广告策划教学大纲中山大学吴柏林教授广告策划实务与案例

David G. Myers 心理学_7e 第六章知觉选择性注意知觉大约2400年以前，柏拉图就明智地指出，我们的大脑是通过感官来知觉物体的。

为了在头脑中构筑外部世界的景象，我们首先必须觉察环境中的物理能量，然后将其编码成神经信号（传统上，人们把这一过程称作感觉）。

不仅如此，我们还必须对感觉进行选择、组织和解释（这就是传统意义上的知觉）。

因此，我们不仅要感觉原始的光与声、味道与气味，还要对其进行知觉。

我们听到的可能不是仅仅由音高和节律所构成的声音，而是儿童的哭泣声；或者不是车辆的隆隆声，而是交响乐的高潮部分。

总之，我们能够将感觉转换成知觉，解释外界刺激对我们所具有的意义。

选择性注意预览：不论何时，我们的意识就像闪光灯的光柱一样，只能集中于我们的体验的有限方面。

我们的知觉无时不在，一种知觉消失，紧接着就会出现另一种知觉。

图 6．1就可以引起多种知觉。

图中的圆圈可以被组织到若干个连贯的图像中，它们在每一个图像中都合情合理，而由不同图像所形成的知觉却在不断变换。

对尼克尔（Neeker）立方体现象也许还存在其他的解释，但无论如何，在某一时刻你可能只关注其中之一。

这说明了一个重要的原则，即我们的有意识注意具有选择性。

选择性注意（selective attention）指的是，在任何时候，我们所意识到的只占我们所经历全部事情的一小部分。

有人曾经估计，我们的5种感觉每秒共可以接收11 000 000比特信息，而我们在意识状态下仅能加工40比特（Wilson，2002）。

不过，我们仍然能够利用直觉对剩余的10 999 960比特的信息进行充分利用。

在读到此处时，你可能并没有意识到鞋子对脚底的挤压或者鼻子正处于自己的视线之中。

现在一旦你突然将自己的注意焦点转移到这些事情上，你就会觉得自己的脚被包裹着，鼻子顽固地耸立在你和书本之间。

当你注意这几句话的时候，你可能已经将视野边缘的信息排除在意识之外了。

但你可以改变这一切，你可以在注视下面的字母X时，同时注意一下书周围的东西（书本的边缘、书桌上的东西等）。

第00章广告策划教学大纲中山大学吴柏林教授《广告策划：实务与案例第1章广告筹划概论1．1 对广告概念与功用的重新审视1．1．1 广告的概念1．广告的定义2．广告活动的构成要素1．1．2 广告的功用1．效劳市场营销——广告的商业功用2．传达企业文明——广告的文明功用1．2 广告筹划概述1．2．1 广告筹划的概念1．2．2 广告筹划的基本内容1．市场调查研讨2．消费心思剖析3．广告定位研讨4．广告目的与预算5．广告创意表现6．广告媒介布置7．广告效果测定1．2．3 本教材内容概述1．广告调查研讨〔第2章〕2．广告定位战略〔第3章〕3．广告目的与预算〔第4章〕4．广告战略规划〔第5章〕5．广告创意战略〔第6章〕6．广告文案写作〔第7章〕7．广告媒体筹划〔第8章〕8．广告效果评价〔第9章〕1．3 整合营销传达——广告筹划新境界1．3．1 整合营销传达及其开展1．3．2 整合营销传达的特性1．3．3 整合营销传达的开展层次1．认知的整合2．笼统的整合3．功用的整合4．协调的整合5．基于消费者的整合6．基于风险共担者的整合7．关系管理的整合1．3．4 整合营销传达的方法简介1．同一外观法：2．主题线方法3．供应面的筹划方法4．特设会议的方法5．基于消费者的方法第2章广告调查研讨2．1 调查研讨：广告筹划的基础2．1．1 为什么要做广告调查研讨？2．1．2 营销研讨与广告研讨2．1．3 广告筹划调查研讨的范围1．潜在顾客、市场、产品以及竞争性调查研讨2．广告战略开展调查研讨3．广告执行调查研讨4．媒体、媒体用途及广告刊播配置调查研讨5．广告筹划效果的测定与研讨2．1．4 广告调查的详细内容1．影响市场需求要素和市场政策法规调查2．市场供求关系与市场容量调查3．市场竞争性调查4．广告产品调查5．广告活动调查2．2 信息来源及调查研讨的类型2．2．1 信息来源1．公司的纪录或公司的营销情报2．公司以前的调查研讨3．资料供应机构所提供的市场信息及消费者信息4．同业及协会的研讨5．普查或注销的资料6．图书馆与大专院校7．其他信息来源2．2．2 次级调查研讨2．2．3 基本调查研讨1．探求或质的调查研讨〔1〕密集资料搜集〔2〕投射技术2．量的或描画的调查研讨〔1〕观察法〔2〕调查法3．实验调查研讨4．为资料搜集抽样〔1〕样本是什么人？〔2〕选择样本〔3〕样本的大小〔4〕能够遇到的效果2．3 问卷设计2．3．1 调查询卷的功用2．3．2 调查询卷的设计进程2．3．3 设计效果1．效果设计中的5个〝应该〞〔1〕效果应该针对单一论题〔2〕效果应该冗长〔3〕效果应该以异样的方式解释给一切应对者〔4〕效果应该运用应对者的中心词汇〔5〕假定能够，效果应该运用复杂句2．效果设计中的11个〝不应该〞〔1〕效果不应该假定不清楚存在的规范〔2〕效果不应该逾越应对者的才干和阅历〔3〕效果不应该用特例来代表普遍状况〔4〕当应对者只能够记得事情的大致状况时，你不应该讯问过小的细节〔5〕效果不应该要求应对者经过推断来猜想〔6〕不应该过多讯问有关的效果〔7〕效果中不应该运用夸张的词语〔8〕效果中不应该运用词义有分歧的词语〔9〕不应该将两个效果并为一个〔10〕不应该引导受访者回答某一特定答案〔11〕效果不应该具有〝暗示性〞短语3．效果设计中的详细方法〔1〕二项选择法〔2〕多项选择法〔3〕自在回答法〔4〕漏斗法〔5〕比拟法〔6〕顺位法2．4 调查实施2．4．1 市场调查方法1．市场普查法2．抽样调查法3．典型调查法4．随意调查法5．访谈法6．观察实验调查法2．4．2 广告战略调查研讨2．4．3 以广告调查研讨开展广告战略1．焦点小组2．知觉或品牌认知图3．用途研讨4．动机研讨5．利益区划2．4．4 调查研讨的评价1．评价调查研讨的判别规范2．调查研讨的局限2．5 调研报告的撰写2．5．1 预备任务2．5．2 综合报告1．调研概略2．样本结构3．基本结果4．对不同层次调查对象的剖析5．主要发现2．5．3 专题报告、研讨性报告和说明性报告1．专题报告2．研讨性报告3．说明性报告2．5．4 市场调查报告写作的文体结构1．序文2．摘要3．注释4．附件第3章广告定位战略3．1 市场细分与广告定位3．1．1 市场细分1．什么是市场细分2．市场细分的原那么3．市场细分的顺序4．市场细分的依据3．1．2 选择目的市场3．1．3 依据市场细分停止广告定位3．1．4 定位能够出现的四种错误3．2 广告定位战略3．2．1 迎合消费心思3．2．2 突出竞争优势3．2．3 塑造品牌笼统1．品牌的含义2．品牌笼统定位3．品牌战略从取名末尾4．品牌定位的几个效果3．3 广告定位战术3．3．1 产品定位3．3．2 市场定位3．3．3 企业定位3．3．4 质量定位3．3．5 价钱定位3．3．6 观念定位1．逆向定位2．是非定位3．3．7 笼统定位1．商标定位2．外型定位3．颜色定位3．3．8 功用定位3．3．9 效劳定位3．3．10 心思定位第4章广告目的与预算4．1 广告目的4．1．1 目的的意义1．沟通2．方案与决策3．测量与结果评价4．1．2 确定广告筹划的目的1．营销目的还是传达目的？2．销售导向目的3．传达导向目的4．2 DAGMAR法4．2．1 详细的、可测量的传达义务4．2．2 目的受众4．2．3 基准和变化水平4．2．4 特定的时间期限4．2．5 对DAGMAR法的评价4．3 广告预算4．3．1 广告预算的边沿剖析4．3．2 销售反响模型1．倒U形销售曲线2．S形销售曲线4．3．3 预算制定中的其他要素4．3．4 制定预算的方法1．尽力而为法2．恣意分配法3．销售额百分比法4．盈利百分比法5．目的达成法6．支出方案法7．计量模型法8．广告收益递增法9．销售收益递减法4．3．5 预算分配1．依照广告机能分配2．依照广告媒体分配3．依照广告地域分配4．依照广告时间分配5．依照广告商品分配第5章广告战略规划5．1 广告方案编制顺序5．1．1 广告筹划的顺序1．广告预测顺序2．广告决策顺序〔1〕提出效果、剖析效果，找出效果关键点〔2〕确立决策目的〔3〕拟定举动方案〔4〕方案评审、优化与选择〔5〕贯彻实施、反应调理3．广告方案顺序〔1〕广告方案的顺序性〔2〕广告方案的作用〔3〕广告方案的种类〔4〕制定广告方案的原那么4．广告实施顺序〔1〕成立专案方案小组〔2〕展开市场研讨〔3〕确定广告目的〔4〕确定广告的层次〔5〕广告定位研讨〔6〕确定广告战略与战略〔7〕确定广告预算〔8〕确定广告媒体方式〔9〕确定广告日程〔10〕停止广告评价5．广告评价顺序5．1．2 广告主题筹划1．广告主题的三个要素2．确定广告主题的题材〔1〕安康〔2〕食欲〔3〕平安〔4〕美感〔5〕时兴〔6〕爱情〔7〕荣誉〔8〕母爱〔9〕位置〔10〕社交〔11〕快乐〔12〕效能〔13〕方便〔14〕保证〔15〕经济5．1．3 广告战略方案书1．广告战略方案书的方式〔1〕封面〔2〕目录〔3〕前言〔4〕注释〔5〕附录〔6〕封底2．广告战略方案书的内容〔1〕市场剖析〔2〕广告战略〔3〕广告实施方案〔4〕广告活动的效果评价和监控3．广告战略方案书撰写实例：〝辰荻组合系列化装品企划书〞5．2 公关广告筹划5．2．1 公关广告概述5．2．2 公关广告的目的1．提高企业的知名度和佳誉度，树立良好社会笼统2．协调企业与群众的关系3．完成企业的未来开展战略5．2．3 公关广告的筹划1．明白企业定位，准确地表现企业质量和笼统2．以群众和消费者为中心3．确定公关广通知求重点，力图以心战取胜4．确定公关广告久远目的，不能急于求成5．确定广告媒体方式，掌握恰当的宣传机遇5．2．4 公关广告的实施1．设计制造广公关广告，选择恰当传达媒体2．召开旧事发布会，撰写旧事稿件3．应用人际传达及其他非媒体传达方式4．应用应用文明体育赛事传达企业笼统5．2．5 公关广告的评价5．3 促销广告筹划5．3．1 促销活动的作用1．提供商品信息2．突出商品特点3．添加需求4．动摇销售5．3．2 会展促销1．展销会的类型〔1〕按场地分〔2〕按商品分〔3〕按销售状况分〔4〕按展出方式分〔5〕按展销地域分2．展销会的组织〔1〕展销会的组织结构〔2〕展销会的组织顺序3．展销会的设计〔1〕突出主题，显示特征〔2〕规划合理，新颖美观〔3〕明亮洁净，温馨方便5．3．3 包装广告1．包装广告的特点〔1〕直接展现商品的质量〔2〕剧烈诱导的作用〔3〕耐久的广告效果〔4〕多样的工艺技术〔5〕免除广告本钱预算的费事〔6〕有利于商品身价的提高2．包装广告的设计原那么〔1〕平安原那么〔2〕适用原那么〔3〕美观原那么〔4〕经济原那么3．包装广告的设计〔1〕包装广告的平面设计〔2〕包装广告的平面设计5．3．4 馈赠广告1．馈赠广告的目的与作用2．馈赠广告的种类〔1〕附于内包装内的赠品〔2〕购置固定数额赠送〔3〕广告赠券〔4〕礼品赠送嘉宾3．馈赠广告的设计原那么〔1〕简朴、适用、浪费〔2〕精巧、别致、美观〔3〕突出馈赠的意义5．3．5 示范广告1．示范广告的实施条件与作用〔1〕商品质量必需优秀共同〔2〕必需抓准机遇〔3〕应该是较为复杂的商品2．示范广告的类型〔1〕现场验证〔2〕实践操作〔3〕试用5．3．6 其他促销广告1．收费样品促销2．抑价促销3．摸彩促销4．猜谜竞赛与有奖问答促销第6章广告创意战略6．1 广告创意概论6．1．1 广告创意的外延6．1．2 广告创意的特点1．立足商品属性2．迎合消费心思3．运用笼统战略4．借助丰厚想象6．1．3 广告创意的原那么1．准确性原那么2．新颖性原那么3．繁复性原那么4．特征性原那么6．1．4 广告创意的前提6．2 广告创意的基本范围6．2．1 广告创意的笼统1．强化产品定位2．构思广告内容3．布置广告方式4．塑造企业全体笼统6．2．2 广告创意的意象6．2．3广告创意的意境6．2．4 广告创意的意念1．提醒动机2．克制困难3．反映意念的基本品格6．2．5 广告创意的联想1．接近联想2．相似联想3．对比联想4．因果联想6．3 广告创意进程6．3．1 搜集原始资料6．3．2 用心审查资料6．3．3 深思熟虑6．3．4 实践发生创意6．3．5 实践运用6．4 广告创意方法6．4．1 李奥·贝纳的固有抚慰法6．4．2 罗瑟·瑞夫斯的共同销售建议〔UPS〕6．4．3 大卫·奥格威的品牌笼统法6．4．4 威廉·伯恩巴克的实施重心法6．4．5 艾尔·里斯和杰克·特劳特的定位6．4．6 查德·伍甘的信息形式法第7章广告文案写作7．1 广告文案的写作进程7．1．1 立意1．广告文案的写作目的2．广告文案的主题3．广告文案的内容4．广告文案的表现方法5．广告文案的表现作风7．1．2 构思1．如何写好广告的标题？2．广告注释的结构如何布置？3．构思文案的方法〔1〕顺向思索与逆向思索〔2〕剖析法与综合法〔3〕巧布疑阵法〔4〕自在发扬法〔5〕联想思想法7．1．3 修正1．自我检核〔1〕在文案的内容也就是广告信息传达方面〔2〕在文案的结构方面〔3〕在文案的篇幅方面〔4〕在文案与媒介特性的配合方面〔5〕在言语文字方面〔6〕在文案的作风方面〔7〕在文案写作的技巧方面2．找出缺点，修正它！3．请其他人员协助修正7．1．4 完稿7．2 广告文案的结构与写作7．2．1 标题1．直接标题2．直接标题3．复合标题7．2．2 注释7．2．3 广告语1．广告语的写作类型2．广告语的创作要求7．2．4 随文7．3 广告文案的体式7．3．1 公告体7．3．2 说明体7．3．3 议论体7．3．4 抒情体7．3．5 诗歌与散文7．3．6 故事体7．3．7 戏剧体7．3．8 曲艺体第8章广告媒体筹划8．1 广告媒体概述8．1．1 广告媒体的分类1．按表现方式分类2．按功用分类3．按影响范围分类4．按接受类型分类5．按时间分类6．按可统计水平分类7．按传达内容分类8．依照与广告主的关系分类8．1．2 报纸与杂志1．报纸传达信息的优势和弱点〔1〕报纸的优势〔2〕报纸的弱点2．杂志传达信息的优势和弱点〔1〕杂志的优势〔2〕杂志的弱点8．1．3 广播与电视1．广播在传达信息中的优势和弱点〔1〕广播的优势：〔2〕广播的弱点：2．电视在传达信息中的优势和弱点〔1〕电视的优势〔2〕电视传达的弱点8．1．4 国际互联网8．1．5 其他广告媒体1．户外广告2．POP—销售现场广告3．DM—直接邮寄广告4．包装广告5．展览、电影及礼品广告〔1〕展览广告〔2〕电影广告〔3〕礼品广告8．2 广告媒体的选择顺序8．2．1 调查研讨1．媒体的量2．媒体的质8．2．2 广告媒体的评价目的目的一：威望性目的二：掩盖面目的三：触及率目的四：毛感点目的五：重复率目的六：延续性目的七：针对性目的八：效益8．2．3 确立媒体目的1．明白传达对象2．明白传达时间3．明白传达区域4．明白传达方法〔1〕广告推出的次数〔2〕广告推出的方法8．2．4 选择媒体方案方案一：单一媒体方案方案二：多媒体组合方案方案三：综合性媒体方案8．2．5 媒体方案评价1．效益剖析2．危害性剖析3．实施条件剖析8．2．6 组织实施8．3 广告媒体的选择战略8．3．1 影响媒体选择的要素1．基于营销与广告的要素〔1〕产品特性〔2〕目的市场〔3〕经销系统〔4〕竞争对手〔5〕广告文本〔6〕广告预算2．基于媒体自身的要素〔1〕媒体的本钱〔2〕媒体的效益要素〔3〕媒体的可行性〔4〕媒体的寿命〔5〕媒体的灵敏性〔6〕媒体同其他营销环节的协调性8．3．2 广告媒体选择的原那么1．目的原那么2．顺应性原那么3．优化原那么4．同一原那么5．效益原那么8．3．3 广告媒体选择的方法与步骤1．媒体选择的方法〔1〕按目的市场选择的方法〔2〕按产品特性选择的方法〔3〕按产品消费者层选择的方法〔4〕按记忆规律选择的方法〔5〕按广告预算选择的方法〔6〕按广告效果选择的方法〔7〕按提高知名度目的选择的方法2．媒体选择的步骤步骤一：确定媒体级别步骤二：确定详细媒体步骤三：确定媒体组合原那么步骤四：停止媒体实验8．3．4 选择最正确媒体组合1．报纸与广播媒体搭配2．报纸与杂志媒体搭配3．报纸与电视媒体搭配4．报纸或电视与销售现场媒体搭配5．报纸或电视与邮政媒体搭配6．电视与广播媒体搭配7．邮政广告与销售现场广告或海报搭配8．3．5 广揭发布时间明细表第9章广告效果评价9．1 广告效果的特性9．1．1直接9．1．2 迟效9．1．3 累积9．1．4 耗散9．1．5 复合9．2 广告效果的评价目的9．2．1 销售额1．广告效果比率法2．广告效益法3．广告费比率法9．2．2 抵达率9．2．3 留意率1．电视、广播等电子媒介中的认知率公式2．报纸、杂志等印刷媒介中的留意率公式9．2．4 记忆水平9．2．5 购置唤起9．2．6 AEI —广告效果指数9．3 评价实施与剖析9．3．1 事前同步及预先评价1．广告效果的事前评价2．广告效果的同步评价3．广告效果的预先评价9．3．2 评价方法1．抽样调查法2．问卷法3．访问法4．观察法5．比拟法9．3．3 对广告效果的剖析1．对广告经济效果剖析2．对广告社会意思效果的剖析3．关注广告投资圈套。

