKETER: SONIC MARKETING PLANEvery firm has to examine its macroenvironment to understand the key developments that shape opportunities and pose threats. This environmental scanning uncovers emerging trends and changes that can potentially affect the needs of customers, the competition, and the firm's markets.Jane Melody asks you to scan Sonic's external environment for signs of change that indicate opportunities and threats for shelf stereo systems. Review Sonic's current situation and then, using library or Internet resources (or both), locate information to answer the following questions about Sonic's macroenvironment:∙What demographic changes are likely to affect Sonic's target market, buyers age 20-40? For example, check U.S. Census data () by clicking on "subjects A to Z," thenclicking "age," and accessing the state-level age projections.∙What technological changes can potentially affect product development and buyer acceptance of current product? Look at the Web site of UHF Magazine () for newsabout stereo technologies such as DVD; check industry sources for more technological trends.∙What economic trends might influence the product line's future? Check the Commerce Department's Stat-USA. site (/), especially key topics within theGeneral Economic Indicators section under the "State of the Nation" heading.∙What political-legal issues might affect Sonic and its competitors? Search the Thomas Web site () for any relevant federal legislation on import-export opportunities, usingkeyword searches such as "import + stereo" and "export + stereo." Also use search engines tofind any new regulations that affect competitors' import-export activities.Once you have completed your environmental scan, analyze the results and their implications for Sonic's marketing efforts. As your instructor directs, summarize your findings and conclusions in a written marketing plan or type them into the Marketing Situation section of the Marketing Plan Pro software. Answer: Students' answers will depend on the latest information available about the macroenvironment, including demographic changes, technological changes, economic trends, and political-legal issues. For example, they will find on the Census site that the overall population 18-24 has decreased since 1990 while the overall population 25-44 has increased. They will also be able to track these changes by gender, by region of the country, and by individual states. Demographic data such as this will help Sonic determine whether it should continue to focus on consumers aged 20-40, change the age or gender focus, and/or select particular states or region for more or less distribution and marketing emphasis. Technological trends are continually changing, so students need to analyze what they find out through UHF Magazine and other sources to determine whether Sonic has the right mix of products or needs to begin developing newproducts with new technology. Sonic must also understand how economic trends will affect consumers' ability to buy and interest in buying new shelf stereo systems. Finally political-legal changes researched on the Thomas site and other sites or sources will help Sonic determine (1) whether the environment will support profitable expansion into international markets, (2) whether overseas competitors are likely to have an easier or tougher time marketing in the United States, and (3) whether Sonic will have a more difficult time importing parts from other countries.。

Case Research50市场观察・广告主／２００７．１０案例研究２００７年８月１日，联想集团（Ｌｅｎｏｖｏ）首款在上盖带有Ｌｅｎｏｖｏ标志的ＴｈｉｎｋＰａｄ皮壳版笔记本电脑正式发售，中国国内售价高达５万元；与此形成鲜明对比的是，８月２日，联想在北京推出的“天福”系列电脑，价格最低的一款只有１４９９元。

同出一门，价格天地差异，可以看出联想在Ｌｅｎｏｖｏ和Ｔｈｉｎｋ上不同的品牌诉求。

但为了淡化ＩＢＭ和产品品牌Ｔｈｉｎｋ之间的联系，联想不断促进企业品牌Ｌｅｎｏｖｏ和Ｔｈｉｎｋ之间的融合，而这最终有可能导致双品牌危机的爆发。

企业并购导致双品牌现象频频出现企业之间的大规模并购，促使双（多）品牌现象频频出现。

世界经济稳步增长、产业加速整合等多种因素促使企业并购、大宗并购案正逐渐增多。

通过并购，大型企业之间可以迅速的形成强强联合体，短时间内迅速做大。

２００２年，惠普（ＨＰ）斥资２４０亿美元收购康柏（Ｃｏｍｐａｑ）；经过３年的整合期之后，惠普２００６财年收入达到了９１７亿美元，首次超过ＩＢＭ成为全球最大的ＩＴ公司。

