~个人珍藏~市场营销原理课件 管理学经典教材(英文版)菲

• Assess each SBU:
The BCG growthshare matrix classifies SBUs into one of four categories using the:
Market
growth rate SBU’s relative market share within the market.
2- 7
Strategic Planning
• Business portfolio: “the collection of businesses and products that make up the company.” • Designing the business portfolio is a key element of the strategic planning process.
2- 10
Strategic Planning
Portfolio Design
• Step 1: Analyze the current business portfolio • Step 2: Shape the future business portfolio
• Determine the future role of each SBU and choose the appropriate resource allocation strategy:
2- 9
Strategic Planning
BCG Growth-Share Matrix
High Market Growth
Low Market Growth
Stars
Question Marks Dogs
Cash Cows

• Product Line Pricing
Setting price steps between product line items.
Price points
• Optional-Product备选产品 Pricing
Pricing optional or accessory products sold with the main product
Trade-in allowances以旧换 新折让
Promotional allowances
12 - 8
Price Adjustment Strategies
Strategies
• Discount / allowance • Segmented • Psychological • Promotional • Geographical • International
• Promotional • Geographical • International
• Types of discounts
Cash discount Quantity discount Functional (trade) discount Seasonal discount
• Allowances
12 - 12
Price Adjustment Strategies
Promotional Pricing Problems
• Easily copied by competitors
• Creates dealprone“优惠倾向” consumers
• May erode侵蚀 brand’s value
Strategies
• Discount / allowance • Segmented • Psychological • Promotional • Geographical • International

6-1
Case Study
Harley-Davidson
• Harley “Hogs” account for 1/5 of U.S. cycle sales
• Sales have exceeded supply for years
• 1986-2000: Four stock splits, increase of 7,100%
▪ Activities, interests, and opinions
▪ Lifestyle segmentation
• Personality and selfconcept
▪ Brand personality
6 - 11
Characteristics Affecting Consumer Behavior
Few Differences
Dissonancereducing buying
behavior
Habitual buying behavior
6 - 15
The Buyer Decision Process
• Five Stages:
▪ Need recognition ▪ Information search ▪ Evaluation of alternatives ▪ Purchase decision ▪ Postpurchase behavior
• Cultural • Social • Personal • Psychological
• Motivation
▪ Needs provide motives for consumer behavior
▪ Motivation research ▪ Maslow’s hierarchy of needs

• Demand quickly outstripped supply
• The new VW beetle enjoyed crossgenerational appeal
• Earned many awards
• Beetle now accounts for over 25% of company sales
The Macroenvironment
• Key Technological Trends
§The technological environment is characterized by rapid change.
§New technologies create new opportunities and markets but make old technologies obsolete.
• Born between 1965 and 1976
• First latchkey children
• Maintain a cautious economic outlook
• Share new cultural concerns
• Represent $125 billion in annual purchasing power
• Challenging target for marketers
The Macroenvironment
• Key Demographic Trends
§Changing American household §Geographic population shifts §Better-educated, more white-collar
• The Natural Environment

• Exchange, transactions and relationships • Markets
1-7
Marketing Management
• Marketing management is “the art and science of choosing target markets and building profitable relationships with them.”
• With marketing partners
• With the world
• Growing “share of customer”
Cross-selling and upselling are helpful.
• Direct sales to buyers are growing.
1 - 18
“is the overall process of building and maintaining profitable customer relationships by delivering superior customer value and satisfaction.”
1 - 11
CRM
1 - 14
CRM
Key Concepts
• Attracting, retaining and growing customers • Building customer relationships and customer equity
• Customer relationship levels and tools
Target market typically dictates type of relationship

Economic conditions Competitive situation Laws / regulations Distribution system Consumer perceptions Cost considerations
12 - 15
Price Changes
Initiating Price Cuts is Desirable When a Firm:
Promotional pricing can have adverse effects
12 - 12

Price Adjustment Strategies
Promotional Pricing Problems
Easily copied by competitors Creates dealdealprone“优惠倾向” prone“优惠倾向” consumers May erode侵蚀 erode侵蚀 brand’s value Not a legitimate substitute for effective strategic planning Frequent use leads to industry price wars which benefit few firms
Types of segmented pricing strategies:
CustomerCustomer-segment ProductProduct-form pricing Location pricing Time pricing
Also called revenue or yield management Certain conditions must exist for segmented pricing to be effective

The BCG growthgrowthshare matrix classifies SBUs into one of four categories using the:
Market growth rate SBU’s relative market share within the market.
• Competitor analysis guides competitive marketing strategy development. • Strategy leads to tactics by way of the marketing mix:
The “Four Ps” – product, price, place, promotion (seller viewpoint) The “Four Cs” – customer solution, cost, convenience, and communication (customer viewpoint)
Company and Marketing Strategy: Partnering to Build Customer Relationships
Chapter 2
Objectives
• Understand company-wide strategic companyplanning and its four steps. • Learn how to design business portfolios and develop strategies for growth and downsizing. • Understand marketing’s role in strategic planning and how marketers partner with others.

17 - 3
Definition
Salesperson
An individual acting for a company by performing one or more of the following activities: prospecting, communicating, servicing, and information gathering.
17 - 8
Managing the Sales Force
Sales Force Strategy and Structure
Sales Force Size
Many companies use the workload approach to set sales force size
Other Issues
Straight salary Straight commission Salary plus bonus Salary plus commission
17 - 14
Managing the Sales Force
Compensating Salespeople
Compensation plans should direct the sales force toward activities that are consistent with overall marketing objectives.
Annual call plans and time-and-duty analysis can time-andhelp provide direction Sales force automation systems assist in creating more efficient sales force operations The Internet is the fastest-growing sales fastesttechnology tool

Number of marketing intermediaries
Intensive, selective, and exclusive distribution
Responsibilities of channel members
13 - 14
Channel Design Decisions
Step 4: Evaluating Major Alternatives
13 - 2
Case Study
Caterpillar
Dominates world’s Caterpillar stresses markets for heavy dealer profitability, construction and extraordinary dealer mining equipment. support, personal relationships, dealer Independent dealers performance and full, are key to success honest, and frequent Dealer network is communications linked via computers
Economic criteria Control issues Adaptive criteria
13 - 15
Channel Design Decisions
Designing International Distribution Channels
Global marketers usually adapt their channel strategies to structures that exist within foreign countries Key challenges:

recognized AFLAC campaign to enhance
• Old ads: “warm and fuzzy” similar to
brand awareness
• Incredibly successful: name recognition is
other insurance ads now 91%; sales
advertising strategy • Evaluating advertising
campaigns
• Advertising objectives can be classified by primary purpose:
▪ Inform
❖ Introducing new products
• Learn how companies use public relations to communicate with their publics.
16 - 2
Case Study
AFLAC
• A few years ago, • 1999: AFLAC
only 13% of U.S.
developed the “duck”
Key Decisions
• Setting objectives • Setting the budget • Developing the
▪ Persuade
❖ Becomes more important as competition increases
❖ Comparative advertising
▪ Remind
❖ Most important for mature products
16 - 6