Part I Understanding Marketing ManagementChapter 1 – Defining Marketing for the Twenty-First CenturyI. Chapter Overview/Objectives/OutlineA. OverviewMarketing is the organizational function charged with defining customer targets and the best way to satisfy needs and wants competitively and profitably. Since consumers and business buyers face an abundance of suppliers seeking to satisfy their every need, companies and nonprofit organizations cannot survive today by simply doing a good job. They must do an excellent job if they are to remain in the increasingly competitive global marketplace. Many studies have demonstrated that the key to profitable performance is to know and satisfy target customers with competitively superior offers. This process takes place today in an increasingly global, technical, and competitive environment.Marketing management is the conscious effort to achieve desired exchange outcomes with target markets. The marketer’s basic skill lies in influencing the level, timing, and composi tion of demand for a product, service, organization, place, person, idea, or some form of information.There are several alternative philosophies that can guide organizations in their efforts to carry out their marketing goal(s). The production concept holds that consumers will favor products that are affordable and available, and therefore management’s major task is to improve production and distribution efficiency and bring down prices. The product concept holds that consumers favor quality products that are reasonably priced, and therefore little promotional effort is required. The selling concept holds that consumers will not buy enough of the company’s products unless they are stimulated through a substantial selling and promotion effort.The marketing concept moves toward a more enlightened view of the role of marketing. The marketing concept holds that the main task of the company is to determine the needs, wants, and preferences of a target group of customers and to deliver the desired satisfactions. The four principles of the marketing concept are: target market, customer needs, integrated marketing, and profitability. The marketing concept places primary focus on the needs and wants of customers who comprise the target market for a particular product.Rather than coax customers into purchasing a product they may not find satisfying, the emphasis is on determining the types of markets to be satisfied, and creating the product that achieves this satisfaction objective. Choosing target markets and identifying customer needs is no small task; a marketer must dig beyond a customer’s stated needs. Once this is accomplished, a marketer can offer for sale the products that will lead to the highest satisfaction. This encourages customer retention and profit, which is best achieved when all areas/departments of a company become “customer-focused.”Beyond the marketing concept, the societal marketing concept holds that the main task of the company is to generate customer satisfaction and long-run consumer and societal well being as the key to satisfying organizational goals and responsibilities.Interest in marketing continues to intensify as more organizations in the business sector, the nonprofit sector, and the global sector recognize how marketing contributes to improved performance in the marketplace. The result is that marketers are reevaluating various marketing concepts and tools that focus on relationships, databases, communications and channels of distribution, as well as marketing outside and inside the organization.B. Learning Objectives∙Know why marketing is important to contemporary organizations.∙Understand the core concepts of marketing.∙Know the basic tasks performed by marketing organizations and managers.∙Understand the differences between the various orientations to the marketplace.∙Know the components of the marketing concept and why they are critical to successful marketing practice.∙Know why marketing is critical to different types of organizations and in different environments.C. Chapter OutlineIntroductionI.The New EconomyA.Focus on the digital revolution (Internet and related) and the impact onbusinesses and consumers in terms of capabilities.1.For Consumers - Multiple new capabilities related to increases in buyingpower, variety of goods and services available, information, interactivity,and product comparability.2.For Companies - Enhanced marketing reach, direct connectivity,information on all of the stakeholders and competitors, communications(internal and external), customized services and products, enhancedlogistics, and enhanced training.B.The Information Age Versus the Industrial Age1.Management has to recognize the potential quickly2.Marketing - “Meeting needs profitably”II.Marketing TasksA.Radical Marketing - Breaking the Existing Marketing Rules1.Firms are moving closer to the customer versus expensive research andmass marketing.2.Stages in marketing practice - entrepreneurial, formulated, andintrepreneurial.3.Focus on formulated marketing versus creative marketing.B.Scope of Marketing - Involves a Broadened View of Marketing1.Products - Anything offered for sale or exchange that satisfies aneed or want.2.Products can be goods, services, and ideas.3.Includes people, places, activities, organizations, and information.C.The Decisions That Marketers Make1.Focus on demand states and marketing tasks, along with the questionsthat marketers ask to remain aware and focused.2.Consumer markets and business markets each requires new tools andcapabilities to better understand and respond to the customer.3.Global Markets, Nonprofit markets, and governmental marketsbecoming more sophisticated in recognizing and dealing with marketingchallenges and decisions.III.Marketing Concepts and ToolsA.Defining Marketing1. A social and managerial process by which individuals and groups obtainwhat they need and want through creating, offering, and exchangingproducts of value with others.B.Core Marketing Concepts1.Target Markets and Segmentationa)Every product or service contains features that a marketer musttranslate into benefits for a target market.b)The consumer perceives these benefits to be available in aproduct and directly impacts the perceived ability to meet theconsumer need(s) or want(s).2.Marketplace, Marketspace, and Metamarketa)Marketplace - physicalb)Marketspace - digitalc)Metamarket - cluster of complementary goods and servicesacross diverse set of industries. Includes metamediaries.3.Marketers and Prospectsa) A marketer is someone actively seeking one or more prospectsfor an exchange of values.b) A prospect is willing and able to engage in the exchange.4.Needs, Wants, and Demandsa)To need is to be in a state of felt deprivation of some basicsatisfaction.b)Wants are desires for specific satisfiers of needs.c)Demands are wants for specific products backed by an abilityand willingness to buy them.5.Product or offeringa)Value proposition - Benefits companies offer to satisfycustomer needs.b)Brand - An offering from a known source. Brand image isthe associations that are connected to the brand.6.Value and Satisfactiona)Customer value triad - Combination of quality, service, and price(QSP).b)Value is the consumer’s estimate of the product’s overallcapacity to satisfy his or her needs.c)Marketers respond by changes in the triad.7.Exchange and Transactionsa)Five conditions must be satisfied.b)An exchange means obtaining a desired product by offeringsomething desirable in return.c) A transaction is the trade of values (involves several dimensions).8.Relationships and Networksa)Relationship marketing seeks long-term, “win-win” transactionsbetween marketers and key parties (suppliers, customers,distributors).b)The ultimate outcome of relationship marketing is a uniquecompany asset called a marketing network of mutually profitablebusiness relationships.9.Marketing Channelsa)Reaching the target market is critical.b)Achieved via two-way communication channels (media-newspapers through the Internet), and physical channels (productand service).c)The marketer also must decide on the distribution channel, tradechannels, and selling channels (to effect transactions).10.Supply chaina)Refers to the long channel process that reaches from the rawmaterials and components to the final product/buyers.b)Perceived as a value delivery system.petitiona)Includes actual and potential rival offerings and substitutes.b) A broad view of competition assists the marketer to recognizethe levels of competition based on substitutability: brand,industry, form, and generic.12.Marketing Environmenta)The task environment includes: immediate actors in theproduction, distribution, and promotional environmentsb)The broad environments include: demographic, economic,natural, technological, political-legal, and social-cultural.13.Marketing Programa)Marketing mix - The set of marketing tools the firm uses topursue marketing objectives in the target market.b)Involves recognition and use of the four Ps (product, price, place,and, promotion) and the four Cs (customer solution, customercost, convenience, and communication) in the short run and thelong run.pany Orientations Toward the MarketplaceA.The Production Concept - Assumes consumers will favor those products that arewidely available and low in cost.B.The Product Concept - Assumes consumers will favor those products that offerthe best combination of quality, performance, or innovative features.C.The Selling Concept - Assumes organizations must undertake aggressive sellingand promotion efforts to enact exchanges with otherwise passive consumers.D.The Marketing Concept - Assumesthe key to achieving organizational goals consists of being more effective than competitors in integrating marketing activities toward determining and satisfying the needs and wants of target markets.1.Target Market - No company can operate in every market and satisfyevery need.2.Customer Needs - It is not enough to just find the market.a)Marketers must also understand their customer’s needs andwants. Not a simple task.b)Key marketer actions: Responsive marketing, anticipativemarketing, and creative marketingE.Integrated Marketing - When all a firm’s departments must work together toserve customer interests(a company-wide activity).1.Involves external and internal marketing.2.Profitability - The ultimate purpose of marketing is to help organizationsachieve their objectives.3.Hurdles to Adopting a Marketing Orientationa)Organized Resistance - Some departments see marketing as athreat to their power in the organizationb)Slow Learning - Despite efforts by management, learning comesslowly.c)Fast Forgetting - There is a strong tendency to forget marketingprinciples.4.The Customer Concept - Moving beyond the marketing concept—especially for firms with considerable customer informationF.The Societal Marketing Concept1.The organization’s task is to determine the needs, wants, andinterests of target markets.2.Also to deliver the desired satisfactions more effectively andefficiently than competitors.3.And in a way that preserves or enhances the consumer’s and thesociety’s well-being.a)Cause-related marketing - Firms with an image act to enhancetheir reputation, etc., via causes.V.How Business and Marketing are ChangingA.Major new forces changing the way marketing process1.Customers expect more and better2.Rising brand competition3.Store-based retailers sufferingB.Trends of Company Responses and Adjustments1.Reengineering key processes versus functional depts.2.Outsourcing everything3.e-commerce trend4.Benchmarking based on world-class performers5.Alliances, supplier-partnerships, market-centered, global/local anddecentralized.C.Marketer Responses and Adjustments1.Focus on relationship marketing (versus transactional marketing)2.Creation of customer lifetime value orientation3.Focus on customer share marketing versus only market share4.Target marketing (versus mass marketing)5.Individualization of marketing messages and offerings6.Customer databases for data-mining7.Integrated marketing communications for consistent images8.Consideration of channel members as partners9.Recognition of every employee as a marketer10.Model and fact-based decision making versus intuition aloneVI.SummaryII. LecturesA. “Marketing Enters the 21st Century”The focus in this discussion is on the increasingly important role of the marketing processin the ever-changing domestic and global business environment.Teaching Objectives∙To explain the concepts related to understanding the role and potential of marketing in the larger business environment.∙To provide students a new and possibly different perspective on the role of marketing in business and society.∙To indicate areas where the marketing process and concept will be useful to the student in assessing business developments.DiscussionI NTRODUCTIONMany observers argue that all new or important directions in management thought and practice are marketing oriented. Marketing is no longer something done when a company has extra revenue to invest. It must be implemented for a business to survive.The marketing concept has changed dramatically over the last several decades, and recently the focus increasingly has moved to customers (versus products and selling), marketing globally, and the various technology issues that impact the market. In addition, there is renewed emphasis in marketing on creating and innovating with new and better products and services rather than just competing against other firms and following the marketing patterns established by competitors.The marketing concept is a matter of increased marketing activity, but it also implies better marketing programs and implementation efforts. In addition, the internal market in every company (marketing your company and products to and with the employees of the company) has become as challenging as the external marketplace due to diversity and many other social/cultural issues.C HANGES IN C ONSUMER B EHAVIORThere have been many major marketing shifts during the last few decades that have shaped marketing in the 21st century. There is a view among professional marketers that there is no longer the substantial product loyalty that existed over the last few decades. Product and brand loyalty, many argue, has been replaced by something more akin to a consumer decision that is based on the absence of a better product or service. In addition, there are major changes in the way customers look at market offerings. During the 1980s customers were optimistic, and in the early 1990s they were pessimistic. Later in the 1990s, consumers appeared rather optimistic, but still cautious at times. The following chart demonstrates some of the major shifts that have occurred to the present:1980s 1990s PresentConspicuous consumer Frugal consumer, becomingmore well-off Suspicious but generally well-off consumerImage driven Value and quality driven Highly eclecticTrusting Skeptical and cynical A “prove it” attitudeBrand loyal Does not exhibit loyalty Believes that there is alwayssomething betterEmotional buyer Informed buyer Highly informed and specialized Dreamers Escapists Focused on personal needs Overindulgent Health, wellness-conscious Health, wellness and someoverindulgence, withoutexpectation of costs orconsequencesOverworked Burnt-out, stressed out andplacing tremendous value onconvenience and time Reliant on technology and telecommunications to save time in making purchase decisionsIndustrious Baby Boomer Responsible Baby Boomer Unconvinced Generation Xer Increasingly it is clear that while the 4 Ps (product, price, promotion, and place) have value for the consumer, the marketing strategies of the 21st century will use the four “4 Cs” as added critical marketing variables:1.Care: It has replaced service in importance. Marketers must really care about theway they treat customers, meaning that customers are really everything.2.Choice: Marketers need to reassess the diversity and breadth of their offeringsinto a manageable good-better-best selection.munity: Even national marketers must be affiliated, attached toneighborhoods wherever they operate stores.4.Challenge: The task of dealing with the ongoing reality of demographic change.E ND OF THE M ASS M ARKETDuring the late 1990s, we witnessed the death of the concept of mass market. Regardless, some marketers continue to argue that database marketing will never replace mass marketing for most products. The view is that communicating with users by e-mail, Web site, mail, telephone, or fax will never become cost-efficient enough to justify the return. However, the success of the Internet provides considerable evidence that one-to-one marketing is and will be appropriate for many packaged goods and other high- and low-involvement products that in the past sold almost exclusively with brand advertising.Through the 1970s, only high-end retailers and personal-service firms could afford to practice one-to-one marketing. For the most part, they did it the old-fashioned way with personal selling and index-card files. In the 1980s, as the mainframe computer became more practical, airlines got into the act with a proliferation of frequent flyer programs. Frequency marketing programs such as these relied on monthly statement mailings and large, batch-processed databases of customer records.During the 1990s, bookstore chains, supermarkets, warehouse clubs, and even restaurants began to track individual purchase transactions to build their “share of the customer.”Many of these programs now run on PC platforms or workstation environments much more powerful than the most capable mainframes of the 1970s. It is possible today to track 5 or 6 million customers for the same real cost as tracking a single customer in 1950. With Internet-based databases and remote access, this capability literally has exploded in the last few years. The situation will become even more interesting as one-to-one marketing becomes even increasingly pervasive. With an increasingly powerful array of much more efficient, individually interactive vehicles, the options are virtually unlimited, including on-site interactivity, Web site connections, fax-response, e-mail, and interactive television.Most households today either have direct Internet access, or with TV sets that also provide real-time interactivity through the Internet. We are closing rapidly on the time where individuals will interact with their television and/or computer simply by speaking to it. Via various Web sites, computers work for us to enable us to remember transactions and preferences and find just the right entertainment, information, products, and services. Likewise, online capabilities enable providers to anticipate what a consumer might want today or in the future. Unfortunately, the system has been slower to protect consumers from commercial intrusions that they may not find relevant or interesting.The increasing level of market definition and refinement (and resulting opportunities for marketers) is possible through the massive social, economic, and technological changes of the past three decades. There is no longer a U.S. mass market because lifestyles have changed so dramatically. Some of the important demographic shifts have been:∙Increasing diversity of the population. The United States has always been an immigrant nation. However, large numbers of immigrants from Latin Americaand Asia have increased the proportion of minorities in the country to one inthree, up from one in five in 1980. This diversity is even more noticeable in theyounger market.∙Changing family and living patterns. There has been a substantial rise in the divorce rate, cohabitation, non-marital births, and increased female participationin the labor force. In addition, married couples with one earner make up only 15percent of all households. Dual-earner households have become much morecommon—the additional income is often necessary for the family to pay theirbills. Thus, the stereotypical family of the 1950s has been replaced by two olderand harried, working parents with much less time available.∙Emergence of a new children’s market. Minorities are over-represented in the younger age brackets due to the higher fertility and the younger populationstructure of many recent immigrants. The result is that one in three children inthe United States is black, Hispanic, or Asian. In addition, nearly all of today’schildren grow up in a world of divorce and working mothers. Many are doingthe family shopping and have tremendous influence over household purchases.In addition, they may simply know more than their elders about productsinvolving new technology such as computers.∙Income and education increases are two other important demographic factors impacting the marketing management arena. Generally, incomeincreases with age, as people are promoted and reach their peak earning years, and the level of education generally has increased over the last fewdecades. Family units today often have higher incomes because they may havetwo earners. Accordingly, there is an increased need for products and servicesbecause they likely have children and are homeowners.In sum, the need for market analysis and marketing decision-making, and managers to perform those tasks has never been greater. But, as the course will demonstrate, the complexities of, and analytical tools required for, these activities have never been greater. Be prepared for a challenging experience.B. “The Changing Image of Marketing”Focus: the changing perceptions of marketing in the contemporary business environment.Teaching Objectives∙To explain the concepts related to understanding the role and potential of marketing in the larger business environment.∙To provide students a new and possibly different perspective on the role of marketing in business and society.∙To indicate areas where the marketing process and concept will be useful to the student in assessing business developments.DiscussionI NTRODUCTIONWhat image comes to mind when you hear the word “marketing”? So me people think of advertisements or brochures, while others think of public relations (for instance, arranging for clients to appear on TV talk shows). The truth is, all of these—and many more things—make up the field of marketing. The Knowledge Exchange Business Encyclopedia defines marketing as “planning and executing the strategy involved in moving a good or service from producer to consumer.”With this definition in mind, it’s apparent that marketing and many other business activities are related in some ways. In simplified terms, marketers and others help move goods and services through the creation and production process; at that point, marketers help move the goods and services to consumers. But the connection goes even further: Marketing can have a significant impact on all areas of the business and vice versa.M ARKETING B ASICSIn introductory marketing you learned some basics—first the four P’s, and then the six P’s: ∙Product—What are you selling? (It might be a product or a service.)∙Price—What is your pricing strategy?∙Place or distribution—How are you distributing your product to get it into the marketplace?∙Promotion—How are you telling consumers in your target group about your product?∙Positioning—What place do you want your product to hold in theconsumer’s mind?∙Personal relationships—How are you building relationships with your target consumers?The sum of the above is called the marketing mix. It is important to have as varied a mix as possible in marketing efforts, since each piece plays a vital role and boosts the overall impact. Let’s take a closer look at the basic P’s of marketing and particularly at how they might affect what you do in business.▪ProductMarketers identify a consumer need and then provide the product or service to fill that need. The marketer’s job is to pinpoint and understand existing needs, expand upon them, and identify new ones. For example, because there are more singles and small families these days than in years past, marketers might see a need for products to be sold in smaller quantities and offered in smaller packages.How can this impact other professionals in the business/marketing process? Let’s say your company has developed a new product that generates enormous consumer demand. Your marketing department may ask you to find a way to speed up the workflow in order to crank out more products faster. A year after the product is introduced, however, the market might be flooded with cheap imitations. Since one marketing strategy is to keep products price-competitive, a marketer may then ask you to find a way to make the product less expensively. This relationship works both ways. There may be production and industrial engineers who may see a way to change the work process that would create additional options for consumers. Those engineers will also be instrumental in design and development of products for which human factors and ergonomics are important considerations. Maybe there’s room to add another product line. For instance, that product X is still blue but new product Y is red. You can suggest this to your marketing department; it, in turn, would do research to gauge potential consumer demand for the new line.▪PriceIdeally, a marketer wants to be proactive in setting price rather than simply react to the marketplace. To that end, the marketer researches the market and competition and plots possible price points, looking for gaps that indicate opportunities. When introducing a new product, the marketer needs to be sure that the price is competitive with that of similar products or, if the price is higher, that the consumers perceive they’re getting more value for their money.Various other technical professionals can have an important impact on marketers’ pricing decisions. Again, you may be asked to determine if productivity can be enhanced so that the product can be manufactured and then sold—for a lower price.▪Place or distributionWhat good is a product if you can’t get it to people who want to purchase it? When marketers tackle this issue, they try to figure out what the optimum distribution channels would be. Forexample, should the company sell the product to distributors who then wholesale it to retailers or should the company have its own direct sales force?Marketers also look at where the product is placed geographically. Is it sold regionally, nationally, and internationally? Will the product be sold only in high-end stores or strictly to discounters? The answers to all of these questions also help shape how a product can be distributed in the best way.Such distribution questions are potentially of great significance to many professionals, including industrial and other types of engineers in a company. For instance, whether a product will be marketed regionally or internationally can have enormous implications for package design as well as obvious areas of the supply chain: logistics, transportation, distribution, and warehousing.▪PromotionPromotion encompasses the various ways marketers get the word out about a product—most notably through sales promotions, advertising, and public relations.Sales promotions are special offers designed to entice people to purchase a product. These can include coupons, rebate offers, two-for-one deals, free samples, and contests.Advertising encompasses paid messages that are intended to get people to notice a product. This can include magazine ads, billboards, TV and radio commercials, Web site ads, and so forth. Perhaps the most important factor in advertising success is repetition. We’re all bombarded with an enormous number of media messages every day, so the first few times a prospective customer sees an ad, it usually barely makes a dent. Seeing the ad over and over is what burns the message into people’s minds. That’s why it’s good to run ads as frequently as possible.Public relations refers to any non-paid communication designed to plant a positive image of a company or product in consumers’ minds. One way to accomplish this is by getting the company or product name in the news. This is know n as media relations, and it’s an important aspect of public relations.As with price, changes in demand created by promotions can have a direct impact on the work of many other professionals.▪PositioningBy employing market research techniques and competitive analysis, the marketer identifies how the product should be positioned in the consumer’s mind. As a luxury, high-end item? A bargain item that clearly provides value? A fun product? Is there a strong brand name that supports how the image is fixed in the consumer’s mind? Once the marketer answers these kinds of questions, he or she develops, through a host of vehicles, the right image to establish the desired position.This, too, can affect the work you do. If an upscale image is wanted, the materials used in the product and packaging are likely to be different from those used in a bargain product—a fact that could make the workflow significantly more complex. On the other hand, with your engineering knowledge, you may be able to suggest alternative materials that would preserve the desired image but be easier or less expensive to use.。