跨国并购也成为中国内资企业实现技术跨越式发展，以及全球市场的重要途径。

２００７年８月７日，联想集团宣布正在就收购欧洲ＰＣ厂商Ｐａｃｋａｒｄ　Ｂｅｌｌ进行磋商。

联想主要目的就是得到其品牌的基础上，利用其在欧洲的渠道与售后服务网点。

２００７年８月２４日，全球最大的硬盘供应商希捷（Ｓｅａｇａｔｅ）公司首席执行官Ｗｉｌｌ－ｉａｍ　Ｗａｔｋｉｎｓ表示，一家中国科技公司近日表达了收购该公司的意愿。

在大型企业的并购发生之后，在同一企业之下双产品品牌共存现象普遍，双品牌战略重要性凸显。

企业通过收购得到被收购方的品牌之后，利用该品牌的知名度，可以进军新市场。

联想通过收购ＩＢＭ的ＰＣ业务以及Ｐａｃｋａｒｄ　Ｂｅｌｌ不仅可以进入北美和欧洲市场，更可以在一定程度上利用其渠道使Ｌｅｎｏｖｏ品牌走向世界。

双品牌运作规则企业的品牌策略有两个层次：一个是企业品牌层次；一个是产品品牌层次。

C HAPTER 20--M ANAGING THE S ALES F ORCEOVERVIEWMost companies use sales representatives, and many companies assign them the pivotal role in the marketing mix. Salespeople are very effective in achieving certain marketingobjectives. At the same time they are very costly. Management must give careful thought to designing and managing its personal-selling resources.Sales force design calls for decisions on objectives, strategy, structure, size and compensation. Sales force objectives include prospecting, communicating, selling and servicing, information gathering, and allocating. Sales force strategy is a question of what types and mix and selling approaches are most effective (solo selling, team selling, and so on). Sales force structure is a choice between organizing by territory, product, customer, or a hybrid combination and developing the right territory size and shape. Sales force size involves estimating the total workload and how many sales hours-and hence salespeople-would be needed. Sales force compensation involves deter-mining pay level and components such as salary, commission, bonus, expenses, and fringe benefits.Managing the sales force involves recruiting and selecting sales representatives and training, directing, motivating, and evaluating them. Sales representatives must be recruited and selected carefully to hold down the high costs of hiring the wrong persons. Sales-training programs familiarize new salespeople with the company's history, its products and policies, the characteristics of the market and competitors, and the art of selling. Salespeople need direction on such matters as developing customer and prospect targets and call norms and using their time efficiency through computer-aided information, planning and selling systems and inside support salespeople. Salespeople also need encouragement through economic and personal rewards and recognition because they must make tough decisions and are subject to many frustrations. The key idea is that appropriate sales force motivation will lead to more effort, better performance, higher rewards, higher satisfaction, and therefore still more motivation. The last management step calls for periodically evaluating each salesperson's performance to help him or her do a better job. The purpose of the sales force is to produce sales, and this involves the art of personal selling. One aspect is salesmanship, which involves a seven-step process: prospecting and qualifying, preapproach, approach, presentation and demonstration, overcoming objections, closing, and fol-low-up and maintenance. Another aspect is negotiation, the art of arriving at transaction terms that satisfy both parties. The third aspect is relationship management, the art of creating a closer working relationship and interdependence between the people in two organizations.In summary, the primary variables for the sales force / management effort include the following: (1) Setting Objectives - Objectives can be general rules for guiding salespeople or more specific expectations for behavior. Regardless, the sales objectives should address the relationship between sales, customer satisfaction, and company profit; (2) Designing Strategy- Strategy requires decisions on salesforce structure, size, and compensation. Variations inthis mixture are appropriate for differing industries, markets and sales objectives; (3) Recruiting and Selecting - Knowing in advance what characteristics will always produce good salespeople is very difficult. Selection procedures should attempt to screen candidates forboth ability and retention-related issues; (4) Training Salespeople - Issues in training center onskills such as order taking and order getting, seeing customers as people who require problem solutions; (5) Supervising Salespeople - Supervision addresses problems in directing and coordinating salespeople's organization, time management, motivation, and customer relationships; (6) Evaluating Salespeople - Evaluation requires both qualitative and quantitative measures of salesforce performance.LEARNING OBJECTIVES:After reading the chapter the student should understand:∙The key factors in designing a sales force∙How one manages a sales force successfully∙The fundamental principles of personal sellingOUTLINEI.Introduction - various classifications of sales positions ranging from least to most creativetypes of selling (deliverer, order taker, missionary, technician, demand creator, solutionvendor)II.Designing the Sales ForceA.Sales Force Objectives (tasks to perform include: prospecting, targeting,communicating, selling, servicing, information gathering, and allocating)B.Sales Force Strategy - approach can be: sales rep to buyer, sales rep to buyergroup, sales team to buyer group, conference selling or seminar selling. Acompany can utilize a direct (company) or contractual (outside) sales force.C.Sales Force StructureD.Force Size and Compensation - level and appropriate combination of components(fixed, variable, expense allowances, and benefits).III.Managing the Sales ForceA.Recruiting and Selecting Sales Representative1.What Makes a Good Sales Representative?2.Recruitment Procedures3.Applicant-Rating ProceduresB.Training Sales Representatives - several goals: to know and identify with thecompany, to know the company’s products, to know the customers’ andcompetitors’ characteristics, to know how to make effective sales presentations,and to understand field procedures and responsibilitiesC.Supervising Sales Representatives1.Developing Norms for Customer Calls2.Developing Norms for Prospect Callsing Sales Time EfficientlyD.Motivating Sales Representatives - the higher the salesperson’s motivation, thegreater his or her effort.1.Sales quotas2.Supplementary Motivators (meetings, contests, etc.)E.Evaluating Sales Representatives1.Sources of Information - sales reports including activity plans and write-ups of activity reports2.Formal Evaluation of Performance (current-to-past sales comparisons,customer-satisfaction evaluation, qualitative evaluation)IV.Principles of Personal SellingA.Professionalism - major steps involved in any sales presentationB.Prospecting and Qualifying - identify and screen out leads1.Pre-approach - learning about the prospect2.Approach - greeting the prospect3.Presentation and Demonstration - tell the product “story”4.Overcoming Objections - psychological and logical resistance5.Closing - asking for the sale6.Follow-Up and Maintenance - ensure satisfactionC.Negotiation1.Negotiation Defined - in negotiated exchange, price and other terms areset via bargaining behavior, in which two or more parties negotiate long-term binding agreements.2.When to Negotiate - appropriate whenever a zone of agreement exists3.Formulating a Negotiation StrategyD.Relationship Marketing - based on the premise that important accounts needfocused and continuous attention. Main steps in establishing a relationshipmarketing program include:1.Identify the key customers meriting relationship marketing,2.Assign a skilled relationship manager to each key customer,3.Develop a clear job description for relationship managers,4.Appoint an overall manager to supervise the relationship managers,5.Have relationship managers develop long-range goals and annualcustomer-relationship plans.V.SummaryMarketing and Advertising1. Ford uses ads such as this, which appeared in Latina magazine, to bring prospects into its dealers' showrooms. Then sales representatives take over, asking about prospects' needs and discussing features and benefits of various Ford models. What kind of training do you think dealers' sales representatives n eed? How can they qualify prospects? Why are good follow-up and maintenance skills important for dealers' sales representatives?Answer: Dealers' sales representatives need training in the features and benefits of each Ford model, as well as training in customers' and competitors' characteristics, effective sales presentation methods, and appropriate field procedures. They can qualify prospects by asking about their preferences (to see whether these match with Ford models being sold), schedule for buying, and price requirements. Good follow-up and maintenance skills keep customers coming back for service at the dealership and encourage customers to buy the next vehicle from the same dealer.2. The Xerox ad shown in Figure 2 is geared toward businesses that produce marketing materials such as brochures in color. This ad directs interested readers to call a toll-free number and ask for a "Xerox Color Specialist." Which of the six types of sales representatives is this specialist likely to be? Which of the specific sales tasks is this sales rep likely to perform?Answer: The Xerox color specialist is likely to be a solution vendor who can devise a system to solve the customer's problems. This sales rep will not do prospecting, targeting, or allocating, but wil l respond to calls from customers by communicating, selling, servicing, and information gathering.Focus on TechnologyAutomated sales management software helps companies boost the productivity of their sales representatives and better integrate sales activities with overall marketing and corporate strategies. Among the leaders in this technology is Trilogy, whose Selling Chain software includes modules for managing sales compensation, contracts, pricing, proposals, and other aspects of the sales proces s.Visit Trilogy's Web site to read about its Selling Chain software(/products/selling_chain.asp). Also click on the "SC Commission" button (in the column of products at left) to read about the sales compensation portion of this program, used by sales managers at Hewlett-Packard and many other companies. With this program, what criteria might sales managers want to use to evaluate the performance of their representatives? Why would sales managers want to track the profitability as well as the volume of sales produced by a sales representative?Answer: Using the Trilogy software, sales managers might want to evaluate their sales reps on the basis of activity (including the number of sales calls made and the number of resulting proposals, contracts, and quotes generated) as well as performance in meeting sales quotas and revenue and profit goals. Customer satisfaction is not tracked directly by the Trilogy software, but should also be included in any sales performance evaluation. Profitability as well as sales should be tracked because reps who build sales volume by discounting prices can significantly hurt the company's overall profitability.Marketing for the MillenniumMany companies are using their Web sites as tool s for building long-term relationships between sales representatives and their customers. A case in point is Texas Instruments, which has created a sophisticated Web site to support its sales of multiple product lines, including calculators and semiconductors.Visit the Texas Instruments Web site (/). Click on the privacy policy (at bottom of page) to learn why information is collected from visitors. Then return to the home page and click on the TI&ME button (at top right) to see how visitors can customize what they view on this site. What does Texas Instruments do with the information it collects from visitors? Why would a customer want to customize the Web page? Why would Texas Instruments want its customers to set up customized Web pages? What effect is this likely to have on the relationship between customers and their sales representatives? Answer: Texas Instruments' privacy policy states that the company will not provide any visitor's personally identifying information to other companies or individuals without getting the visitor's consent. The company tracks the sites from which people go to the Texas Instrument site; it also retains cookies to track specific information requested by the vi sitor, such as personalized Web pages, registrations, and so on. Customers who do not want to waste time wading through mountains of irrelevant data would find customized Web pages useful and time-saving. Knowing what interests a customer can help a sales reptailor the offer of goods and services to better meet that customer's needs; thi s strengthens the relationship between the customer and the sales rep.YOU'RE THE MARKETER: SONIC MARKETING PLANMany marketers—including nonprofit and for-profit organizations—include personal selling in their marketing plans. However, because of the high cost of maintaining a sales force, many marketers are substituting mail and telephone sales for some personal sales calls.At Sonic, you are helping Jane Melody plan sales strategy for the company's line of shelf stereos. Take a few minutes to review Sonic's current situation and the marketing strategies you have already recommended. Then answer the following questions about Sonic's use of personal selling:∙Who should Sonic's sales force be calling on? How can the sales force support Sonic's marketing plan and goals? Would Sonic benefit from major account management?∙What sales objectives and quotas should Sonic set for its sales force?∙What kind of compensation would be most appropriate for the sales force?∙What training should Sonic be providing for new and existing sales representatives?Once you have answered these questions, consider the implications for Sonic's overall marketing goals and its marketing mix. Depending on your instructor's directions, type your answers and recommendations into a written marketing plan or enter them into the Marketing Strategy/Sales Force section and the Sales Forecast section of the Marketing Plan Pro software.Answer: Sonic's sales force should be calling on wholesalers and retailers as part of the distribution strategy. The goals set for the sales force should directly link with Sonic's marketing plan and goals and with the company's overall goals. Sonic would probably benefit from major account management. This would allow for the development and nurturing of longer-term relationships with retailers and other channel members who sell large quantities of Sonic stereos. Sales objectives and quotas for Sonic's sales force should include: quotas that are higher than the sales forecast presented in the marketing plan, to encourage higher performance; objectives for unit sales, revenues, and profitability; and objectives for customer satisfaction. Sonic can structure its sales compensation in several ways. If straight salary is provided, the company should add special incentives to motivate and reward sales reps for extraordinary effort or results. If straight commission is provided, the company only pays when reps perform, which encourages sales reps to meetor exceed their quotas. However, Sonic would probably do best with a combination of salary and commission, which would pay reps for handling necessary nonsales functions while rewarding them for making or exceeding their quotas. Sonic needs to train its sales reps about the company and its goals; the products and their features and benefits; customers and competitors' characteristics; sales presentation methods; and sales procedures and responsibilities.。