Chapter 8 – Dealing with the CompetitionI. Chapter Overview/Objectives/OutlineA. OverviewIn the marketplace, many companies develop effective products, channels, pricing, and advertising. However, many of these companies lose in the marketplace. There may be many reasons, but a critical variable may be an inability to understand the competitive environment and to gather and utilize data on that environment.To prepare an effective marketing strategy, a company must consider its competitors as well as its actual and potential customers. This is especially necessary in slow growth markets because firms generally gain sales by wining them away from competitors.A company‘s closest competitors seek to satisfy the same customers and needs and make similar product and service offers. A company should also pay attention to its latent competitors that may offer new and/or different ways to satisfy the same needs. The company should identify its competitors by using both an industry and market-based analysis.A company should gather information on competitor strategies, objectives, strengths, weak-nesses, and reaction patterns. The company should study and understand competitor strategies in order to identify its closest competitors and take appropriate action. The company should know the competitor‘s objectives in order to anticipate further moves and reactions. Knowledge of the competitor‘s strengths and weaknesses permits the company to refine its own strategy to take advantage of competitor weaknesses while avoiding engagements where the competitor is strong. Understanding typical competitor reaction patterns helps the company choose and time its moves.The firm should collect, interpret, and disseminate competitive intelligence continuously. Company marketing executives should be able to obtain full and reliable information about any competitor that could have bearing on a decision. As important as a competitive orientation is in today‘s markets, companies should not overdo their focus on competitors. Changing consumer needs and latent competitors are more likely to hurt a firm than the existing competitors. Companies that maintain a good balance of consumer and competitor considerations are practicing effective market orientation.B. Teaching Objectives∙Know the difference between the industry and market concepts of competition.∙Understand how to identify competitor strategies.∙Understand how to determine competitor objectives.∙Understand how to estimate competitor reaction patterns.∙Know how to design competitive intelligence systems.∙Know how to select competitors to attack or avoid.Understand what it means to balance a customer and competitor orientation.C. Chapter OutlineI.Introductionpetitive Markets and CompetitorsA.Market Attractiveness - Porter‘s Five Forces determine the attractiveness of themarket1.Three of the Porter forces emanate from threats related to competitors:intense segment rivalry, new entrants and substitute products.2.The other two forces respond to threats connected to the firm‘s moreimmediate market environment: Buyer bargaining power and supplierbargaining power.III.Identifying Competitors -Four levels: brand, industry, form, and genericA.Industry Concept of Competition - Changing with the Internet1.Number of Sellers and Degree of Differentiation (monopoly, oligopoly,monopolistic competition, and pure competition)2.Entry, Mobility, and Exit Barriersa)Ease of entry into market and various (existing and new)segmentsb)Exit and Shrinkage Barriers - Ease of exit and reduction in size.3.Cost Structure - Reducing largest costs and most cost efficient plant(s)4.Degree of Vertical Integrationa)Backward and forwardb)Integration from source through retail (degree of)c)Outsourcing to specialists to lower costs5.Degree of GlobalizationB.Market Concept of Competition1.Many companies make the same product2.Many companies pay attention to other companies that satisfy the samecustomer need.petitor AnalysisA.Strategies: Strategic groups – differs, depending on various key variables in anindustry.B.Objectives: What drives the competitors – constant monitoring.C.Strengths and Weaknesses – competitive positions in the market:1.Dominant, strong, favorable, tenable, weak, nonviable.2.The basis for evaluation of strengths and weaknesses:a)Share of marketb)Share of mindc)Share of heartd)Result: Those that make steady gains in mind and heart shareinevitably make gains in market share and profitability.D.Reaction Patterns1.Depends on competitive equilibrium2.Single factor critical and multiple competitive factorspetitive Intelligence SystemA.Designing the Competitive Intelligence System1.Four Main Steps:a)Setting up the systemb)Collecting the datac)Evaluating and analyzing the datad)Disseminating information and respondingB.Selecting competitors to attack and to avoid - major steps in customer valueanalysis are:1.Customer Value Analysis - Evaluating major attributes that customersvalue.a)Assess quantitative importance of the different attributes.b)Assess company and competitor performance on the differentcustomer values against their rated importance.c)Examine how customers in a specific segment rate thecompany‘s performance against a specific major competitor onan attribute-by-attribute basis.d)Monitor customer values over time.2.Classes of Competitors - following customer value analysis:a)Strong versus weakb)Close versus distantc)Good versus badd)Customer value analysis helps a marketer perceivecompany/product value to a customer relative to competitorproduct value(s).VI.Designing Competitive StrategiesA.Market-Leader Strategies1.Expanding the total market, with new users, new uses, and more usage.2.Defending market share, with position, flank, preemptive,counteroffensive, mobile, and contraction defensive strategies.3.Expanding market share (note Procter & Gamble and Caterpillar casestudies) - Line-extension, brand-extension, multibrand, etc., strategies.B.Market-Challenger Strategies1.Defining the strategic objective snd the opponents2.Choosing a general attack strategy (frontal, flank, encirclement, bypass,guerrilla)a)Marketing Skills: Guerrilla Marketing - Creative Thinking(maximum customer attention with minimal investment)3.Choosing a specific attack strategy (Price-discount, lower-price goods,prestige goods, product proliferation, product innovation, improvedservices, distribution innovation, manufacturing cost reduction, andintensive advertising promotion)C.Market-Follower Strategies1.Levitt: product imitation might be as profitable as product innovation2.Broad strategies: counterfeiter, cloner, imitator, adapterD.Market-Nicher Strategies1.The key is specialization2.They must constantly create new niches, expand and protect.3.High margin versus high volumeE.Balancing Customer and Competitor Orientations1. A firm should not become consumed by a competitor-centered strategy.2. A customer-centered company relies on customer developments andresearch and can better identify new opportunities and long runmarketing strategies.VII.SummaryII. LecturesA. “Competitive Intelligence”This discussion focuses on the uses of various sources of information for marketing. It is useful to update the examples so that students will be able to identify readily with this concept based on their general knowledge of the techniques, companies, and products involved in the lecture/discussion. There are many different approaches to competitor research. Marketers should consider the process and implications.Teaching Objectives∙To stimulate students to think about the need for and value of competitive analysis.∙To present points to consider in proceeding with development of a competitive analysis program.∙Recognize some of the better sources of information for various marketing questions.DiscussionI NTRODUCTIONIn the marketplace, many companies do a first class job of developing a great product, great channels, great pricing, and great advertising. You might say—Wow! That is great. However, many of these companies not only lose in the marketplace, but they lose big.The reasons may be management, financial, etc., but when we get right down to it the answer may be much more interesting. The critical variable may be the competitive intelligence that the firm failed to get at the right time, with the right detail. In this discussion, we will look at some of the issues and questions behind choosing the right sources as well as approaches that might be useful in preparing the competitive intelligence program that will do the job.First, the Kotler text gives some excellent examples of how to scan the competitive environment. As part of this framework, it also is useful to determine where to get the information, that the analyst is able to determine where and how to use the questions asked, and that the data developed is based on the marketing and strategic plans, not just collected in a random manner. This requires knowledge of a number of variables and then bringing it all together to be utilized in the firm‘s marketing positioning effort. Remember, to achieve an effective competitive analysis it is essential to place the process in perspective.C OMPETITIVE A NALYSISThe logical starting point for the strategy analysis is to understand effectively the competitive structure and attractiveness of the industry. It is important to recognize that some industries are and will be more profitable than others. It is important also to know the real strengths of the industry, and the firms within the industry, not only in overall terms but also in specific detail. Many times appearances can be deceiving. Consider, for example, companies that project a great public relations image but in reality are quite the opposite. (Enron could serve well as an example).A logical overview of this process comes from Porter‘s five basic forces of competition:∙Threat of new entrants∙Rivalry among existing competitors∙Bargaining power of suppliers∙Bargaining power of buyers∙Threat of substitutesWhat determines the strength of each of these five forces in the industry? The process is shaped by a number of underlying structural determinants. It is important to remember that any of the forces that undermine the structure of an industry likely will cause profitability to decline. A good example is the dot-coms that raced to steal markets from the existing well-organized physical retailers but had little to offer except investor hype. Their inability to show quality and superior results led to investor disenchantment and the loss of confidence that they could produce a profit against the existing competition. This, in turn, led to massive dot-com failures, consolidation in the industry, and finally the successful entrance of many major retailers with name, cash, and ability to stay the course.To begin this process, the firm should develop a complete evaluation of the competitive framework and the specific competition. This would include a detailed compilation of the competitors, both real and potential, along with their products, marketing capability,service, production strength, financial strength, and management. Next, you must detail where each firm, including your own, fits into the industry in terms of products, marketing capability, service, production strength, financial strength, and management. At this point, you should be able to develop a thorough analysis of the following, for the past, present, and future:∙Degree of industry concentration∙Changes in type and mix of products∙Market ―segments‖ in the firm and industry (and changes)∙Companies that have left and/or entered the industry (and why)∙Industry market share changes (and why – technology, substitution, etc.)∙Company market shares and share changes∙New technology substitution∙Each firm‘s vulnerability to new technologyIn addition to these specific competitive characteristics, the firm should focus on the various financial, economic, technological, and socio-political factors in the industry environment. This information is available through a variety of sources, including: ∙Company Web sites and literature∙Industry trade show observation and contactsOnline databases, including Lexis-Nexis, EBSCO, First Source, PROMPT, Trade & Industry, and Investext, along with various other online sources, such as the TV networks, Hoover, investment houses (Schwab, Merrill Lynch, etc.), The Wall Street Journal (WSJ), BusinessWeek (BW), etc.It is import ant to understand each firm‘s position within the industry. Companies in large or small industries have varying levels of profitability, and it is important to understand what it takes to be a superior performer in industry. Information that may assist in this process might include some or all of the following:∙How the industry might change, in the short to long term.∙How the competing firms within an industry differ in the way in which the competitive forces influence each of the competitors.∙Identify the companies that have the power to shape the industry. These companies could either make the industry or cause the demise.∙New product development potential within the industry and which firms have the ability to make it happen.This analysis should first provide a detailed and technical description of the products and services offered, including product mix, depth, and breadth of product line.This should lead to a clear understanding and listing of market position by product, citing product strengths and weaknesses individually and in the overall product line.Among the sources for this information are company Web sites, company product literature, WSJ, BW, and online databases including DIALOG, LEXIS-NEXIS, and Hoover.Another important area is R&D expenditures (industry and by company), analysis of each company‘s research and development expenditures and capabilities, along with a run down on technical personnel and expertise. Sources for this information include EBSCO, LEXIS-NEXIS, DIALOG, Hoover, PROMPT, Trade & Industry, and Investext.Next, it is important to understand clearly who holds which patents (current and pending), the product standards and specifications, including a quality and technical analysis. Some of the better sources for this could include: Claims, World Patent Index, Derwent, and IFI/Plenum Claims. Company Web sites and trade show industry contacts also can provide valuable clues in this part of the effort.The last piece of information needed in this section of the competitive intelligence analysis includes a new product introductions analysis (past, present, and expected). Some good sources for this information include press releases (company/industry Web sites), Predicast New Product Announcements, and sales force contacts. In addition, EBSCO, LEXIS-NEXIS, DIALOG, and various investor sources can provide valuable insight.M ARKETSOften, firms have a good overall understanding of the markets they are in or wish to compete in, but they tend to operate with the same attitude and perspectives that have existed in the company and industry for many years. To truly understand the market, the potential new competitor should have a solid grasp of the factors that make and drive the market for the product or service. For example, the firm should have a detailed compendium of the following, by firm within the industry:∙Market segmentation∙Customer base (markets targeted, regional sales analysis, penetration, importance to each firm)∙Profiles of markets and customers (including product mix and sales data by product line)∙Market growth and potential for future growth∙Market share by product line∙Market and geographic areas targeted for expansion∙Marketing tactics and strategies (4 Ps, especially price and promotion)∙Distribution network/channels of distribution∙Advertising/marketing/sales efforts including budgets and advertising / marketing firms usedAmong the sources that could be used on this activity are: PTS MARS, magazine ads, Prompt, Investext, Trade & Industry, SEC reports, Newspapers, Newswires, BW, Fortune, WSJ, company Web sites, etc.I NTERNATIONAL/G LOBALDepending on the expected competition and market activity, it is essential that the competitive intelligence effort include a foreign trade analysis. Without access to some expensive databases that provide specific product sales and market share information, it would be best to look at and evaluate recent order information, government contracts, and individual sales forces overseas (performance, experience, compensation, etc.). For U.S. firms, StatUSA provides an excellent data source, along with PIERS Exports & Imports, Commerce Business Daily, Newspapers (especially WSJ, NYT, BW), LEXIS-NEXIS, and DIALOG.S TRATEGY/D ECISION M AKINGIdentification of marketing and corporate strategies probably is one of the more important requirements of any competitive analysis. For this, most firms need experienced professional input, along with extensive use of the Internet, DIALOG, and other similar tools noted above. Below, we have established for each firm in the industry several important the intelligence needs, followed by selected sourcing:∙Apparent strategic (long-range) plans, including details of acquisition and divestiture strategy, etc. (SEC filings)∙New products on the horizon—with indications of a new direction for the company. (PROMPT, press releases, newspapers)∙Apparent strategic objectives: corporate/divisional/subsidiary company priorities; business unit/segment goals; basic business philosophy/targets.(Suppliers, employees, wholesalers)∙Analysis of company‘s decision-making process. Overall company image and reputation. Company‘s ability to change. How will the companylook/perform in the future? Anti-takeover measures instituted; the firm‘skey success factors? The key objective: Why has the firm been successful,overall? (Shareholder lawsuits pending, LEXIS-NEXIS)∙Corporate attitudes toward risk. (legal databases, employees, suppliers)∙Statements of plans to enter new markets, improve market position, and/or increase market share. (Trade journals, top executive speeches, PROMPT,marketing analysts).Following this exercise, the analysis should provide a clear understanding of the operation of the industry, and the competing firm should be able to utilize this information to provide an overall planning framework, strategy plan, and marketing plan to take advantage of current and future market opportunities.B. “Does Preemptive Marketing Work?”The focus here is on Porter‘s framework for preemptive strategy in a marketing settin g, and the role and value of this concept in the overall marketing process and strategy for the company. Many 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.The discussion begins by considering why a leader firm would consider preemptive strategy as a means of maintaining or increasing the firm‘s market position. This leads into a discussion of the implications for the introduction of a preemptive strategy for other firms in the industry in the medium and long-term.Teaching Objectives∙Stimulate students to think about the critical issues, pro and con, for a firm when it moves toward adoption of a preemptive strategy approach.∙To consider how to proceed with a preemptive strategy.∙To discuss the role of preemptive strategies in helping the firm achieve a position in the industry.DiscussionI NTRODUCTIONPreemptive marketing involves many different possibilities for the leader to assume a defensive or offensive position in the market and with competitors. The primary elements for a firm to consider in a preemptive action are that delay and/or position are critical and that nothing is forever. The firm must recognize that eventually it will be essential to conduct some type of preemptive action if it is to maintain control or partial control of the niche or share position.There are many reasons for a leader to adopt a preemptive strategy approach, but often it is a consequence of product maturity. The leader firm recognizes that another firm(s) has developed a superior capability in product or service. While it is possible for a challenger or other strategic planning firm to develop a preemptive position, the reasons tend to be more to disrupt the course of the industry in order to gain advantage against an entrenched leader. While this can be a very beneficial move, it has a tendency to convey a message to other firms in the industry that the firm could be posing a serious threat to all others in the industry. Firms that have done this, such as People Express, often find they are able to ride the crest of the wave of success only so far and so long, unable to sustain against the retaliatory moves of the industry in general. The primary preemptive objective of the leader or challenger is to maintain or occupy more of the critical or prime positions in the industry. This could include positioning their company or product in the mind of the consumers or distributors, preemptive control of the physical locations for retail facilities, preemptive control of critical raw materials, and/or preemptive control of other resources critical to success in the industry.IDENTIFYING PREEMPTIVE OPPORTUNITIESThere are many ways to succeed to achieve a preemptive advantage, but identification of a weak link in the commitment from one or more firms in the industry is a good starting point. Among the various positions that Porter demonstrates is the attempt to secure access to rawmaterials or components. This ploy has worked primarily in those industries where raw or primary industries are critical to operations or success.In like manner, programs to preempt production equipment have worked effectively. This situation works best where the production equipment involves proprietary processes or patents. Efforts to dominate supply logistics, such as brokers, transportation, or similar settings, have made an impact. (Note to the Instructor: There are many current examples of these and other preemptive approaches. Current examples, or examples the students may know, will enhance the discussion).Moving to the various functional area activities, in products and/or services, a number of other preemptive methods are utilized. For example, introducing new product lines and expanding production aggressively, such as IBM and many other firms have done, a competitor attempting to follow the lead of the leader can find it a very expensive and likely losing proposition.In the area of production systems, there have been in recent years some very good examples of firms able to develop proprietary production methods, expand capacity aggressively, and secure scarce and critical production skills. In addition, in the production systems area, firms that achieve some level of vertical integration with key suppliers can create a considerable barrier for competitors without the same economies of scale.In the 1980s, IBM, among others, applied the principle that if a firm provides the dominant product design in the industry it will be able to constantly keep the competitors as followers. Constantly expanding the scope of the product is another variation on this theme. A classic example of this approach is Merrill Lynch with the Cash Management Account of the late 1970s, and many others more recently.―Positioning‖ the product more effectively also can be an effective preemptive strategy. This can be an effective and relatively inexpensive strategy, given that there are many different types of positioning in the marketplace, including positioning in the mind of the consumer, distributors, suppliers, and others. (Note to the Instructor: There are and will be many current examples where firms have successfully achieved both challenger and leader positions with various positioning and re-positioning efforts).Other examples of preemption relate to situations where a firm is able to secure accelerated government agency approval because of strong technical capabilities and/or market recognition. This situation obviously occurs most often in medical and pharmaceutical products or other related areas where there are health and safety concerns.Keeping the competitors off balance by constantly adding to the market segments in the marketplace is another useful preemptive action. Coke achieved this effectively with New Coke. Even though the company had to return to the earlier formula and publicly back down from the decision, they were able to further fragment the market and take more share from the smaller competitors with fewer resources.Lastly, it is useful to consider the role of the preemptive in working with distributors. It is appropriate for the leader firm engaging in preemptive marketing to capture key accounts, occupy prime locations, develop preferential access/key distributors, control supply systems and distribution logistics, and insure access to superior service systems. In addition, one of the most important areas for great potential is to engage in educational and promotional activitiesthat are designed to develop the skills of the distributors. This could include a number of activities designed to enhance the capabilities for the distributors to better serve their customers. Note to the Instructor: In all of these examples there are many firms both winning and losing with this strategy. Clearly among the best examples are firms winning, but there are many situations where those losing can provide an interesting story.III. Background Article(s):Issue: Marketing in the High Tech EnvironmentA. Source:―Oracle vs. IBM,‖ BusinessWeek, May 28, 2001, p. 65.Ask Oracle Corp. CEO Lawrence J. Ellison what keeps him up at night, and the answer might surprise you. It‘s not his longtime nemesis, Microsoft Corp. It‘s not up-and-comer Siebel Systems Inc. It‘s IBM, the awakening tech giant that is vying for the No. 1 spot in the corporate-software world. ―He has stopped with that ‗Microsoft is the devil‘ stuff,‖ says Steve Mills, IBM‘s software head. ―He has moved on to us.‖With Good ReasonWhoever wins in this face-off will grab the lion‘s share of the $50 billion corporate-software market for years. For every Oracle product, IBM has a counterpunch: Databases, applications, and e-business foundation software. At the same time, the companies‘ philosophies are strikingly different. Oracle‘s strategy is to off er customers a complete and tightly integrated package of software—everything a company needs to manage its financials, manufacturing, sales force, logistics, e-commerce, and suppliers. In contrast, IBM top management backed a ―best-of-breed‖ approach in w hich it stitched together a quilt of business software from various companies, including itself.The outcome of this battle had huge implications for the software industry. If IBM‘s partnering strategy carries the day, it means there will be plenty of breathing room for major application makers such as SAP, Siebel, and PeopleSoft, and for countless upstarts that are bringing Internet programs to market. If Oracle gains the upper hand, it will be pushing its own applications, leaving less room for other players.To get ahead, IBM is targeted what it sees as Oracle‘s chief vulnerability: The Silicon Valley company competes in the applications market with the same software makers it relies on to help sell its databases. IBM has an advantage because it doesn‘t s ell applications of its own. So, by setting itself up as a neutral party, IBM is able to gain those companies as allies. That boosts its database sales, since application companies often recommend to customers which database they think should be used with their software. IBM‘s consultants then sew the software together.Analysts are split on whether the Oracle or IBM strategy will succeed long-term. They expect both companies to remain among the strongest players in the market. But competitive juices are flowing. Ellison has only disdain for the idea of corporations buying major software components from different suppliers and then hooking them together. ―You would never buy a car that way,‖ he says.。