体验营销的基本理论一、前言1、体验营销的发展史美国学者约瑟夫·派恩和詹姆斯·吉尔摩在《体验经济》一书中写到：体验经济是继农业经济、工业经济、服务经济之后第四个经济发展阶段；体验经济是企业以服务为舞台，以商品为道具，以消费者为中心，创造能够使消费者参与、值得消费者回忆的活动。

体验营销是1998年美国战略地平线LLP公司的两位创始人B－josephpine Ⅱ和JamesHgilmore提出的。

他指出：“从消费者的感官，情感，思考，行动，关联五个方面重新定义，设计营销理念。

”他们认为，消费者消费时是理性和感性兼具的，消费者在消费前，消费中和消费后的体验，是研究消费者行为与企业品牌经营的关键。

国外体验营销理论的发展经历了早期萌芽阶段、发展实践阶段，在这一阶段，关于体验消费、体验营销的基础理论已经基本形成，但没有完全达成一致，但体验营销深远的营销意义则受到了众多大企业的关注，体验营销开始逐渐在实际市场竞争中展开应用。

目前全球正在实施体验营销的有拉斯维加斯、戴尔、星巴克、麦当劳、耐克公司、环球影业等多家大型机构。

1998年《中国日报》对中国手机购买者所做的调查中发现，51%的消费者在新机型一上市时就购买，只有37%的人考虑价格，11%的消费者考虑功能；另有资料表明，我国北京、上海、深圳等地的人均GDP已达3000美元以上，人均休闲时间比五年前多了一倍。

事实表明，随着中国经济的进一步发展，消费需求多样化和个性化趋势的日益明显，消费者对心理和精神的需求已超越消费者对物质的需求而成为人们的主导需求，体验经济在中国已初露端倪。

如今我国许多大企业都已开始了实施体验营销的步伐，并取得一定成果。

中国移动推出的“动感地带”业务，从宣传口号“我的地盘我选择”开始，到彩铃、百宝箱、无限上网、音乐下载等无一不体现了个性化的定制服务，在加上举办的“街舞挑战赛”、“周杰伦演唱会”、“结盟麦当劳”等一系列活动，都引起年轻人的高度共鸣，带给他们与众不同的体验，并激发了他们的消费热情。

第25卷第9期外国经济与管理Vol.25No.9 2003年9月Foreign Economies&Management Sep.2003中图分类号:F27617　文献标识码:A　文章编号:100124950(2003)20920002205论跨国公司的联合品牌战略3范秀成,张彤宇(南开大学国际商学院,天津300071) 摘 要:近年来,联合品牌战略在世界范围内受到越来越多的跨国公司的青睐。

本文对联合品牌战略的内涵进行了分析,并重点探讨了不同类型的联合品牌,阐述了实施联合品牌战略的优势和风险,最后对联合品牌战略的形成过程进行了探讨。

关键词:联合品牌;品牌战略;品牌管理 20世纪90年代以来,世界范围内越来越多的跨国公司实施了联合品牌战略,以期扩大品牌的影响,提升或更新品牌形象,开拓新的市场。

有的跨国公司试图通过联合品牌战略来实现规模经济,进而降低成本。

目前,联合品牌已经成为一种在餐饮、零售、航空和金融服务等行业得到广泛应用的品牌战略。

一、联合品牌的类型 “联合品牌是指(分属不同企业的)两个或多个品牌进行合作的一种形式,这些品牌在消费者心目中具有较高的认知度,而它们各自的品牌名称又都保留在联合品牌之中。

”[1]联合品牌与联合促销、战略联盟及合资企业是企业进行合作的四种主要形式。

根据联合品牌共同创造价值潜力的高低,由低到高可将其分为四种类型,并形成联合品牌共同创造价值的等级类型图(见图1)。

11接触/认知联合品牌。

这类联合品牌共同创造价值的潜力处于最低层次。

合作企业通过品牌合作向对方的顾客群展示自己的产品、服务和品牌,扩大企业在新的目标市场上的影响,提高企业品牌在新的受众中的认知度。

由于品牌合作的目标仅仅局限于同受众进行接触并提高其认知度,因此该联合品牌共同创造价值的潜力较低。

美国运通(American Express)和德尔塔航空公司(Delta Airlines)进行合作,结合德尔塔航空公司的SkyMiles计划,以联合品牌形式推出了它的Optima信用卡。

CHAPTER21--M ANAGING D IRECT AND O NLINE M ARKETING OVERVIEW:Direct and online marketing are tools of growing importance in marketing planning. Directmarketing is an interactive system of marketing, which uses one or more advertising media(direct mail, catalogs, telemarketing, electronic shopping, and so forth) to effect a measurableresponse and/or transaction at any location. It has been growing at a more rapid rate than storemarketing and is used by manufacturers, retailers, service companies and other types of organizations to provide continuity, better timing, high readership, testability, and privacy. Directmarketing benefits both customers and sellers, effecting highly targeted and efficient exchanges.Accordingly, there is a strong trend toward integrated direct marketing and database marketing. Database marketing is critical to the process of direct marketing. Companies use their databases to identify prospects, differentiate offers, build customer loyalty and reactivate customer purchases. While it requires a special investment, a well-managed database will lead to sales gains that will more than cover costs.The process for implementing direct marketing strategies includes: setting objectives, choosingmarkets and prospects, constructing an effective offer, testing the elements of the offer strategy,and measuring the likely success of the campaign.On-line marketing is the most recent development in the direct marketing process. It is a channel,one that a consumer can reach via computer and modem. The benefits are many, for both buyersand sellers. Marketers can conduct on-line marketing by creating electronic storefronts, webpages, participating in forums, news groups and bulletin boards, placing advertising on-lineand/or using e-mail.Despite the potential of direct marketing, there is controversy associated with the directmarketing process. There are Issues of concern regarding irritation, unfairness, deception andfraud, and increasingly the invasion of privacy.LEARNING OBJECTIVES:After reading the chapter the student should understand:∙Comparative benefits of direct response and e-commerce marketing∙The overall development and application of customer databases∙The overall processes and strategies related to the use of direct marketing channels∙The issues (public and ethical) related to direct marketing∙The future of direct and on-line marketing capabilitiesOUTLINEI.The Growth and Benefits of Direct Marketing - Direct marketing is an interactivemeasuring system that uses one or more advertising media to effect a measurableresponse and/or transaction at any location. Goal is long-term relationship building(direct relationshp marketing).A.The Growth of Direct Marketing and Electronic Shopping -1.catalog and direct -mail sales growing at a rate of 7% annually,compared to retail sales growth of 3%.2.Electronic - Internet traffic doubles every 100 days; 1.5 million Websites; forecast (2002) e-commerce sales of $327 billion.B.The Benefits of Direct Marketing - for both consumers and sellersII.Customer Databases and Direct Marketing - a customer database is an organized collection of comprehensive data about individual customers or prospects that is current,accessible, and actionable for such marketing purposes as lead generation, leadqualification, sales of a product or service, or maintenance of customer relationships.A.Database marketing is the process of building, maintaining, and using customerdatabases and other databases (products, suppliers, resellers) for the purpose ofcontacting and transacting. Companies can customize their product, offer,message, shipment method, and payment method to maximize customer appeal.panies use their databases in four ways: to identify prospects, decide whichcustomers should receive a particular offer, deepen customer loyalty andreactivate customer purchases.III.Major Channels for Direct MarketingA.Face-to-Face SellingB.Direct-Mail Marketing (post office, overnight carriers, fax mail, e-mail, or voicemail). How to construe an effective direct-mail campaign:1.Determine Objectives - order-response rate is usually 2%.2.Define Target Markets and Prospects3.Consider other Elements - construct an effective offer. Five components:outside envelope, sales letter, circular, reply form, and reply envelope.4.Test Direct Marketing Elements5.Measure the Campaign’s Success - breakeven response rate, determiningcustomer lifetime valueC.Catalog Marketing - on paper or CD-ROMD.Telemarketing - using the telephone to sell products/servicesE.Television and Other Major Media Direct-Response Marketing (direct-responseadvertising, at-home shopping channels, and videotext)F.Kiosk Marketing - “customer-order-placing machinesG.Online ChannelsIV.Marketing in the 21st Century: Electronic Commerce - an online channel is one that a person can reach via computer and modem. There are two types of online channels:commercial channels such as America Online, CompuServe, and Prodigy; and theInternetA.The Online ConsumerB.Online marketing: Advantages and Disadvantages1.The Benefits of Online Marketing - for buyers: convenience,information, and fewer hassles.2.For marketers: quick adjustments to marketing conditions, lower costs,relationship building, and audience sizingC.Conducting Online Marketing1.Creating an Electronic Storefront - what type of information exists on a“home page”2.Participating in Forums (discussion groups on commercial onlineservices), Newsgroups (the Internet’s version of forums), and BulletinBoards (center on a specific topic or group)3.Placing Ads Online - classified ads, ads in newsgroups, or “pop ups” ononline billboards.ing E-mail - a way to encourage feedback from prospects andcustomers.D.The Promise and Challenges of Online Marketing1.The Growing use of Integrated Direct Marketing - “maximarketing”V.Public and Ethical Issues in Direct MarketingA.Irritation, unfairness, deceptionB.Fraud and invasion of privacyVI.SummaryMarketing and Advertising1. Many nonprofit organizations, such as the Earthjustice Legal Defense Fund, use direct response advertising to solicit contributions. This magazine ad as ks consumers to call a toll-free number or visit a Web site and pledge a contribution to support lawyers fighting for the Endangered Species Act. What offer is Earthjustice making to consumers? What benefits will consumers gain from responding to this offe r? What is Earthjustice likely to do with the names of people who respond to this ad? Why?Answer: Earthjustice is offering consumers the opportunity to help save endangered species by sending money to support the legal defense fund. Consumers gain the benefit of feeling satisfied that they are supporting the environment and helping to save plants and animals at risk. Earthjustice is likely to retain the names of people who respond and send them additional information about progress toward saving endangered species—as well as additional requests for contributions to further the cause.Focus on TechnologyData mining is a sophisticated computerized analysis used by marketers to identify meaningful patterns in a data warehouse of customer purchasing information. With data mining, marketers can determine which customers are the best to target for a particular offer. They can also figure out which customers are their most profitable and then design special retention programs to reinforce those customers' loyalty.What kinds of ethical and public concerns are raised by the increased use of data warehouses and data mining? Should consumers be allowed to opt out of some company data warehouses? Should companies be required to notify consumers when their names and other personal information are added to certain data warehouses? Do you think government regulation is needed to control the collection and use of personal details in data warehouses? Defend your answer.Answer: Students will identify a number of issues raised by data warehouses and data mining, including possible violation of personal privacy, release or exchange of sensitive information, and discrimination against certain customers. Students who support allowing consumers to opt out of data warehouse s may say that this approach is already used on a voluntary basis by direct mail marketers and telemarketers. Students opposed might say that customers benefit from more and better personalized service when companies use data warehouses and data mining. Students who support notification may argue that this will reassure consumers that data is being collected, stored, and used more responsibly; those opposed to notification may argue that consumers have a right to know when and how personal data is being used. Students can build a case for or against government regulation, based on these responses.Marketing for the MillenniumAs more companies get involved in electronic commerce, they must beware of irritating consumers by sending unwanted e-mail to promote their products. Netiquette, the unwritten rules that guide Internet etiquette, suggests that marketers ask customers for permission to e-mail marketing pitches—and tell recipients how to stop the flow of e-mail promotions at any time.To see permission-based marketing in action, visit the Web site of Iomega, which makes the Zip drive and other computer storage devices (URL: ). The company constantly runs contests to encourage people to register at its site. Click to enter any contest, then read the entire entry form. You will notice that Iomega asks permission to e-mail you marketing material and to give your name to other marketers. Iomega also asks other questions, such as which of its products you own. Why would Iomega ask about your ownership of its products? Why would the company want to share your name with other marketers? What would you gain by granting permission for Iomega to give your name to others?Answer: Iomega can collect a great deal of valuable data about customers and prospects by asking Web site visitors to answer a few questions when they register for contests and other activities. Iomega would share names with other marketers in exchange for either cash payment or names collected by those marketers. Visitors who agree to have their names given to others would receive offers of goods and services that are related to personal computer usage, which can be convenient for people who want to know about the latest products.YOU'RE THE MARKETER: SONIC MARKETING PLANAs electronic commerce continues to grow, more marketers are including online as well as direct and online marketing in their marketing plans. Even manufacturers who sell their goods through wholesalers and retailers can use direct and online marketing as part of multiple vehicle, multiple-stage campaigns to boost the effectiveness of their marketing communications.You are Jane Melody's assistant at Sonic, where you are developing and coordinating marketing programs for the company's shelf stereo systems. Look again at Sonic's current situation, its goals, and its strategies. Also review the other marketing mix programs you have already planned. Then answer the following questions about creating direct and online marketing for Sonic:∙If Sonic lacks a good database, what does it need to know about its customers (the consumer market) and its distributors (the business market)? How can it gather this information?∙How can Sonic use direct or online marketing to support consumer promotions and communications? To support trade promotions and communications?∙Which messages and channels would be most appropriate for reaching consumers who buy Sonic products? For reaching retailers who buy Sonic products? What programs would yourecommend, and when should these be scheduled?∙How can Sonic use its Web site to communicate with both consumers and retailers?Consider how the online and direct marketing programs you are recommending will mesh with Sonic's other programs and support Sonic's goals and strategies. As your instructor directs, summarize your recommendations in a written marketing plan or type them into the Marketing Mix section and the Programs and Tactics section of the Marketing Plan Pro software.Answer: Sonic needs to know some basic information about customers, at the very least: names and addresses and other demographic information; and products purchased, at what date, and at what price. The company needs more information about its distributors, including: products purchased in the past and on order for future delivery; buying practices, patterns, and policies; names and contact methods for buying center members; use of competitive suppliers; revenue and profitability history related to Sonic products. If its consumer database is incomplete, Sonic might be more successful with online marketing than direct marketing to support consumer promotions and communications. Students may suggest various methods, including using the Web site to announce and publicize promotion and communication activities. Direct marketing would be more of a factor for trade promotions and communications; students should offer a variety of ideas for the trade, including mailing all retailers announcements of consumer promotions and communications before they are released to the public. Students may suggest a number of different messages, channels, and programs for reaching consumers and retailers. They will also have creative ideas for using the Sonic Web site to communicate with consumers and retailers.。