江西省团校学报2000年第2期学术探讨经济广告伦理思想浅析邓少海罗蔚经济广告,是指除政治、文化广告,社会公益广告等广告之外的商业性广告,特指企业为推销其产品而进行的并要支付一定报酬的宣传推介活动。

它作为商品经济和社会发展的产物,是社会进步的一种标志。

随着信息时代的到来,经济广告日益成为人们生活中不可或缺的一部分,并以其纷繁复杂的面貌感性地存在着。

本文力求对这些感性的经济广告作更深层的理性思考,找出其以特殊形式折射出的伦理道德思想。

一、从宏观层面透视经济广告中的伦理内涵11经济广告潜在的道德价值导向作用经济广告的功能是传播信息、宣传产品。

它在宣传产品时,具有强烈的导向性。

它总是试图改变或引导人们的消费行为,劝诱人们放弃旧的消费观念,接受新的消费观念。

消费者在选择一种消费行为时,其消费活动在一定程度上显示出他本身的一种生活的理想和价值的追求。

因为人们在满足低层次的生存需求之后,就必然有更高层次的理想、价值的需求,这种需求的满足有时也反映在人们的消费行为和消费观念上:如在生活中总是把钱消费在学习进步上或总是把钱消费在生活享乐上的人,其人生价值取向就明显不同。

虽然“书和酒的价格可能一样,但价值却大大的不同”,由此可看出不同的消费行为反映出消费者的价值观不同。

所以,经济广告不仅仅可以获取经济效益,还会产生较广泛的社会效益。

在经济广告进行产品宣传时,它同时还宣传着一种意识形态,一种价值取向和生活态度。

纵观近年来,一些经济广告中竞相出现的把产品与“皇室”、“王朝”拉上关系的现象,即在宣传产品时,此种广告还宣扬一种“帝王享受”和“豪门气派”的思想,这不免给其产品附加上一种“等级观念”。

而在各电视台纷纷上演的“电视购物”的版块栏目中,有的经济广告更是以低水平的表演和迷惑性的广告语言推销着昂贵的产品,着力渲染一种物质享受给人们带来的所谓“幸福”,实质上给人们示范的是享受奢侈的生活方式,并倡导一种盲目的高消费,要人们接受一种“人活着就是为了享受”的人生哲学。

杨荣刚等现代广告全书辽宁人民出版社沈阳：1994.9第十一章广告与文化心理每个消费者都在一定的文化环境中成长，并在一定的文化环境中生活着，其思想意识必然打上了深深的文化烙印。

因此，广告制作者必须十分重视对文化心理的研究，要了解社会文化对消费行为的影响，制定出合适的广告策略，以达到促销的目的。

否则，即使产品质量再好，广告宣传投资再多，也难免要遭冷落。

其原因之一是，商品和广告没有体现或者甚至违背了当地的风俗、习惯、信仰、价值观、语言文字、教育水平以及社会组织情况等因素—社会文化因素。

一、文化与消费行为1．文化及其特点文化一词是用来表达人类生存所积累的一切成就的概括。

有时也指社会意识，包括政治、思想、道德、艺术、语言文字、风俗习惯、宗教信仰、价值观等诸多方面。

各个国家由于民族、历史、地理位置以及物质生活等方面的不同，产生了各自独特的文化。

在不同国家里成长的人，在风俗习惯、崇尚爱好、宗教信仰上都有明显的差异。

人们的饮食爱好，千差万别，中国人吃米饭、馒头，西方人却以面包为主食。

法国人把蜗牛尊为名菜，有些非洲人将蚂蚁奉为美撰。

颜色的爱憎也有很大的差异：我国人民一向认为红色吉利，丹麦人、捷克人和斯洛伐克人也都认为红色代表喜事，是一种积极的色彩；而美国人却认为红色有着许多令人讨厌的意思，如红色表示停止，帐目上叫赤字，是亏本的象征。

又例如，1982年以前，美国大多数人认为黑色是吊丧、晦气的象征，但1982年秋季开始，由于许多商人采用黑色作为商标和产品的主色，黑色一下就流行起来，黑色现在在美国被认为是高贵、典雅和精力旺盛的象征。

可见文化是在发展变化的。

我们这里所说的文化，是指一国中大多数人与消费有关的崇尚爱好和风俗习惯，如风俗习惯、宗教信仰、价值观、语言文字等，这些文化因素对消费者作出的购买决策会产生巨大的潜在影响。

从上面所举的例子我们可以看出，文化具有这样几个特点：①文化不是先天遗传来的，而是在后天的社会环境中形成的。

1999年　第6期中山大学学报论丛S UPP LE ME NT T O THE JOURNA LOF S UN Y ATSE N UNI VERSITY N o16　1999　略论商业广告的伦理原则冯益谦　邹木兰随着社会主义市场经济的深入发展,人们已不知不觉地置身于广告的海洋之中。

不论你喜欢与否,广告总是以独特的方式,成为影响人们经济生活和精神生活的重要因素。

可是,在现实生活中,一些人为了获取最大利润,在商业广告中不时出现一些非道德行为,不但使消费者上当受骗,而且还污染了社会风气,对社会主义精神文明建设产生了不良的影响。

因此,大力提倡商业广告道德,对于促进两个文明建设,有着迫切的现实意义。

笔者认为,在当前商业广告宣传中,要注意遵循下列三条伦理原则。

(一)真实性原则广告是严肃的职业。

实事求是,真实地反映商品的本来面貌,是商业广告的生命,也是企业的生命。

所谓真实性原则,就是有一说一,有二说二,恰如其分地反映商品面貌,既不增大优点,也不缩小缺点,不故弄玄虚,不哗众取宠。

事实上,任何商品在款式、规格上都各有优点和缺点,对优点、缺点都要实事求是地介绍。

即使在资本主义社会中,不少企业、公司为了在社会上站稳脚根,以求发展,也都把广告真实性作为重要原则。

如以广告宣传为手段驰名世界的柯达(K odak)、可口可乐(C ocaC ola)等都十分注重商品宣传的真实性。

他们反对说假话,批判那种认为言过其实的广告是“无害的夸张”的观点,并禁止商业组织作带欺骗性的广告。

在社会主义市场经济条件下,我们更要自觉遵循商业广告宣传中的真实性原则。

然而,在当今漫天的商品广告中,失真的广告屡见不鲜。

有些谎话连篇,滥提口号,不讲分寸;把劣质产品吹嘘为“优质产品”;工艺不高的称为“全国先进”;本来不受欢迎的,也宣传是“畅销国内外”。

如1998年下半年,“学习的革命”的图书广告铺天盖地,风靡中国。

该广告称:这本书带来了学习的革命!这是一部卓有见识的行动指南,读了它会改变孩子一生的命运,就能拿到通向21世纪的个人护照。

《商业伦理》王启义教授今天的讲座，我希望与大家探讨一些跟商业和经济活动有关的伦理问题。

所谓「商业和经济活动」的范围很广，例如做股票买卖（一个经纪做内幕交易，显然就是商业活动）。

又例如，经济不景的时候，公司裁员、减薪，员工与工会，向资方争取补偿，这类行为也属广义的商业活动或经济行为。

根据课程大纲，你们的课程在商业伦理部份亦谈及社会公义的重要性。

其中一个例子就是：我们有没有责任照顾饥民，也就是其它国家或自己社会里吃不饱的人？我们有没有责任这样做呢？这样的问题，一般而言，并不涉及狭义的「商业活动」；但是在你们的课程内，都属「商业伦理」问题。

所以，第一点须表明的就是，你们的课程里「商业伦理」一词的意思比较广。

这个比较广的意思我可尝试这样来说明，那就是：「从应用伦理学的角度去分析跟经济有关的社会或跨社会问题」。

我们要分析的不单是社会的内部问题，而是跨社会问题，甚至是不同国家的关系问题，例如：比较富有的国家，应该不应该援助一些穷困的国家？一般而言，这些活动我们不会视之为经济行为或者是商业活动，但是，在你们的课程里，我们亦会论及这些。

就如我刚才所说，你们的课程_包括的「商业活动」或者「商业伦理」的概念十分广阔，所以，我们不可以用一般的意思去理解这个课程所指的「商业伦理」。

因此，我认为以「商业、经济、社会的问题」这比较阔的概念为题，才能比较贴切地反映出这个课程所要求大家去思考的问题的范围。

待会儿，我会以一个较阔的角度来谈你们这个学科或者「商业伦理」这个部份的问题，因为这个部份的问题十分广阔，包含的问题十分多。

那我该怎样讲授这个课题呢？我且先举一些具体的例子跟大家谈谈，希望透过这些例子大家可以举一反三、举一反十、举一反三十。

要思考这些问题我们除了要认识伦理学概念外，今早陈特教授亦谈过了，我们还须留意什么呢？我刚提过的「应用伦理学的角度」、「应用伦理学」包括的又是什么呢？简而言之，「应用伦理学」包括以下三点：第一：伦理学理论的应用。

Chapter 17 – Managing the Sales ForceI. Chapter Overview/Objectives/OutlineA. OverviewMost companies use sales representatives, and many companies assign them the pivotal role in the marketing mix. Salespeople are very effective in achieving certain marketing objectives. 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, pre-approach, approach, presentation and demonstration, overcoming objections, closing, and follow-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. 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 sales force structure, size, and compensation. Variations in this mixture are appropriate for differing industries, markets and sales objectives; (3) Recruiting andSelecting—Knowing in advance what characteristics will always produce good salespeople is very difficult. Selection procedures should screen candidates for both ability and retention-related issues; (4) Training Salespeople—Issues in training center on skills such as order taking, order getting, and seeing customers as people who require problem solutions; (5) Supervising Salespeople—Supervis ion addresses problems in directing and coordinating salespeople‘s organization, time management, motivation, and customer relationships; and (6) Evaluating Salespeople—Evaluation requires both qualitative and quantitative measures of sales force performance.B. Learning Objectives∙Understand the fundamental principles of personal selling.∙Learn the key factors in designing a sales force.∙Work with and understand some of the tools for successful management of a sales force.C. Chapter OutlineI.Introduction - Various classifications of sales positions ranging from least to mostcreative types of selling (deliverer, order taker, missionary, technician, demand creator, and solution vendor).II.Designing the Sales ForceA.Sales Force Objectives and strategy1.Objectives - Tasks to perform include prospecting, targeting,communicating, selling, servicing, information gathering, and allocating.2.Strategy - Approach can be sales rep to buyer, sales rep to buyer group,sales team to buyer group, and conference selling or seminar selling. Acompany can utilize a direct (company) or contractual (outside) salesforce.B.Sales Force Structure - territorial, product, market, complexC.Sales-Force Size1.Based on number of customers to reach2.Workload approach - Customer volume size classes, call frequencies,total workload, average number of calls, and number of sales repsneeded.D.Sales-Force Compensation - Level and appropriate combination of components(fixed, variable, expense allowances, and benefits).III.Managing the Sales ForceA.Recruiting and Selecting Sales Reps1.What Makes a Good Sales Representative?2.Recruitment Procedures3.Applicant-Rating ProceduresB.Training Sales Reps1.Goals - To know and identify with the company, to know the company‘sproducts, to know the customers‘ and competitors‘ characteristics.2.Other Goals - To know how to make effective sales presentations, and tounderstand field procedures and responsibilities.C.Supervising Sales Reps1.Norms for Customer Calls2.Norms for Prospect Callsing Sales Time Efficientlya)Time and duty analysis/improving productivity.b)Inside sales force(1)Due to rising cost of outside sales force.(2)Rising automation (for inside and outside sales forces).D.Motivating Sales Reps - The higher the salesperson‘s motivation, the greater hisor 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 reports.2.Formal Evaluation - Current-to-past sales comparisons, customer-satisfaction evaluation, and qualitative evaluation.IV.Principles of Personal SellingA.Professionalism - Major steps involved in any sales presentation.B.Prospecting and Qualifying - Identify and screen out leads.1.Pre-approach - Learning about the prospect.2.Approach - Greeting the prospect.3.Presentation and Demonstration - Tell the product ―story.‖4.Overcoming Objections - Psychological and logical resistance.5.Closing - Asking for the sale.6.Follow-Up and Maintenance - Ensure satisfaction.C.Negotiation - In negotiated exchange, price, and other terms are set viabargaining behavior, in which two or more parties negotiate long-term bindingagreements.1.When to Negotiate - Appropriate whenever a zone of agreement exists.2.Formulating a Negotiation Strategy – Note classic bargaining tactics.D.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.SummaryII. Lecture“The Death and Rebirth of the Salesperson”This discussion focuses on the process of and changes in this important area of marketing. We also consider the role and value of effective sales force policy and strategy in the overall marketing process for the organization. It is useful to update the examples so that students willbe able to identify readily with this concept based on their general knowledge of the companies and products involved in the lecture/discussion.The discussion begins by considering past sales force strategy variables. This leads into a discussion of the implications for the introduction of new strategies for the future, given the substantial technological and other changes sales professionals and firms will encounter in the medium and long run environment.Teaching Objectives∙To stimulate students to think about the critical sales force and policy issues.∙To recognize some of the directional variables in sales force policy.DiscussionI NTRODUCTION—I S THE C USTOMER Y OUR P ARTNER?Today‘s customers want solutions, and companies are remaking their sales forces to satisfy them. Nevertheless, total quality goals and sales quotas still clash. This is the primary theme related to the new enlightened sales force of the future. In the past, sales people would brag that their primary purpose in life was to push metal (IBM) or slam boxes (Xerox). Today, the sales force gauges success as much by customer satisfaction as the units sold. The former is generally a much more rigorous yardstick than the latter. As companies today are finding that if you anticipate what your customers need and then deliver it beyond their expectations, order flow takes care of itself.As more managers awake to the challenge, old stereotypes are fading faster than Willy Loman‘s smile and shoeshine. Forget the mythical lone-wolf salesman; today‘s trend-setting salespeople tend to work in teams. The traditional sample case is more likely to hold spreadsheets than widg ets. Today‘s best salespeople see themselves as problem solvers, not vendors. They gauge success not just by sales volume but also by customer satisfaction. They do not ―sell‖; they ―partner‖ with the customer.Companies that dismiss the new, more collaborative sales methods as a fad are likely to slip behind. Today‘s de manding buyers are running out of patience with mere product pushers, whether at the new-car showroom, on the floor of a department store, or in the corporate conference room. They will tell you that do not want to deal with anyone selling anything unless they can tell the firm exactly how it will help their business.D EVELOPING A N EW A TTITUDE IN S ELLINGIf ever there was a business that cried out for a new way of selling, it is that of moving cars from the showroom floor to the driveways of America. The familiar but widely despised old approach is known among automotive historians as the Hull-Dobbs method, named after Memphis dealers Horace Hull and James Dobbs, who reputedly created it following World War II. In the old Hull-Dobbs drill, customers exist to be manipulated, first by the salesman, who negotiates the ostensibly final price, then by the sales manager and finance manager, who each in succession try to bump you to a higher price.Car buyers are fed up. A recent survey by J.D. Power & Associates found that only 35 percent felt well treated by their dealers, down from 40 percent a decade ago. In 1983, 26 percent of buyers rated the integrity of their dealers excellent or very good; by 2001, that figure haddropped to under 20 percent. ―People feel beaten up by the process,‖ says the owner of 13 import and domestic franchises in the suburbs of Washington, D.C. ―You think you got a good deal until you walk out the door. The salesmen are inside doing high fives, and the customer is lying out on the street.‖This is where Saturn came into the car game a few years back and presented its original, no-argument, guaranteed lowest price sticker system. The price you pay for a Saturn is the one on the sticker (between $9,995 and $18,675, depending on model and features). However, that is only part of the package. Buy a Saturn and you buy the company‘s commitment to your satisfaction. Their contact with and to the customer may appear corny, but consistently Saturn has scored high in the J.D. Power customer satisfaction study, just behind or above Lexus and Infiniti, vehicles that cost up to five times as much. Maybe it is corny, but it works. The philosophy of ―new economy‖ car deale rs, following the Saturn model, is to exceed customer expectations.Saturn reformed their sales methods to exploit an obvious market opportunity; the same is true for the reformed IBM sales force, which is only half the size it was in 1990. Those who survived are part of a new operation that is a cross between a consulting business and a conventional sales operation. Big Blue now encourages buyers to shop for salesmen before they shop for products.Consultants obviously need a more sophisticated set of skills than metal pushers, and in their new role, as purveyors of solu tions rather than products, IBM‘s sales teams do not always recommend Big Blue‘s merchandise. About a third of the equip ment IBM installs are made by DEC and other competitors.One aspect of managing a sales team has not changed much: How you motivate flesh-and-blood salespeople. It remains the same idiosyncratic bleed of financial incentive, inspiration, and cajolery. As the sales pros will say: ―There is nothing magical about sales. You want to be truthful and present a credible story so people will want to do business with you now and in the future. To sell effectively, you need to present the facts, list your supporting arguments, and learn all the nonverbal cues your customer give s while you‘re making your presentation.‖With one element of sales motivation, how they pay their salespeople, many companies believe they can improve on tradition. IBM, for example, is following a growing trend to base compensation partly on customer satisfaction. For some of the new wave salespeople, 45 percent of the variable component of a paycheck depends on how customers rate the salesperson. In addition, usually this depends on how well the salesperson has done in helping the customer meet their business objectives. Result: the salesperson can make a lot more or a lot less.W E‘RE A LL S ALESPEOPLE—O FFICIALLY OR U NOFFICIALLYWhat does it take to be a truly outstanding salesperson? As is always the case, there are no simple answers. Moreover, achieving excellence in one type of sales endeavor, say selling personal insurance, undoubtedly requires somewhat different aptitudes and skills than achieving excellence when selling sophisticated information systems to corporate buyers. High-performing salespeople generally differ from other salespeople in terms of some general attitudes they have about the job and the manner in which they conduct their business. High-performing salespeople:∙Represent the interests of their companies and their clients simultaneously to achieve two-way advocacy.∙Exemplify professionalism in the way they perform the sales job.∙Are committed to selling and the sales process because they believe the sales process is in the customer‘s best interest.∙Actively plan and develop strategies that will lead to programs benefiting the customer.III. Background ArticleIssue: The Biggest Problem in SalesSource: Erin Strout, ―To Tell the Truth,‖ Sales & Marketing Management,July 2002, pp. 40-48.To tell the truth, call it what you like: a fib, an untruth, or a fabrication. A new SMM survey reveals that nearly half of all salespeople may lie to clients. Are U.S. firms creating a culture that promotes deception?Every fat commission check has a price tag. For Matt Cooper (sales person‘s name ha s been changed for this case) the cost of earning up to $150,000 per sale was spending every day lying to his customers. It was the promise of huge bonus checks—not his $40,000 base salary—that lured him to join the sales force of a large, well-known Internet company two years ago. In his early twenties, hungry, and aggressive, Cooper fit the dot-com‘s sales culture mold, but what he didn‘t realize was that dishonesty was the price of admission.The New York-based start-up formed a big-deals team, a group that sold multimillion-dollar advertising campaigns to some of the world‘s largest companies. The sales force‘s key strategy? Do whatever it took to close those deals. Almost 100 percent of the time that meant lying to the client. ―If you didn‘t lie you were fired,‖ Cooper says. ―It always came down to careful wording and fudging numbers.‖ Among various other deceptive tactics, the Internet company‘s salespeople would book $2 million deals, promising a certain amount of impressions on the client‘s banner ad s for the first million and guaranteeing a certain amount of sales for the second million dollars. ―We‘d almost always be able to deliver the impressions, but you really can never guarantee somebody sales,‖ Cooper says. ―Back then you could base deals on the industry standard by taking the impression rate, comparing it to the industry standard, and using the conversion rate to determine a sales projection.‖Renewals were, of course, out of the question, which might explain the eventual demise of this and thousands of other dot-coms. The boiler-room culture began to take its toll on Cooper, especially after he had to begin screening his calls to avoid irate customers. ―Some of them had just spent two million dollars on an online campaign and got completely s crewed,‖ he says.One particularly incensed client who had spent more than $1 million on a campaign that failed to produce the results Cooper had promised began pelting him with voice-mail messages that became increasingly hostile. Then came the death thr eats. ―He left a message saying, ‗I knowyou‘re there. I‘m going to find out where you live and blow up your house.‘ I never spoke to the customer again—I just told the company about it so that it was out of my hands,‖ Cooper says. ―This kind of thing actually happened a few times.‖Finally Cooper couldn‘t take it anymore. ―I started selling only what I knew worked, because I couldn‘t lie anymore—so my managers told me to either close more deals or find another job,‖ he says. ―It was the kind of culture wh ere they broke you down and rebuilt you to be an animal.‖A reformed liar, Cooper quit and now works at another start-up in New York, but one that holds him to a higher ethical standard. Though this dot-com is still struggling through more rounds of funding, Cooper is finding that building relationships with clients is a better long-term sales strategy—not only for his own financial, well-being, but for the long-term financial health of the company. Unfortunately, not all salespeople learn that lesson so early in their careers. A new SMM/Equation Research survey of 316 sales and marketing executives reveals that 47 percent of managers suspect that their salespeople have lied on sales calls—only 16.5 percent have never heard one of their reps make an unrealistic promise to a customer.But don‘t be too quick to blame your salespeople for their deceptive behavior. What drives sales and marketing professionals to lie is often a combination of factors—not the least of which can be the way they are managed.Back in the dot-com heyday one of the most commonly used tactics in the industry included selling advertising space that didn‘t exist. Telling clients that they had about a one-in-300,000 chance of actually seeing their banner ad appear on a page of the site, salespeople would sell a $500,000 ad, cut and paste it onto a page using Photoshop software, print it, and fax it to the customer to ―prove‖ that the banner appeared as promised.―We might have sold all of our telecommunications inventory, but then anothe r company would call to say they wanted to spend $50,000 on a campaign,‖ one rep at a New York dot-com says. ―What would we do? Book it, even though all the space had already been sold. When the numbers didn‘t come back as high as the customer expected, we‘d just chalk it up to a bad campaign. We‘d take anybody who was willing to spend a dime.‖Internet advertising isn‘t the only industry that has sold fictitious products. As California is painfully aware, Enron and other energy companies allegedly made a fortune by selling electricity that didn‘t exist, rewarding traders for coming up with new schemes, and lying about how much energy the company had in its supply. As more details emerge about Enron, regulators are requiring traders to disclose full details of all energy sales starting this month. ―Examples like Enron show that greed is really a U.S. phenomenon,‖ says Andy Zoltners, a marketing professor at Northwestern University‘s Kellogg School of Management. ―Some companies do whatever it takes to make m oney.‖Such deception may be more common than we think. In the SMM survey, 36 percent of respondents said salespeople now conduct business in a less ethical manner than they did five years ago, and 36 percent believe there‘s been no change at all. What ki nd of fabrications do salespeople resort to? The survey shows that 45 percent of managers have heard their reps lying about promised delivery times, 20 percent have overheard their team members give false information about the company‘s service, and nearly78 percent of managers have caught a competitor lying about their company‘s products or services. ―It appears thatmisrepresentation of products or services is prevalent among salespeople,‖ Zoltners says. ―This is a losing strategy, and this kind of behav ior is not what the best sales-people do.‖In the short term, unethical sales tactics may prove lucrative, but in the long term every executive should worry about resorting to such strategies. Dishonesty, experts say, eventually ensures a company will have zero customer loyalty. Unfortunately lying is what some of the most profitable salespeople resort to—and experts do not necessarily blame the behavior on the individual. ―There are probably three participants in this—the customer, the salesperson, and th e company,‖ Zoltners says. ―They are all a part of the pressure to make money and the combination can make a rep succumb to it.‖For top salespeople the pressure, especially in this rocky economy, is almost palpable. More than a quarter of the respondents in the SMM survey said that the recession is causing their salespeople to become more dishonest. In tough economic times the quotas are as high as the stakes, and sometimes it‘s enough to make even the most reputable salesperson resort to unethical strategies.―Where I worked, all of the reps were in this big room, standing up, pitching to clients over the phone,‖ Cooper says. ―People might hold their phones out so everybody could hear them closing a big deal. Making a three-percent commission off of a multimillion-dollar deal makes you willing to lie.‖In fact, the majority of U.S. salespeople are dependent on commission-based pay plans. Experts say this is part of the problem. ―If salespeople have to eat what they hunt, it puts stress on them and motiva tes them toward bad behavior,‖ Zoltners says. ―If you look at some of the companies that are in big trouble, you see that they give negative incentives, such as demanding that reps make quota or be fired. That does not create the best sales forces. You hav e to create fair rewards for people.‖Brett Villeneuve, operations manager at Go Daddy Software, in Scottsdale, Arizona, says he purposely hires reps who are less money-driven and more relationship-oriented. ―Quotas, in general, are usually set too high,‖he says. ―We increase base pay and make realistic sales quotas that are challenging, but attainable. We don‘t want our people to run around scared of losing their jobs—that makes them lose focus on what needs to be done.‖Villeneuve might be on to something. The SMM report indicates that quotas may inhibit salespeople more than motivate them. Seventy-four percent of respondents admitted the drive to achieve sales targets encourages salespeople to lose focus on what the customer really needs.Though Villeneuve tries to run a tight ship when it comes to business ethics, he has experienced a few situations where salespeople have crossed the line. ―I just had to fire one of our better sellers after I received a complaint from a customer,‖ he says. ―In two day s I got four calls that a rep had put charges on clients‘ accounts that he wasn‘t supposed to. It made his sales look great, but that‘s not how we do business.‖Another team leader at Go Daddy decided to boost his team‘s sales with an underhanded tactic—o ne that caused him to get fired. ―A client would call in with a problem and his team would refund the order that the client had placed with another sales team, then put the reorder on his team‘s credit,‖ Villeneuve says. ―It made their sales look really go od. Even though hewasn‘t really lying to the customer, that kind of behavior isn‘t tolerated. When you fire somebody because of it, the message you send internally is really strong.‖That message is key to instilling an ethical standard in the corporate culture. Some managers do this by giving employees a means of questioning behavior they may observe. According to the SMM survey 56 percent of respondents have a process in place that enables salespeople to alert managers to ethical breaches. Executives at Go Daddy use the company‘s intranet to help employees bring up any questions or concerns. An anonymous section allows for executives to read and respond to e-mails written by co-workers who observe others lying, cheating, stealing, or otherwise behaving b adly. ―Initially we were scared that it might turn into minor bickering and tattling but so far it‘s helped keep us aware of legitimate concerns,‖ Villeneuve says.Though the intranet tool is still new to Go Daddy, executives say the most common type of anonymous notifications relate to customer treatment by individual salespeople. Other examples include reporting a coworker‘s uncontrollable attitude or anger with a client, and the failure of another salesperson to follow procedures in place to assure proper customer care. ―We have zero tolerance for this kind of behavior here and our salespeople know it,‖ says Bonnie Leedy, public relations director at Go Daddy. ―Everybody is trained to understand that customers come to us with all levels of technical understanding, and no one should ever be treated with disrespect.‖The key driver of a sound sales strategy is that the leaders of the organization exhibit the values that they want employees to follow, says Steve Walker, president of Walker Communications, a stakeholder research and measurement firm in Indianapolis. ―Most people want to do the right thing, but when bad situations arise it‘s usually when the leadership has created an environment that tolerates it,‖ he says. ―Until boards of directors want to s niff it out, the scheming will stay in the hallways.‖Walker Communications offers clients products that determine whether a company‘s employees are telling lies, abusing drugs, or otherwise violating the rules. It‘s been a tough sell. ―Offering these kinds of products in a litigious society is difficult,‖ he says. ―Executives actually don‘t want information that may indicate that there‘s a problem. They don‘t want to officially know that their sales force is lying.‖Sometimes it‘s the executives themselv es who promote deception. Take VeriSign Inc., a domain registration and Internet security provider. The marketing team sent out domain expiration notices to their competitors‘ customers, designed to look like the notices were coming from the company they currently used for their Internet domain registration. The hope was that the notices, which stated that owners would lose control of their domain name if they did not return the form and $29 by May 15, 2002, would get people to transfer or renew their domain names with VeriSign, in some cases at three-times the price they were paying.A U.S. court ordered the company to cease the direct-mail campaign in May, saying it was misleading to consumers. VeriSign would not comment on the litigation, but a spokesperson said the company is complying with the court order. ―The industry is plagued with unethical marketing and sales tactics,‖ Leedy says (Go Daddy is a VeriSign competitor).Some executives have their priorities focused solely on profits, thereby placing rewards on the wrong behavior. ―I came from a sales organization where the culture was bottom-line。