CHAPTER2--BUILDING CUSTOMER SATISFACTION THROUGHQUALITY,SERVICE AND VALUEOVERVIEWToday's customers face a growing range of choice in the products and services they can buy. They are making their choice on the basis of their perceptions of quality, service, and value. Companies need to understand the determinants of customer value and satisfaction. Customer delivered value is the difference between total customer value and total customer cost. Customers will normally choose the offer that maximizes the delivered value.Customer satisfaction is the outcome felt by buyers who have experienced a company performance that has fulfilled expectations. Customers are satisfied when their expectations are met and delighted when their expectations are exceeded. Satisfied customers remain loyal longer, buy more, are less price sensitive, and talk favorably about the company.A major challenge for high performance companies is that of building and maintaining viable businesses in a rapidly changing marketplace. They must recognize the core elements of the business and how to maintain a viable fit between their stakeholders, processes, resources and organization capabilities and culture. Typically, high performing businesses develop and emphasize cross-functional skills rather than functional skills (overall project management and results versus functional strengths (best engineers, etc.). They also build their resources into core capabilities that become core competencies, distinctive abilities and competitive advantages. This, along with a corporate culture of shared experiences, stories, beliefs and norms unique to the organization, are the keys to their success.To create customer satisfaction, companies must manage their value chain as well as the whole value delivery system in a customer-centered way. The company's goal is not only to get customers but even more importantly, to retain customers. Customer relationship marketing provides the key to retaining customers and involves providing financial and social benefits as well as structural ties to the customers. Companies must decide how much relationship marketing to invest in different market segments and individual customers, from such levels as basic, reactive, accountable, proactive, to full partnership. Much depends on estimating customer lifetime value against the cost stream required to attract and retain these customers.Total quality marketing is seen today as a major approach to providing customer satisfaction and company profitability. Companies must understand how their customers perceive quality and how much quality they expect. Companies must then strive to offer relatively higher quality than their competitors. This involves total management and employee commitment as well as measurement and reward systems. Marketers play an especially critical role in their company's drive toward higher quality.LEARNING OBJECTIVES:After reading this chapter students should:∙Know what constitutes customer value and satisfaction∙Know how leading companies organize to produce and deliver high customer value and satisfaction∙Know how companies can retain customers as well as attract customers∙Know how companies can determine customer profitability∙Know how companies can practice total quality marketing strategyCHAPTER OUTLINE:I.IntroductionII.Defining Customer Value and SatisfactionA.Customer Value1.Customer delivered value - the difference between total customer valueand total customer cost, or “profit” to the customer. Total customervalue is the expected bundle of benefits.2.Total customer cost - bundle of costs consumers expect to incur inevaluating, obtaining and using the product or service.3.Customer value assessment - weighing the value against all of the costsB.Customer Satisfaction1.Perceived performance and expectations - contribute to overallsatisfaction2.Methods of tracking and measuring customer satisfaction - see Text. III.The Nature of High-Performance BusinessesA.Stakeholders - customers, employees, suppliers, distributorsB.Processes - work flows through an organization, to achieve cross functional skillsC.Resources - labor, power, materials, machines, information, energy, etc., toachieve core competence, distinctive ability(ies) and competitive advantage.anization and Organizational Culture - structures, policies. Corporate Cultureis the shared experiences, stories, beliefs, and norms that characterize anorganization.IV.Delivering Customer Value and SatisfactionA.Value Chain - used as a tool for identifying ways to create more value. Ninevalue creating activities.B.Value-Delivery Network - to be successful a firm has to look for competitiveadvantages beyond its own operations. Theme that building a better network canbe a highly successful differentiation tactic that leads to greater customersatisfaction.V.Attracting and Retaining Customersputing the Cost of Lost Customers - compute customer defection rate (4-stepprocess)B.The Need for Customer Retention - cost of attracting a new customer is 5 timesthat of retaining a satisfied current customer.C.Relationship Marketing: The Key - there is a process to attracting and retainingcustomers. There are five levels of customer relationship building, and threecustomer-value building approaches:1.Adding Financial Benefits - frequency marketing programs and clubmarketing programs2.Adding Social Benefits- individualize and personalize customerrelationships3.Adding Structural Ties -help customers manage themselves.VI.Customer Profitability: The Ultimate Test - a profitable customer is a person, household, or company that over time yields a revenue stream that exceeds by an acceptable amount the company’s cost stream of attracting, selling, and servicing the customer. A company should not attempt to pursue and satisfy all customers.VII.Implementing Total Quality ManagementA.Total Quality Marketing (TQM) - Most customers will no longer accept ortolerate average quality performance. There is an intimate connection amongproduct and service quality, customer satisfaction and company profitability.B.The role of Marketing now is extended beyond external marketing activities tointernal marketing roles to act as the Customer's watchdog within theorganization.VIII.SummaryMARKETING A ND ADVERTISING1. Toyota, like many automotive manufacturers, emphasizes excellent product quality and high customer satisfaction. But what exactly is quality—and how can Toyota prove that it offers excellent quality? The Toyota ad in Figure 1 shows one approach. What element of quality is the ad stressing, and how does this element satisfy customer needs? Is the ad focusing on performance or conformance quality? What are the implications for customers? For Toyota's marketing strategy?Answer: This Toyota ad is emphasizing performance quality, specifically the ability of the Sienna model to withstand a crash better than any other vehicle ever tested. This element of quality satisfies customers' needs for safety. The implications for customers are that those who worry about accidents can choose the Sienna and feel safer than they would in any other vehicle. The implications for Toyota's marketing strategy are that the company can promote the car to audiences that worry about accidents, including parents with children and anyone else who wants to feel safer when they drive, on the basis of evidence from credible third-party crash tests. This is a powerful competitive edge.2. Roadway Express wants to be the trucking firm of choice for companies that choose to outsource their shipping function, as the ad in Figure 2 indicates. What is Roadway's core competence? Why would Rawlings, the customer featured in the ad, prefer to outsource to Roadway rather than handle its own shipments? What capability does Roadway appear to be emphasizing in this ad?Answer: Roadway's core competence is its exceptional on-time delivery. Rawlings would prefer to outsource shipments because Rawlings's core competence is baseball equipment. Therefore, Rawlings wants to own and nurture its core resources and competence while outsourcing less critical activities such as delivery. Roadway is emphasizing customer linking in this ad; this is clear from its use of the Rawlings testimonial, indicating how happy Rawlings is as a Roadway customer. It is also clear from the insertion of the Rawlings URL at the bottom of the ad—equal in size to the Roadway URL—that Rawlings and Roadway consider themselves partners.FOCUS ON TECHNOLOGYHow can a company use its Web site for cost-effective customer-relationship building? Fuji Film Company maintains an extensive Internet presence for consumers and business customers. Generally, the profit margins in consumer products are too small to allow for expensive outreach beyond basic marketing. Yet Kodak, Fuji's archrival, invites consumers to become members of its Web site. Members receive Kodak information via e-mail and are able to upload their own photo images for inclusion in electronic postcards.Visit the Web sites of Kodak () and Fuji Film (), and examine how each reaches out to consumers. What can Fuji learn from Kodak's membership approach? How can Fuji use its Web site to stay in touch with consumers on a regular basis?Answer: Fuji might want to adapt Kodak's membership approach. This would allow Fuji to learn more about its consumer markets and provide consumers with value-added services that will build and strengthen relationships over the long term. Fuji might also want to use a membership approach to build relationships with the other market segments it serves, including profess ionals and businesses. Fuji can offer contests, weekly or monthly special events, and other inducements to keep consumers coming back to its Web site; this way, Fuji can stay in touch with consumers on a regular basis. Fuji can also periodically e-mail announcements to consumers who become members, another way to stay in touch. Students can use their creativity to develop ways for Fuji to use its Web site to strengthen relationships with individual consumers. MARKETING FOR THE MILLENNIUMLogistix is testing Web Agent software from Aspect Telecommunications that allows an employee and a customer to view the same Web screen simultaneously while they are having a telephone conversation. Web Agent is only one of the products Aspect offers for teleweb applications. Visit Aspect's Web site () and locate its integrated call center solutions. Try an on-line demo of one of the featured products or read the detailed description of Web Agent. How does this Aspect product deliver value to Logistix? What value does it add for the business customer who contacts Logistix through its call center? How can Logistix use this product to build relationships with its business customers? What relationship-building obstacles do you think Logistix might encounter early in the next millennium—and how should the company respond?Answer: The Aspect Web Agent software delivers value to Logistix because the program allows the firm to more conveniently communicate with and service customers who access Internet pages, a process that is more complex without Aspect's specialized software. In turn, this more convenient service and communication adds to customer satisfaction and strengthens customer relationships, ultimately boosting customer retention and slowing customer defect ions for Logistix. It also adds value for business customers who contact Logistix through the call center, because they get immediate assistance with questions or problems without having to log off the Internet, dial up Logistix, and try to put into words exactly what they need.Logistix can use this software to build relationships with business customers by encouraging them to access the company's Web site and simultaneously call the company to discuss any questions or problems they may have with products or information. Over time, business customers are likely to find this system so convenient that they will buy more from Logistix because of the value-added service. One relationship-building obstacle Logistix might encounter early in the next millennium is an evolution in Internet technology that allows every competitor to handle customer calls the way Web Agent does today—but without specialized software. This will erode Logistix's competitive edge in customer service. The company can respond to this obstacle by continuing to explore new communication methods for immediate customer service through multiple channels (Internet, telephone, and others). Students will offer various answers to question of obstacles in the new millennium.。