收稿日期　1996年12月17日 商业经济与管理1997年第2期（杭州商学院）王剑峰　陈漭论商业广告的文化伦理责任 众所周知,广告是通过社会舆论的形式来实现其作用的,在大众传媒日益发达的今天。

商业广告已成为一种独特的社会文化,而且,这种社会文化正以其强大的冲击力影响着大众的心态和日常生活。

毫无疑问,不健康、不道德、不文明的广告倾向势必会给社会造成很大的危害。

广告的社会责任问题已成为一个越来越突出的社会问题,揭示商业广告所肩负的社会责任,唤醒商业企业和广告制作人的社会责任心正是本文的立意所在。

一、商业广告肩负着传递优良的民族传统的责任。

两千多年的中华文明史所孕育的传统文化渊远流长,博大精深,其影响在社会生活中无处不在。

比如:传统的商业活动中,具有广告宣传性质的店名、牌匾等无不深深打上传统文化的烙印。

象“全聚德”、“同仁堂”等百年老店,其店名本身就直接映射出儒家文化重仁、贵和的传统观念,而这些老店之所以流芳百世,业绩长存,与其店名所昭示的经营理念,文化底蕴是密不可分的。

根据广告心理的研究,人们通过广告在接受一种产品或服务的同时,也在接受一种文化观念,文化观念的认同,必然促进对广告所宣传的产品和服务的认同;同时广告的内容也会对文化风俗产生或好或坏的影响。

以上所例举的传统店名既暗合了传统文化的观念,又无形之中巩固倡导着传统的文化和美德。

反观现在的许多店名(包括商品品牌的宣传),超越民族文化的背景,脱离普通大众的生活,一味地求洋求怪,除了助长崇洋媚外,自贬民族文化的心理之外还能带来什么呢?!李政道教授在一次演讲中曾经说过:一个完全依赖祖先的民族是没有希望的,一个忘记过去的民族也是没有前途的。

现代化往往存在着一个与传统文化的嫁接问题,纵观世界各国的现代化,没有一个是在完全排斥和放弃自己传统文化的条件下实现的。

著名教授贾春峰先生曾提出过“文化力”的概念,认为在现代社会中,文化是推动经济和社会全面发展的内驱力,也是未来国际竞争中求胜的筹码,而文化力的一个重要组成部分就是传统文化,。

Chapter 16 – Designing and Managing Integrated Marketing CommunicationsI. Chapter Overview/Objectives/OutlineA. OverviewMarketing communications is one of the four major elements of the company‘s marketing mix. Marketers must know how to use advertising, sales promotion, direct marketing, public relations, and personal selling to communicate the product‘s existence and value to the target customers.The communication process itself consists of nine elements: sender, receiver, encoding, decoding, message, media, response, feedback, and noise. Marketers must know how to get through to the target audience in the face of the audience‘s tendencies toward selective attention, distortion, and recall.Developing the promotion program involves eight steps. The communicator must first identify the target audience and its characteristics, including the image it carries of the product. Next, the communicator has to define the communication objective, whether it is to create awareness, knowledge, liking, preference, conviction, or purchase. A message must be designed containing an effective content, structure, format, and source. Then communication channels, both personal and nonpersonal, are selected. Next, the total promotion budget can be established. Four common methods are the affordable method, the percentage-of-sales method, the competitive-parity method, and the objective-and-task method.The promotion budget should e divided among the main promotional tools, as affected by such factors as push vs. pull strategy, buyer readiness stage, product life-cycle stage, and company market rank. The marketer should then monitor to see how much of the market becomes aware of the product, tries it, and is satisfied in the process. Finally, all of the communications effort must be managed and coordinated for consistency, good timing, and cost effectiveness. Advertising—the use of paid media by a seller to communicate persuasive information about its products, services, or organization—is a potent promotional tool. Advertising takes on many forms (national, regional, local, consumer, industrial, retail, product, brand, institutional, etc.) designed to achieve a variety of objectives (awareness, interest, preference, brand recognition, brand insistence).Advertising decision-making consists of objectives setting, budget decision, message decision, media decision, and ad effectiveness evaluation. Advertisers should establish clear goals as to whether the advertising is supposed to inform, persuade, or remind buyers. The factors to consider when setting the advertising budget are: stage in the product life cycle, market share, competition and clutter, needed frequency, and product substitutability. The advertising budget can be established based on what is affordable, as a percentage budget of sales; based on competitors‘ expenditures, or based on objectives and tasks; and based on more advanced decision models that are available.The message decision calls for generating messages, evaluating and selecting between them, and executing them effectively and responsibly. The media decision calls for: defining thereach, frequency, and impact goals; choosing among major media types; selecting specific media vehicles; deciding on media timing; and geographical allocation of media. Finally, campaign evaluation calls for evaluating the communication and sales effects of advertising, before, during, and after the advertising.Sales promotion and public relations are two tools of growing importance in marketing planning. Sales promotion covers a wide variety of short-term incentive tools designed to stimulate consumer markets, the trade, and the organization‘s own sales force. Sales promotion expenditures now exceed advertising expenditures and are growing at a faster rate. Consumer promotion tools include samples, coupons, cash refund offers, price packs, premiums, prizes, patronage rewards, free trials, product warranties, tie-in promotions, and point-of-purchase displays and demonstrations. Trade promotion tools include price-off, advertising and display allowances, free goods, push money, and specialty-advertising items. Business promotion tools include conventions, trade shows, contests, sweepstakes, and games. Sales promotion planning calls for establishing the sales promotion objectives; selecting the tools; developing, pretesting, and implementing the sales promotion program; and evaluating the results.Marketing public relations (MPR) is another important communication/promotion tool. Traditionally, it has been the least utilized tool but is now recognized for its ability in building awareness and preference in the marketplace, repositioning products, and defending them. Broadly, MPR is those activities that support the ultimate sale of a product or service. Some of the major marketing public relations tools are news, speeches, events, public service activities, written material, audio-visual material, corporate identity, and telephone information services. MPR planning involves establishing the MPR objectives, choosing the appropriate messages and vehicles, and evaluating the MPR results.B. Learning Objectives∙How to determine communication and advertising objectives and message design.∙Understanding how to establish promotion mix and setting advertising objectives.∙How to make media decisions and develop advertising budgets.∙Learning how to evaluate advertising and promotion tools for effectiveness.∙How to develop and evaluate sales promotion programs.∙How to develop direct marketing processes and strategies.∙Understand the future of direct and online marketing capabilities.C. Chapter OutlineI.Introduction - The five major modes of communication (advertising, sales promotion,public relations, personal selling, and direct marketing).II.The Communication Process - Communications as the management of customer buying processes over time, the nine elements of the communications model, and reasons why message may not get through the receiver (selective attention, selective distortion, and selective recall).III.Developing Effective CommunicationsA.Identify the Target Audience1.Image analysis is a major part of audience analysis that entails assessingthe audience‘s current image of the company, the products, and thecompetitors.a)First step is to measure target audience‘s knowledge of thesubject using a familiarity scaleb)Second step is to determine feelings toward the product using afavorability scale.2.The specific content of a product‘s image is best determined with use ofsemantic differential (relevant dimensions, reducing set of relevantdimensions, administering to a sample, averaging the results, andchecking on the image variance)B.Determine the Communication Objectives1.Based on seeking of a cognitive, affective, or behavioral response.2.Assuming the buyer has high involvement with the product category andperceives high differentiation within the category, base objectives on thehierarchy-of-effects model. (Hierarchy: awareness, knowledge, liking,preference, conviction, and purchase.)C.Design the Message (AIDA model)1.Message Content - Choosing an appeal (rational appeal to audience‘sself interest, emotional appeal attempt to stir up either positive ornegative emotions, and moral appeals are directed to the audience‘ssense of what is right and proper).2.Message Structure - One-sided presentation vs. two-sided argument.3.Message Format - Must be strong, based on headline, copy, ―sound,‖nonverbal clues, color, expression, dress, etc.4.Message Source - Expertise, trustworthiness, and likability.D.Select the Communication Channels1.Personal Communication Channels - direct (advocate, expert, and social)2.Nonpersonal Communication Channels - indirect (media, atmospheres,and events)3.Establish the Total Marketing Communications Budgeta)Affordable methodb)Percentage-of-sales methodc)Competitive-parity methodd)Objective-and-task methodE.Deciding on the Marketing Communications Mix1.The Promotional Tools - Benefits of each tool (advertising, salespromotion, public relations and publicity, personal selling, and directmarketing).2.Factors in Setting the Marketing Communications Mix - Type of productmarket, buyer-readiness stage, and product-life-cycle stage.F.Measure Results - Recognition, recall, and attitudes.G.Manage the Integrated Marketing Communications Process (IMC)1. A concept of marketing communications planning that recognizes theadded value of a comprehensive plan.2.Evaluates the strategic roles of a variety of communications disciplines.bines these disciplines to provide clarity, consistency, andmaximum communications impact through the seamless integration ofdiscrete messages.IV.Developing and Managing the Advertising Campaign - Advertising is any paid form of nonpersonal presentation and promotion of ideas, goods, or services by an identified sponsor. Five major decisions involve the mission, money, message, media, and measurement.A.Setting the Advertising Objectives - According to whether the aim is to inform,remind, or persuade.B.Deciding on the Advertising Budget - Five factors to consider include stage inthe product life cycle, market share and consumer base, competition and clutter,advertising frequency, and product substitutability.C.Choosing the Advertising Message - Creative stage1.Message Generation - Utilizing an inductive vs. deductive framework.2.Message Evaluation and Selection - Focus on one core sellingproposition and aim for desirability, exclusiveness, and believability.3.Message Execution - Impact depends not only on what is said but how itis said (positioning). Creative people must also find a style, tone, andformat for executing the message.4.Social Responsibility Review - Make sure the creative advertising doesnot overstep social and legal norms.D.Developing Media Strategies1.Deciding on Reach, Frequency, and Impacta)Reach–(exposure, frequency) - Times in specific period,impact—qualitative.b)The relationship between reach, frequency, and impact, specificmedia, media timing, and geographical allocation.c)Views on exposure vs. frequency2.Selecting Media and Vehiclesa)Media selection - Target audience, media habits, product,message, and cost.b)Determining the most cost-effective media to deliver the desirednumber and type of exposures to the target audience.3.Deciding on Media Timinga)Macro Scheduling - According to seasonal or business trends.b)Micro Scheduling - allocating advertising expenditures within ashort period to obtain the maximum impact.c)Media Timing Decisions - Continuity, concentration, flighting, andpulsing.2.Deciding on the Geographical Allocationa)Area differences are market size, advertising response, efficiency,competition, and margins.b)National vs. spot buying (ADIs and DMAs)3.Evaluating Advertising Effectivenessa)Communication-Effect Research - Copy testing, consumer feedback,portfolio tests, and laboratory tests.b)Sales-Effect Research - Share of voice and share of market,historical approach, and experimental design.c)Advertising Effectiveness: A summary of current researchVIII.Sales Promotion - Consists of a diverse collection of incentive tools, mostly short term, designed to stimulate quicker and/or greater purchase of particular products/services by consumers or the trade. Rapid Growth of Sales Promotion - Result is clutter, like advertising clutter.A.Purpose of Sales Promotion1.Varying purposes and results, depending on degree of brandawareness/loyalty.2.Farris and Quelch Benefits Studies - Testing to lead to variedretail formats.B.Major Decisions in Sales Promotion1.Establishing Objectives - Larger sized units, trial, attractswitchers, etc.2.Selecting the Sales-Promotion Tools - Consumer-promotion,trade-promotion, and/or business and sales force promotion tools.3.Selecting business and sales-force promotion tools.4.Developing the Program - Make decisions on the size of theincentive, conditions for participation, duration of the promotion,distribution vehicle, timing, and the total sales-promotion budget.5.Pre-testing, implementing, controlling, and evaluating theprogram.a)Overall, sales promotions work best when attractcompetitors‘ customers to try a superior product and get aswitch.b)Consumer surveys, experiments, and scanner dataindicate resultsIX.Public Relations - Involves a variety of programs designed to promote and/or protect a company‘s image or its individual products. The five activities of public relations include: press relations, product publicity, corporate communications, lobbying, and counseling. Increasingly marketing managers are turning to MPR, which seeks to support marketing objectives.A.Marketing Public Relations1.Major Decisions in MPRa)Establishing the Marketing Objectives - Build awareness,build credibility, stimulate the sales force and dealers,and hold down promotion costs.b)Choosing messages and vehiclesc)Implementing and evaluating the plan(1)Exposures, awareness/comprehension/attitudechange(2)Best: sales-and-profit impactX.Direct MarketingA.The Growth of Direct Marketing1.Catalog and direct-mail sales growing at a rate of 7percentannually, compared to retail sales growth of 3 percent.2.Electronic - Internet user population at 100+ million, and 2million Web sites in 2001.3.Goal is long-term relationship building (customer relationshipmarketing).B.The Benefits of Direct Marketing – Benefits of focus and timing for bothconsumers and sellers.1.Key variable is market demassification (constantly increasingnumber of market niches, all tied to cost of driving, traffic,parking, time, lines and lack of retail sales help).2. Days; 1.5 million Web sites; forecast (2002) e-commerce salesof $327 billion.C.Integrated direct marketing - Goal of right overall communicationbudget and allocation of funds to each communication tool (multiplevehicle and multiple stage campaigns)—maxi marketing.D.Major Channels for Direct Marketing1.Face-to-Face Selling - Field sales2.Direct Mail - High target market selectivity, personalized, andflexible.a)Post office, overnight carriers, fax mail, e-mail, or voicemailb)Phases of direct marketing - Carpet bombing, databasemarketing, interactive marketing, real-time personalizedmarketing, and lifetime value marketing.3.Catalog Marketinga)On paper, CD-ROM, or onlineb)Main growth is international.4.Telemarketing (Inbound and outbound – much pro and con)a)Both inbound and outbound for telesales, telecoverage,and teleprospectingb)Also, customer service and technical support.5.Direct-Response Television Marketinga)Direct-response advertisingb)Home shopping channelsE.Kiosk Marketing1.Small building or structure for selling or information.2.Newsstands, refreshment stands, etc.3.Customer-order-placing machines in many locations.F.e-Marketing1.Provides interaction and individualization2.Permission Marketinga)Gives customer control over the contactb)Consumers have a say in what comes to them – buildingtrust.XI.SummaryII. Lecture(s)“Marketing Communications as the Key Tool in an UncontrollableMarketing Environment”This discussion provides focus on the increasing importance of marketing communications, as well as the concept of integrated marketing communications (IMC). Here we will look at the question of ―How does interactive marketing fit with existing marketing campaigns?‖ Interactive marketing involves extending the reach, frequency, and power of the existing communications. With current communications programs, firms likely integrate public relations, print, direct marketing, and perhaps radio, TV, and Internet in some combination. Whether firms add networked media (commercial online services, the Internet, and other stand-alone interactive media to this mix) successful interactive projects work the same way as traditional vehicles: in harmony with the wider communications plan.Teaching Objectives∙To understand how today‘s uncontrollable environment has led largely to the increased use of marketing communications.∙To consider why integrated marketing communications is a powerful and cost-effective promotional strategy.∙To present the advantages of a tool often used in an integrated marketing communications program: a company newsletter.DiscussionI NTEGRATED M ARKETING C OMMUNICATIONSNot all product concepts are right for all individuals, thus bringing about the notion of market segmentation and targeting. The same holds true for marketing communications. One messagedoes not fit all. Integrated marketing communications (IMC) focuses on discreet customer segments. With IMC, the firm learns to understand that while mass-market promotion appears cost-effective on the front end, brand/product messages are also offered to millions of people who are not interested.Mass media no longer serves the mass audiences sought by marketers. Individual audiences for each media have decreased, thus indicating a need to ensure that whenever and wherever the prospect is exposed to the message, he or she receives a consistent one. Customers typically do not differentiate between message sources; they only remember the message they received. Considering how many messages consumers are exposed to on a regular basis, mixed messages from the same source are bound to cause confusion and, worse yet, they will be more quickly forgotten.While understanding the importance of marketing communications is somewhat simple, finding the best means through which to implement a marketing communications program has become increasingly difficult. The buying public has been virtually buried alive in ads. Consumers are bombarded with hundreds of ads and thousands of billboards, packages, and other logo sightings every day.Old advertising venues are packed to the point of impenetrability as more and more sales messages are jammed in. Supermarkets carry 30,000 different packages (product packages), each of which acts as a mini-billboard, up from 17,500 a decade ago.1 Networks air 6,000 commercials a week, up 50 percent since 1983.2 Prime-time TV carries up to 15 minutes of paid advertising every hour, roughly 2 to 4 minutes more than at the start of the 1990s. Add in the promos, and over 15 minutes of every prime-time hour are given over to ads. No wonder viewers zap so many commercials.The IMC planning process is based on a longitudinal consumer purchase database. Ideally, this database would contain, by household, demographics, psychographics, purchase data, and perhaps some information about how the household feels about or is involved with the product category. In many cases, direct-marketing organizations already have this type of information at their disposal. An IMC program is implemented according to the needs and lifestyles of the selected target markets, thus allowing for customized, yet consistent, message strategies to sell increasingly individualized products.S USTAINABLE C OMPETITIVE A DVANTAGEIt has been said integrated marketing communications will be the only sustainable competitive advantage for marketers in the near future. The other elements of the marketing mix, product development, pricing, and distribution, can be achieved at a very similar level, and in a similar way, among companies competing in a particular industry. In addition, we know the customer has taken on a completely new, powerful, role in the marketing process. Because it is largely through promotion that a company speaks most directly to its customers, it seems appropriate that a marketer‘s promotional strategy must change to reflect the dynamics of today‘s marketplace.Some of these changes include:1Food Marketing Institute.2Pretesting Co.∙Changing technology, which has made it possible for media organizations to identify, segment, select, and attract smaller audiences for their respectivevehicles.∙The trend toward de-regulation that has allowed for increased competition within many industries, such as air travel, banking, and utilities.∙Globalization of the marketplace, which causes promotional efforts, including advertising, sales promotion, public relations, and personal selling, to beimplemented throughout a worldwide market. Customization for differentcultures is key to competing successfully in this arena.∙Changes in t he demographic and Psychographic profiles of today‘s consumers, that have paved the way for new product category opportunities (such as healthcare for the aging ―baby boomers‖ and health food/clubs for nutrition consciousconsumers).∙Money-rich, time-poor consumers are seeking control of their purchases.Consumers have become adept at avoiding marketing communication, throughthe use of VCRs, remote controls, radio push buttons, etc. When they arelistening, the message should be simply stated and easy to understand. Today‘sgeneration is also more visual than verbal, thus they rely on images, symbols,and graphics more than any previous generation.It is important also to note that a marketer can communicate with customers through means other than forma l marketing communications. Every element of a product‘s marketing mix helps to position that product in the minds of consumers. The result is that the elements of the promotional mix should all present a consistent theme. The same is true of the other ―Ps‖ of marketing, namely product, price, and place that should support the theme:1.Products communicate through size, shape, name, packaging, and variousfeatures/benefits.2.Price communicates to the consumer that the product is high quality, low quality,prestigious, common, etc.3.Retail locations (place) where customers purchase the product will reflect uponthe product‘s image as well. Stores are considered ―high-class‖, specialty,discount, etc.U SING N EWSLETTERS FOR C USTOMIZED C OMMUNICATIONOne of the newest and most effective ways to stimulate and maintain positive communication with customers is through newsletters (print and online). Newsletters are useful for many reasons, but one of the best reasons is that they cross the boundary between news and advertising, providing a bit of both. Further, they bring back some much-needed credibility that has been lost with many market segments. The newsletter can be delivered physically, but more likely, it will be made available via the Internet or e-mail. Newsletters not only describe, in detail, a company‘s philosophy, goals, and objectives but also enhance its current marketing program. In addition, newsletters can be utilized as communication tools for many other purposes.Some of the advantages of newsletters include:∙Delivering continuous background or educational material to clients in an efficient manner.∙Providing highly-targeted distribution through database utilization.∙Acting as a form of personal calling, on paper, to prospects and clients.∙Proving more economical than other forms of promotion.∙Not obvious advertising, if done correctly.∙Attention-getting.∙Providing the ability to create demand.∙Keeping mailing lists (or e-mail lists) accurate.Possible newsletter content may also include such as items as:∙Announcements of new products and services.∙Stories of products/services in application (from either the company or its customers).∙Answers to commonly asked questions/concerns.∙Information on industry trends.∙Updates on new or pending legislation.∙Personnel changes (but otherwise very little employee communiqué).∙Guest articles by prominent figures in the industry.∙―Think‖ pieces—philosophy, ideas, suggestions, techniques, and tactics.∙Specialized news.A newsletter also provides opportunities for customer feedback:∙Brings the prospect to the marketer in the form of an inquiry.∙May solicit response through use of a formal survey.∙Enables experimentation with numerous formats/contents/ promotionsthrough small sample test mailings.In addi tion, orienting articles to topics that are on the customer‘s minds will guarantee holding their interest.Bad news should not be ignored. Any problems that are occurring, as well as actions being taken to solve these problems, need to be addressed. After all, relationships will have both ups and downs.Most important, the primary goal of any newsletter should be to inform and educate readers; it must not become the voice of management and/or marketing alone. To that end, it must be filled with news and not exist solely to sell products/services.Note to the Instructor:As a final note, you might ask the class to consider whether the newsletter approach has found additional life on the Internet. Many Web sites include elements of the newsletter approach in their operations. Ask the class to investigate some leading Web sites to prove and/or disprove this point.III. Background ArticlesA. Issue: Integrating Marketing CommunicationsSource: Don E. Schultz, ―Multichannel: New Term, OldChallenges,‖ Marketing News, April 29, 2002, p. 10.As I have traveled the world the last six months or so, one of the hottest topics in Europe, and increasingly in Asia, is that of multichannel marketing. While it does not yet command the highest level of interest in the United States, it probably will in the next year or so. Multichannel marketing is, it seems, 21st century terminology for how a marketing organization makes its products and services available to customers and prospects: How the marketer determines the best choice of distribution systems and the type of communication programs to use, for example, and how the company will organize those programs and alternatives into a cohesive whole. In the 20th century—at least in the 1990s—we called those efforts integrated marketing or integrated marketing communications. In reviewing what has been written about multichannel marketing and listening to the discussions in seminars and conferences, the questions and answers have an oh-so-familiar ring. For example, the questions about distribution seem to revolve around, How much emphasis or focus should be put on which channels? How much should be invested in traditional retailing? And how much focus and reliance is on the field sales force? Much of the discussion is about the level of effort to make in electronic marketing and how that fits with traditional approaches. Some even wonder if the dotcoms will rise again.The ample supply of questions and paucity of answers spawn the conferences, seminars and scholarly papers. In the multichannel area of communications, the questions are much the same: How much to invest in advertising? How much above-the-line and how much below it? Where does PR fit? How about events? Sponsorships? Some experts advocate focusing efforts and expenditures on a few areas, while others suggest investment diversity.To me, about the only thing that has really changed from what we were struggling with 10 years ago is that a much greater variety of alternatives are available now and, as a result, more challenges.What all this multichannel conversation seems to ignore, however, and what I thought we learned almost a decade ago is that much of the discussion and almost all the planning starts at the wrong end of the question. The process seems to start with what the marketer wants to do, how the seller wants to organize and develop his business.For any multichannel approach to succeed, the questions have to start with the customers or prospects. What type of distribution system do they want to select from? What type of communications systems do they want to access? What type of business relationship do they want with the seller?What multichannel marketing and communications advocates seem to ignore is the fact that marketers no longer control the marketplace. They can‘t decide what is best for customers and foist it off on the channels and customers, no matter how sophisticated the software or how elegant the marketing models. The customer decides what is best and pursues that course, and woe to the marketer who can‘t fit that pattern.。