Part V—MANAGING AND DELIVERING MARKETING PROGRAMSChapter 17—Designing and Managing Value Networks and Marketing ChannelsOverviewValue network and marketing channel decisions are among the most complex and challenging decisions facing the firm. Each channel system creates a different level of sales and costs. Once a particular marketing channel is chosen, the firm usually must adhere to it for a substantial period. The chosen value network or channel will significantly affect and be affected by the other elements in the marketing mix.Middlemen typically are able to perform channel functions more efficiently than the manufacturers. The most important channel functions and flows are information, promotion, negotiation, ordering, financing, risk taking, physical possession, payment and title. These marketing functions are more basic than the particular retail and wholesale institutions that may exist at any time, and when a channel member no longer provides value-added service it can and often is replaced by another channel member or a new means of distribution.Manufacturers face many channel alternatives for reaching a market. They can choose selling direct or using one, two, three or more intermediary channel levels. Channel design calls for determining the service outputs (lot size, waiting time, spatial convenience, and product variety), establishing the channel objectives and constraints, identifying the major channel alternatives (types and number of intermediaries, specifically intensive, exclusive, or selective distribution), and the channel terms and responsibilities. Each channel alternative has to be evaluated according to economic, control, and adaptive criteria.Channel management calls for selecting particular middlemen and motivating them with acost-effective trade relations mix. The aim is to build a “partnership” feeling and joint distribution programming. Individual channel members must be periodically evaluated against their own past sales and other channel members’ sales. Channel modification must be performed periodically because of the continuously changing marketing environment. The company has to evaluate adding or dropping individual middlemen or individual channels and possibly modifying the whole channel system.Marketing channels are characterized by continuous and sometimes dramatic change, especially with the changes brought by the growth of the Internet as a major marketing tool and channel of distribution. For example, the new competition in retailing no longer involves competition between individual firms but rather between retail systems. Three of the most significant trends are the growth of vertical, horizontal, and multichannel marketing systems. All channel systems have a potential for vertical, horizontal, and multichannel conflict stemming from such sources as goal incompatibility, unclear roles and rights, differences in perception, and high dependence. Managing these conflicts can be sought through superordinate goals, exchange of persons, co-optation, joint membership in trade associations, diplomacy, mediation, and arbitration. Marketers should continue to explore and respond to the legal and moral issues involved in channel development decisions.Learning ObjectivesAfter reading the chapter the student should understand:∙The role and function of intermediaries∙The issue of channel levels∙How service outputs determine channel design∙How to evaluate channel alternatives∙What are the major channel management decisions∙Channel dynamicsChapter OutlineI.Introduction—notes the emergence of the value network view of the individualbusinesses. Deals with all the upstream (suppliers) and downstream (customers) variables II.What is a value network and marketing-channel systemA.Value network—a system of partnerships and alliances that a firm creates tosource, augment and deliver its offerings1.Firm decision regarding emphasis upstream versus downstream2.Makes firm more aware of where problems can occur3.Encourages more online development with business partnersB.Marketing channels1.Interdependent organizations2.Making product or service available for use or consumption3.More use today of “hybrid” channels (direct, online, indirect)4.Customers expect more channel integration (buy from any of the hybridchannels and obtain from any of the others)III.What work is performed by marketing channels?1.Smooth the flows of goods and services2.Save manufacturer money, time and specialized effortB.Channel functions and flowsrmation2.Promotion3.Negotiation4.Ordering5.Financing6.Risk taking7.Physical possession8.Payment9.TitleC.Channel levels—zero to three levels, can be longerD.Service sector channels—focus on location and minimizing levelsrmation highway channels (information industry)1.Expansion of bandwidth, internet, extranets, intranetspanies to provide this: content (Disney); consumer devices (Palm,etc.), components (Lucent); conduit (AT&T)IV.Channel-design decisionsA.Analyze customers’ desired service output levels (lot size, waiting time, spatialconvenience, product variety, and service backup)B.Establish objectives and constraints—based on:1.Product characteristics2.Strengths and weaknesses of intermediariespetition’s channels4.Environmental changesC.Identify major channel alternatives1.Types of intermediaries2.Number of intermediariesa)Exclusive distribution—one or a select fewb)Selective distribution—more than a few, less than allc)Intensive distribution—as many outlets as possible3.Terms and responsibilities of channel membersD.Evaluate the major alternatives1.Economic criteria—sales versus costs2.Control and adaptive criteria—degree of intermediary commitmentV.Channel-management decisionsA.Selecting channel members—evaluate experience, number of lines carried,growth and profit record, solvency, cooperativeness, and reputationB.Training channel members—prepare the channel member employees to performmore effectively and efficientlyC.Motivating channel members—coercive, reward, legitimate, expert, or referentpower1.More sophisticated companies try to form partnerships2.Can evolve into long-term distribution programmingD.Evaluating channel members—sales quota attainment, average inventory levels,customer delivery time, treatment of damaged and lost goods, and cooperation inpromotional and training programsE.Modifying channel arrangements—system will require periodic modification tomeet new conditions in the marketplaceVI.Channel dynamicsA.Vertical marketing systems1.Corporate and administered VMS—corporate (under single ownership),administered (one member emerges as dominant in channel)2.Contractual VMS—program integrationa)Wholesaler-sponsored voluntary chainsb)Retailer cooperativesc)Franchise organizationsd)Manufacturer-sponsored retailer franchise (Ford dealers) ormanufacturer-sponsored wholesaler franchise (Coca Colabottlers)3.The new competition in retailing—between systems, not individualsB.Horizontal marketing systems1.Two or more unrelated firms put together resources or programs.2.Each firm lacks the capital, technology, marketing resources or othervariables to take on the venture alone3.Can be permanent or temporaryC.Multichannel marketing systems1.Multichannel marketing—single firm uses two or more marketingchannels to reach one or more customer segments—advantages:increased coverage, lower cost, customized selling2.Planning channel architecture (companies thinking through their channelarchitecture—which are efficient and not, and developing new means)3.Roles of individual firms in a multichannel system: (insiders, strivers,complementers, transients, outside innovators)D. Conflict, cooperation, and competition1.Types of conflict and competitiona)Vertical channel conflictb)Horizontal channel conflictc)Multichannel conflict2.Causes of channel conflicta)Goal incompatibilityb)Unclear roles and rightsc)Differences in perceptiond)“Over” dependence3.Managing channel conflict (responses)a)Adoption of superordinate goalsb)Exchange of people between channel levelsc)Co-optation—winning support at different levelsd)Joint membership in and between trade associationse)Diplomacy, mediation, arbitrationE.Legal and ethical issues in channel relations1.Exclusive dealing2.Exclusive territories3.Tying agreements4.Dealers’ rightsVII.SummaryLecture—Measuring Channel PerformanceThis lecture provides a discussion of distribution/channel strategy in the contemporary marketing setting and the role and value of effective channel strategy in the overall marketing process and strategy. It is useful to update the examples utilized so that students will be able to identify readily with this concept, based on their general knowledge of the companies and products involved in the lecture/discussion.Teaching Objectives∙To stimulate students to think about the critical issues, pro and con, for a firm when it develops or modifies its channel strategy∙Points to consider in proceeding with a modification of the distribution strategy∙Role of various channel and distribution strategies and policies in helping the firm achieve a balanced position vis ávis the customer and the competitionDiscussionBackgroundOne of the more important functions in today’s complicated marketing environment is how to measure the performance of channel members. Whether the analysis involves an independent or vertical marketing environment, the problem is similar. There are means for following and measuring the results of this activity, and this discussion will focus on one such method. Before beginning the formal evaluation of the channel, there are several considerations.