Chapter 9 – Identifying Market Segments and Selecting Target MarketsI. Chapter Overview/Objectives/OutlineA. OverviewSellers can take three approaches to a market. Mass marketing is the decision to mass-produce and mass distribute one product and attempt to attract all kinds of buyers. Product-variety marketing attempts to offer a variety of products to broaden the customer base. Target marketing is the decision to distinguish the different groups that make up a market to develop corresponding products and marketing mixes for each target market. Sellers today are moving away from mass marketing and product differentiation and are moving toward target marketing because the latter is more helpful in spotting market opportunities and developing winning product marketing mixes.The key steps in target marketing are market segmentation, market targeting, and product positioning. Market segmentation is the act of dividing a market into distinct groups of buyers with different needs or responses. The marketer tries different variables to see which reveal the best segmentation opportunities. For each segment, a customer segment profile is developed. Segmentation effectiveness depends upon arriving at segments that are measurable, substantial, accessible, and actionable. The primary steps in target marketing are to identify and profile distinct groups of buyers that may require different products or marketing mixes, selecting one or more market segments to enter, and establish and communicate the key distinctive benefits of the product or service to the target market (positioning).The seller should target the best market segment(s). The seller must evaluate the potential of each segment, which is a function of segment size and growth, segment attractiveness, and company objectives and resources. Then, the seller should determine how and when it can ignore segment differences (undifferentiated marketing), develop different market offers for several segments (differentiated marketing), or go after one or a more market segments (concentrated marketing). In choosing target segments, marketers need to consider the ethical choice of market targets, segment interrelationships and super segments, and potential segment invasion plans.B. Learning Objectives∙Understand what it means to “segment” a market.∙Know the basic steps in segmenting a market.∙Understand the bases used to segment consumer and business markets.∙Know how to evaluate and select segments for targeting of marketing programs.C. Chapter OutlineI.Introduction - Target marketing requires the following: identify and profile distinctgroups of buyers with distinct needs/preferences, select one or more market segments, establish and communicate distinctive benefits of the market offering to each target segment.ing Market Segmentation - Buyers differ in many ways.A.Introduction1.Mass Marketing - One product/marketing mix available for all buyers.2.Micro Marketing - The response to the decline in favor for massmarketing.B.Segment marketing - A large identifiable group within a market. Midpointbetween mass and individual marketing.C.Niche Marketing - A narrowly defined smaller group whose needs not currentlymet effectively.D.Local Marketing - Programs targeted to the needs and wants of local customergroups.E.Individual Marketing - “One-to-One” Marketing1.Mass-customization and choice board2.Customerization - Empowering customers with the means to design theirown products.F.Patterns of Market Segmentation - homogenous, diffused, and clusteredpreferencesG.Market Segmentation Process - survey, analysis, and profile1.Focus on needs-based market segmentation and market partitioning.H.Effective Segmentation - Segments must be measurable, substantial, accessible,differentiable, and actionable.III. Segmenting Consumer and Business MarketsA.Bases for Segmenting Consumer Markets:1.Geographic - nations, states, regions, counties, cities, and neighborhoods2.Demographic - age and life cycle, gender, income, generation, and socialclass.3.Psychographic - lifestyle, personality, and values4.Behavioral - purchase occasions, benefits, user status, usage rate, loyaltystatus, buyer-readiness stage, and attitude5.Multiattribute Segmentation (geoclustering): Assumes people who livenear each other and exhibit similar traits from all of the abovesegmentation bases.a)Targeting Multiple Segments - Because consumers no longer canbe neatly pigeonholed into one segment.b)Geoclustering via PRIZM clusters (American dreams, ruralindustria, gray power, country squires) - Focus on increasingdiversity.B.Bases for Segmenting Business Markets1.Based on their stage in the purchase decision process and channelpreferences.2.Types of buyers: programmed, relationship, transaction, and bargainhunters3.Business buyer groups: price-oriented (transactional selling), solutionoriented (consultative selling), and strategic value (enterprise selling) IV.Market Targeting StrategiesA.Evaluating and selecting the market segments. Factors: Segment size andgrowth, segment structural attractiveness, company objectives, and resources.1.Single-Segment Concentration - Firm concentrates on one market onlyfor its one product.2.Selective Specialization - Firm selects a number of attractive andappropriate segments and develops products that appeal to each segment.3.Product Specialization - Firm focus is on a product it can sell to severalsegments.4.Market Specialization - Firm satisfies multi-faceted needs of oneparticular group.5.Full Market Coverage - Firm serves all customer groups with productsthey might need.a)Undifferentiated Marketing - Entire market receives the sameprogram.b)Differentiated Marketing - Different programs for differentsegments.B.Targeting Multiple Segments and Super segments - use of mega marketingC.Ethical Choice of Market Targets - targeting sometimes generates controversy V.SummaryII. Lecture“Understanding Market Segments”This discussion begins the teaching/learning process where students begin to understand that marketing and marketers cannot be all things to all people, and there is a need for increasing focus and segmentation.Teaching Objectives∙To appreciate the value of segmenting and targeting markets.∙To comprehend the process through which marketers engage in segmentation.∙To learn about companies/industries making use of segmentation.DiscussionU NDERSTANDING THE I SSUEMarket segmentation is a process based on factual information rather than marketer intuition. The value of market segmentation is obvious. Customers are different and are likely to beattracted to different products throughout various stages in their lifetimes. For an illustration of this concept, consider the automobile industry.Note to the Instructor:To develop this issue, ask students to offer the names of various brands and models (placed on the board). Then, ask them to identify which brands and models are likely to appeal to specific characteristics - age, income, gender, etc. From this illustration, it will become obvious that not all products appeal to everyone on a mass level.The segmentation process involves dividing a market into distinct groups of buyers who might require separate products or marketing mixes, recognizing that all buyers have unique needs and wants. Still, it is usually possible in consumer markets to identify relatively homogeneous portions or segments of the total market according to shared preferences, attitudes, or behaviors that distinguish them from the rest of the market. These segments may require different products and/or separate mixes, and in the contemporary one-to-one marketing approach segmentation is a critical step.T ARGETING AND P OSITIONINGMarket targeting is the follow-up to the segmentation process and is the process of evaluating each market segment’s attractiveness and selecting one or more segments to enter. Given effective market segmentation, the firm must choose which markets to serve and how to serve them. In targeting markets to serve, the firm must consider its resources and objectives in setting strategy.Market positioning is the process of formulating competitive positioning for a product and a detailed marketing mix. The firm must have a plan for how to present the product to the consumer, and the product’s position is defined by how consumers view it on important attributes. The text discusses this concept in detail.The consumer market is often segmented according to variables such as: demographics, psychographics, geographic location, behavior, etc. Major segmentation variables for business markets obviously vary from the consumer market. The important variables here are as follows: ∙Demographics. Industry segmentation focuses on which industries buy the product. Company size can be used. Geographic location may be used to groupbusinesses by proximity.∙Operating Variables. Business markets can be segmented by technology (what customer technologies should we focus on?), user/nonuser status (heavy,medium, light), or customer capabilities (those needing many or few services).∙Purchasing Approaches. Five approaches are possible:o Segment. “Segmentation” can be by pu rchasing function organization (centralized or decentralized).o Power structure. Selecting companies controlled by a functional specialty.o The Nature of Existing Relationships. Current desirable customers or new desirable customers.o General Purchase Policies.Focus on companies that prefer some arrangements over others such as leasing, related support servicecontracts, sealed bids.o Purchasing Criteria. Focus on non-compensatory criteria such as price, service, or quality.In addition, there can be situational factors that influence the business market segmentation effort. Situational segmentation may be based upon urgency (such as quick delivery needs), specific application (specific uses for the product) or size of order (few large or many small accounts).PERSONAL CHARACTERISTICSPersonal comparisons can lead to segmentation by buyer-seller similarity (companies with similar personnel and values), attitudes toward risk (focus on risk-taking or risk-avoiding companies), or loyalty (focus on companies that show high loyalty to their suppliers).There are several steps in the segmentation and target marketing process, but first it is necessary to establish that the market can be segmented. As mentioned in the text, some of the questions a company should answer with regard to determining candidates for segmentation are: ∙Can the market(s) be identified and measured?∙Is the segment large enough to be profitable? Related issue: Is the segment stable and long-term?∙Is the segment reachable?∙Is the segment responsive?∙Is the segment expected not to change quickly?∙Can the segment be protected (protectability)? In other words, can competitors choose to target this segment easily and with a high level of success∙Interaction with other segments? Meaning: Will the different messages received cause confusion about the product among different segments?∙What is the risk with this segment or segmentation action?F INDING “H EALTHY”C USTOMERS IN THE M EDICALI NDUSTRYAs members of its industry begin to understand the mass-market approach is no longer viable, health care providers are moving from a product orientation to a marketing orientation. Market segmentation has become a tool that is widely used by a financially squeezed health care industry. Aiming their marketing efforts at those segments of the market that are likely to prove most profitable helps to conserve their limited resources. Some of the characteristics health care providers use to choose the proper target markets include underlying needs, demographics, and patterns of behavior.Because hospitals maintain detailed information on patients, the information necessary to determine the “typical” patient is available. Through medical and business records, health care marketers have access to usage rates for a predetermined number of years, services received, payment (or nonpayment) history, and, at the simplest level, name and address information.The search for data also can extend to external sources, such as state agencies, trade associations, and syndicated sources. Once the marketer has gathered this data, he or she can begin the process of analyzing it to determine market share for the various lines of health care services.Overlaying demographic with psychographic information allows hospitals to learn about the people who compose the market. By combining this information with its own product line mix, and disease incidence rates, segmentation opportunities become readily apparent. For example, one hospital recently recognized the potential for outpatient substance-abuse counseling services among upscale members of the business community. Although a competitor currently offered an in-patient program, the target group most likely to utilize the service found the in-patient option unappealing for many reasons, one of which was that many potential patients lived in close proximity to the hospital.Based on an understanding of its target market, the marketing-oriented hospital developed an outpatient program and spoke directly to the target audience via promotional efforts in publications and television. A direct mail effort also targeted the businesses where those upscale patients were likely to be found. As a result, the hospital gained significant market share and won the favor of the commu nity. This was no small feat in today’s competitive health care marketplace.S ENIOR C ITIZENS E NJOY S URFING…T HE I NTERNETMany members of the older generation are out to dispel beliefs that they are resistant to new technology. Internet clubs, consisting of members who are in their later years, have been formed all over the United States. The seniors use the Internet to obtain many types of new information, order products, and meet and/or “chat” with other seniors throughout the country.A number of marriages have evolved out of these connections.Smart marketers realize that this segment of the market represents a substantial audience for products advertised via the Internet. Why? One reason is the information explosion. Consider the amount of information that is available on the Internet. In today’s society, few of us in the work force have the leisure time available to spend learning about the power of the Internet. We tend to bookmark the information we need on a regular basis but rarely venture out on extensive “surfing” expeditions. Retired persons do have this kind of time, so when they log on to the Internet, they are likely to stay a while. In addition, many of the people in their golden years have physical limitations that may restrict their mobility. The Internet is an ideal way to stay connected to the outside world and beat the loneliness that may ensue from an inability to venture beyond their home.Note to the Instructor: It is important to note here that when a marketer considers the needs of one segment over all other segments, controversy is likely to ensue. A good way to begin a discussion in this topic area is to ask students for some of the dangers and/or disadvantages that may result from segmenting and targeting markets.III. Background ArticleIssue: Gaining Perspective On Niche Market SegmentsSource: “RTD Coffee: The Little Segment That Could - ConvenienceCorner,” Beverage Aisle, October 15, 2001, p. 48.Ready-to-drink coffee (RTD), the cold, refreshing, bottled offshoot of America’s classic hot morning beverage, has found a home in the convenience channel. An up-and-coming category, RTD coffee generated less than $50 million at retail in 1996, but soared to over $100 million in 1997, driven by Frappuccino from Starbucks/PepsiCo, which still owns most of the category. Today, while the bottled variety represents a tiny fraction of the overall coffee category (3 percent of total coffee sold in grocery, drug, and mass merchandisers combined), an analysis of ACNielsen Convenience Track data shows that the product is selling especially well in convenience stores (c-stores). The convenience channel owns 38 percent of the $175 million segment on a four-channel basis. But while the segment is up just 2.5 percent in grocery, 2.3 percent in dru g, and down over 16 percent in mass, it’s up 9.4 percent in the convenience channel.What accounts for that growth? Part of it may be explained by the product’s appeal to teens and young adults, who prefer to get their caffeine from a cold drink. The product comes in sweet flavors such as mocha and caramel. We know that families with teenagers account for 21 percent of the dollars spent on the bottled coffee category across all channels, whereas they account for just 15.3 percent of the population—for a dollar volume index of 137. Because kids are frequent shoppers in c-stores, they may account for some of the c-store volume.But kids aren’t the only consumer group fueling RTD coffee growth. The product indexes high with households that are affluent (dual-earners, well educated, employed in white-collar professions) and urban, segments that do not traditionally shop in c-stores as much as their counterparts. The result is an opportunity for convenience retailers to attract new customers to their stores at a time when they could certainly use some.Based on an analysis of ACNielsen Homescan consumer panel data, c-stores have experienced a decline in shopping penetration, sliding from 52 percent of the population in 1998 to 48 percent in 2000. Other channels ha ve been chipping away at the convenience channel’s main selling proposition, with grocers installing gas pumps and drug stores and selling more food (earning the moniker “the convenience store for women”), video stores selling candy and soft drinks, and everyplace, from coffee shops to clothing stores, selling mints.Perhaps convenience store operators could use the RTD coffee segment to target more affluent consumers. If the strategy succeeds, it won’t be just the consumers who get a boost from the product.RTD Coffee Sales by Channel $174,617,058 (*)Change from One Year Ag(%)Grocery +2.5Convenience +9.4Drug -16.1(*)Source:ACNielsen Convenience Track, 52 wks ending 8/4/01. Grocery, Drug, Convenience combined.IV. CaseEastman Kodak Co., Funtime FilmHBS Case: 594-111 TN: 5-597-080Teaching PerspectivesThis is a rather short case, and the issues are fairly clear, leaving time for students to undertake in-depth analysis. It could also be used in the pricing module of a marketing management course since the issue of whether to take a price cut your flagship brandinstead of proliferating the line is important. Because of the magnitude of the market issuch that one (1) share point in the market is worth $13 million in gross margin dollarsper year to Kodak, it captures student interest. The profitability of the business declinedby about $80 million during the last five years. Thus, Kodak must “do something” but figuring out a viable plan for stemming the share loss without loss in profitability is a challenge.While Eastman Kodak still maintained a dominant position in the U.S. film market in1993, its share had declined to 70 percent from 76 percent only five years earlier. This erosion was at the hands of Fuji, which held the No. 2 position at 11 percent share, and private label suppliers. Some observers felt the film industry had become morecommodity-like as actual performance differences between brands became insignificant.To deal with this eroding share position, Kodak management prepared to launch a“fighting brand” called Funtime to compete with less expensive rivals. Funtime would involve a vertical product line proliferation strategy whereby Kodak would offer a “good, better, best” selection of films for amateur users. The ca se sets out the market situationand the proposed Funtime strategy. The discussion focuses on diagnosing the source of Kodak’s problems, establishing realistic objectives for the film business going forward, evaluating the Funtime strategy and developing an alternative action plan if the Funtime strategy should fail.The case is designed to:Allow students to ascertain the forces underlying a market’s move tocommodity status producing share pressure on the high priced offerings inthe market.∙Expose studen ts to the “fighting brand” strategy and more generally theissues involved in managing vertical product line proliferation, e.g. “good,better, best” strategies.∙Provide opportunity for quantitative analysis, such as margin calculations and break-even analysis, in assessing marketing strategy.∙Provide a setting in which to analyze the importance of a “brand name” in consumers’ decision making and how that may vary by customer segment,usage occasion and over time.Analysis of the case has four major parts:1.Diagnosis of the reasons for Kodak’s market share loss and assessment of likelydevelopment of the market if Kodak maintained the status quo.2.Specification of what Kodak’s objectives ought to be at this point. This involvespossible trade-offs between market share, profitability and brand equity.3.Evaluation of the general concept of Funtime proposal and its implementationdetails given consumer behavior.4.Consideration of other action plan options such as a price cut on the flagshipGold Plus brand.There are a number of reasons for the market share shift, but they basically all revolve around the idea that the added value that Kodak delivers to consumers, relative to competitors, has declined over time, while Kodak has maintained its 17 percent price premium over Fuji and 30 percent over private label brands. The reasons can be set out along customer, competitor, and company lines. The reason is that customers “tend to view film as a commodity, often buying on price alone. Accordingly, there is a growing body of price-sensitive consumers.”Evaluating the competition in the film category, the competitors are growing and succeeding. Fuji is growing in reputation and acceptance in the U.S. market and Polaroid, a well-known entrant into the conventional film market, is operating at low prices. In addition, private label film is becoming more acceptable and no longer perceived as low quality.Questions:1.Given the urgency of the matter, with every share point costing $13,000,000 in grossmargins, and the digital e ra approaching, what should be the CEO’s objectives for theFuntime Program?2.What is the potential conflict between share, profits and brand equity?3.What are some alternatives to the Funtime program?4.What will be Fuji’s reaction?5.What will be the ultimate impact of the plan on Kodak?。