∙Degree of manufacturer control over the channel members. If there is a strong contractual relationship there will be a much greater expectation for information onperformance.∙Importance of channel members. If the manufacturer uses many intermediaries, the evaluation will be more comprehensive versus those using fewer intermediaries. Forexample, major appliance dealers receive much more comprehensive analysis frommanufacturers largely due to the number and degree of service and support involved,versus a tire dealer. Major tire dealers in the past tended to be company stores, so thecompanies did less analysis on the independents.∙Nature of the product. Obviously, the more complex the product, the more the evaluation.Because complexity can usually mean more after sale services, the criteria tend to befocused more on issues of target market satisfaction.∙The number of channel members. Intensive distribution normally involves cursory examination, but for selective distribution the analysis tends to be much morecomprehensive.Performance EvaluationPerformance evaluation clearly will be more comprehensive than day-to-day monitoring efforts. Accordingly, there are typically three levels in developing a performance audit vehicle:∙Develop measurement criteria∙Evaluate channel members against the criteria∙Take corrective actions, as neededThe measurement criteria for the channel member should include the following:∙Sales performance: This critical measurement includes both sales to the channel member and member sales to its customers. This may or may not be a reliable measure, depending on the perishability of the product. For example, convenience stores tend to get a greatdeal of information from its franchisees. The key variables here are current versushistorical sales, comparisons to quotas, and cross comparisons to other channel members.The 80/20 rule is important in the last measure.∙Inventory maintained: This major indicator provides information on the degree to which the member maintains stock or meets stocking requirements as specified in anyagreements between the manufacturer and the channel member. It is important tounderstand whether this agreement is formal or informal. Also, although this is an areawhich often is difficult to perform, there are six key questions that can help with themeasurement:1.Total inventory level2.Breakdown by units/types/pricesparisons between the member estimates and purchases of related andcompetitive lines4.Condition of the inventory holding facilities5.Quality of inventory control and record-keeping6.Selling capabilities—it is worthwhile to evaluate the abilities of the channelmember by appraising their salespeople. One way to do this is to cross-check thisinformation with other members of the channel. You should check the number ofsalespeople working with the manufacturer’s line, the technical knowledge andcompetence of the sales people and the level of interest the salespeople have inthe manufacturer’s products.∙Attitudes of the channel member: Usually this is not done until there is a drop in performance. The best way to handle it is to survey the attitudes through face-to-facecontact and also solicit feedback from the member’s clients, salespeople, the competition and related sources.∙Competition faced by the member: This refers to competition from other intermediaries and from other product lines carried by the manufacturer’s direct channel members. Thequestions might include how does the member do against the competition. Then, the issue is of more support required from the manufacturer. To probe this issue further, it wouldbe appropriate to ask for names of the competitors and how they rank them. This willhelp you determine the degree to which the member understands the competitive arena. ∙General growth prospects for the channel member: This measurement provides you with an awareness of how knowledgeable and sophisticated the member is regarding thegeneral and area economies and the potential growth in each of them.∙Other criteria : Includes financial status, character, reputation and quality of services. Applying these performance criteria involves three different approaches:1.First, there is a separate performance evaluation, utilized primarily when there isintensive distribution and a limited sales, inventory and selling capability. The goal hereis easy and fast, but it offers little insight into the operations of the business.2.Second, the multiple criteria are combined informally. The goal here is to combine thecriteria into an overall judgment. There are, however, some pros and cons:a.One advantage of this approach is that it is not only still fairly informal but alsoflexible in use and applicationb.This measure adds in the element of experience, but it can be arbitrary when themember does well in one area but not so well in other areasc.In addition, it is tough to use the same comparisons between channel members,and there is no one quantitative index to show overall performance3.The third measure is the multiple criteria combined informally. The steps here are:plete all criteria operational measuresb.Assign weights in terms of importancec.Evaluate on the basis of a scale of 1 to 10d.Multiply the score times the weight to achieve a product for each factore.Sum the factors to obtain an overall statusThe advantage of the third method is that it provides weights and measures to provide an explicit and overall quantitative index. Although this may be viewed as a bit artificial in some ways, it also is easier to rely on a number to start with and then develop ameliorating qualitative data to make a final conclusion.Marketing and Advertising1. Ford has introduced a certification program to identify dealerships that are among thebest in customer satisfaction. This ad alerts car and truck buyers to look for the bluethumbprint symbol at their local Ford dealerships.a. What type of vertical marketing system does the Blue Oval Certified FordDealership program represent?b. How might the Blue Oval certification program affect Ford’s channel dynamics?c. Over time, how might Ford establish and apply criteria to evaluate its channelmembers?Answera. The Blue Oval Certified Ford Dealership program is a form of manufacturer-sponsored retailer franchise. Each dealer is independent but must meet Ford’sspecifications.b. This certification program might divide Ford’s dealer base into two distinctgroups: those with certification and those without. Consumers might thenperceive that dealers without the certification are not as good as those with thecertification, which could change the sales volume at both dealer groups.Students may offer other reactions, as well.c. Ford could develop a certain set of criteria to evaluate channel membersaccording to sales, customer satisfaction levels, cooperation, and so on. Then itwould evaluate all dealers at least once per year based on these criteria,communicate the results to the dealers, and plan to either upgrade the activities oflow-scoring dealers or drop the low-scorers. Ask students to discuss theimplications of warning and dropping dealers.Online Marketing Today—Peoples BankAs mentioned earlier, Peoples Bank, based in Connecticut, uses its Web site as a key channel for reaching individuals, business customers, and prospects. Not only can customers e-mail the bank with questions, they can click on a link to have a bank representative call them with further information or choose another link if they want to chat online. In addition, prospects can open new accounts online, print out and fax account applications, and even order printed checks with a few keystrokes. Now the company has expanded its financial services offerings by adding insurance products for consumers and businesses.Visit the Peoples Web site (). After looking at the home page, follow the linkto read about Online Services and click for a demonstration of People’s Online. Next, follow the Insurance link and dig deeper by clicking on Auto, Home, and Other Personal Insurance. What role is playing in the distribution of these insurance products? What is the length of the channel the bank uses to distribute its own checking account products? How would you describe the channel positioning of People’s Bank?Answer is not the provider of the insurance products featured on its Web site, merely a distributor in the channel. On the other hand, it is the provider of the checking account products it offers directly to consumers and businesses, which means a zero-level channel. The channel positioning of People’s Bank can be described using words such as convenient and value-added. Ask students to discuss a possible People’s Bank positioning statement based on their perceptions of what the bank is trying to accomplish with its Web site.You’re the Marketer: Sonic PDA Marketing PlanManufacturers need to pay close attention to their value networks and marketing channels. By planning the design, management, evaluation, and modification of their marketing channels, manufacturers can ensure that their products are available when and where customers want to buy.At Sonic, you have been asked to develop a channel strategy for the company’s new personal digital assistant (PDA). Based on the information you previously gathered and the decisions you have already made about the target market, the product, and the pricing, answer the following questions about your marketing channels:∙What forward and backward channel flows should Sonic plan for?∙How many levels would be appropriate for the consumer and business markets you are targeting?∙In determining the number of channel members, should you use exclusive, selective, or intensive distribution? Why?∙What levels of service output do Sonic customers desire? How do these levels affect Sonic’s channel strategy?∙How should Sonic support its channel members?After you have answered the questions, document your recommendations about marketing channels and strategy in a written marketing plan. Alternatively, type them into the Marketing Mix and the Channels sections of the Marketing Plan Pro software.AnswerSonic must plan forward channels to allow consumers and business customers to buy its PDAs from suitable dealers and retailers. It must also plan backward channels to allow for the return flow of defective or broken PDAs and unsold merchandise being returned by dealers. Sonic may have to use two levels (wholesalers and retailers) to reach the consumer and business markets; it may also have to sell directly to business markets that buy in volume, such as large corporations. Sonic should plan for selective distribution, because—as a new company entering an established product category—it may not be able to sign up all the distributors it would like. Also, Sonic will want to use only channel members who are knowledgeable about PDAs, can offer the right levels of service, and who reach the targeted customer segments.In terms of service output levels, consumers would like to buy in lots of one (or two), although business customers may require larger lot sizes. Customers will generally want to avoid delays in receiving their purchased items, and they will want easily accessible locations for buying the PDA (spatial convenience). Service backup, particularly availability of service and credit, will also be important. These are all considerations that Sonic must bear in mind when selecting and evaluating channel members. Finally, students will have various suggestions for ways that Sonic can support its channel members. Some sample ideas: motivating channel members through allowances and sales contests; driving traffic to channel members through advertising. Marketing Spotlight: Disney Licensed ProductsThe Walt Disney Company is routinely recognized as having one of the strongest brands in the world. Much of its success lies in its flourishing television, movie, theme park, and other entertainment ventures. These different vehicles have created a host of well-loved characters and a reputation for quality entertainment. Disney promotes in name and its characters with Disney Consumer Products, a division comprising seven business areas that sell Disney-themed products through a variety of channels.The Disney Store: Bringing the Disney magic to premium shopping centers in the United States and overseasMerchandising licensing: Selectively authoring the use of Disney characters on high- quality merchandisePublishing. Telling the Disney story in books, magazines, comics, and artMusic and audio: Playing favorite Disney songs and stories on tape and compact disc Computer software. Programming Disney “fun” into home computers and computer game systemsEducational production: Casting the characters in award-winning films for schools and libraries Catalog marketing: Offering Disney products via top catalogsDisney licensed products are available at retail locations such as booksellers, music stores, newsstands, and grocery and convenience stores. Disney offers a vast range of items on its online shopping site, , and on many other e-commerce Web sites. Products can also be found at Disney Store locations and at gift shops in Disney theme parks. Numerous catalogs, for both home and education buyers, also sell Disney licensed products. The pervasiveness of the product offerings is staggering—all in all, there are over 3 billion entertainment-based impressions of Mickey Mouse received by children in total every year, equivalent to 10 million impressions a day.Disney started licensing its characters for toys made by Mattel in the 1950s. Disney Licensing is now responsible for more than 3,000 contracts and for 16,000 products with top manufacturers worldwide. Disney licenses its standard characters (i.e., Mickey, Minnie, Donald, Goofy, and Pluto) and filmed entertainment (i.e., theatrical releases such as “Aladdin,”“Lion King,” and “Toy Story,” and TV properties such as “Duck Tales” and “Madeline”). To capitalize on the popularity of these characters, Disney developed a family of brands for Disney licensed products. Each brand was created for a specific age group and distribution channel. Baby Mickey & Co., targeting infants, and Mickey & Co., targeting kids and adults, are sold at department and specialty gift stores. Disney Babies, targeting infants, Mickey’s Stuff for Kids, targeting boys and girls, and Mickey Unlimited, targeting teens and adults, are sold through mass-market channels. Disney combined the names and characters into a specially designed logo. Each could be used in a wide range of product categories, including apparel and accessories, toys, home furnishings, social expressions and novelties, sporting goods, and gifts.One of Disney’s most successful licensed characters is Winnie the Pooh. Pooh products, which existed since Disney’s 1966 animated short “Winnie the Pooh and the Honey Tree,” have recently become a virtual goldmine. Between 1995 and 1998, the total licensing market for Winnie the Pooh grew from $390 million to $3.3 billion. By 2000, Pooh products generated an estimated $6 billion in sales for Disney. By comparison, Disney’s other core characters—Mickey, Minnie, Goofy, Donald Duck, and Pluto—grew only 20 percent over the same period.In 2000, retail sales for Disney licensed products totaled $13 billion, which amounted to 70 percent of revenue for Disney Consumer Products. Andrew P. Mooney, president of Disney Consumer Products, thinks this figure can eventually reach $75 billion, or 1 percent of the global retail market. A first step toward this goal was to partner with AmeriKid Foods to develop co-branded packaged goods products based on core Disney properties, rather than short-term promotions based around current movie releases. This partnership was designed to change the fact that as of 2001, Disney had no larger than a 3 percent share in any of the food and beverage categories in which it had licensed products. The addition of the AmeriKid Foods partnership gave Disney more products in the grocery and convenience channel.Sources: Bruce Orwall. “Disney’s Magic Transformation?” Wall Street Journal, October 4, 2000, p. B1; Stephanie Thompson. “The Mouse in the Food Aisle.”Advertising Age, September 10, 2001, p. 71.Questions1.Are there any downside associations with the AmeriKids program? Is product licensingan unlimited situation? Can it be overdone?2.Consider other products where the co-branding concept has a similar potential.3.What marketing strategy changes should Disney consider andor make if it intends toreach the $75 billion level, given the fact that others are now moving into the arena? Isthere evidence that Disney is reaching some branding and distribution limits? Suggested Responses1.Any brand that is well developed and controlled has to be careful that it does notoverextend the brand franchise to the point that takes on a generic aura. To do so,especially in an era of fast paced competition and competitors, can be dangerous. Product licensing may be carried on indefinitely if the appeal is either universal or classic, and the image it presents keeps up with the times (Betty Crocker, Brawny, etc.). It can beoverdone, however, if it spreads the name and image into products and/or services thatseem to have no relationship.2.There are many possible good answers here, but the best answers likely would emphasizeproducts that present the highest potential in terms of carryover to and with children who can associate the value of one product with the other.3.One meaningful strategy would be to seek out areas of activity that reinforce the currentsuccesses and bring in new demographic and psychographic targets. In addition,developing the international market, using the same proven strategies, adapted locally,would be useful.Since 1996, Disney failed to match its stellar growth of the 1980s and early 1990s.During 2000 and 2001 advertising revenues in its TV operations, in particular its national network ABC, were hit, theme park attendance fell off, the line-up of movie releases was passable (though none did especially well) and Disney stores and retail sales weremediocre at best.Disney closed more than 100 of the 400-odd Disney stores, applied shorter hours to the theme parks, laid-off 4,000 employees and conducted cost cutting in movie production. A near full-on retreat from the Internet also is underway. Finally, it has been clear to many in the media and elsewhere that with Disney’s almost monopoly position (brand image, not absolute economics), the goal is to dominate every market they have and charge the maximum price (according to Larry Gerbrandt, chief content officer at Kagan World Media, a media research and consulting firm, Associated Press, March 10, 2002).Analytical Tools for Marketing Management: New Product PlanningP roblemsCreate a three-year payout plan based on the following information:1.The number of cases sold in the market for year one is estimated at 8,000,000. Estimatesindicate that the market will grow at a rate of 10 percent per year.2.The average share estimated for year one is 10 percent, for year two it is estimated at 12percent, and for year three, 20 percent.。