市场营销原理PPT的word形式.docx

市场营销原理PPT的WOrd形式 CreatingandCapturingCustomerValue WhatIsMarketing?,UnderstandtheMarketplaceandCustomerNeeds,DesigningaCustomer-DrivenMarketingStrategy,PreparinganIntegratedMarketingPlanandProgram BuildingCustomerRelationships CapturingValuefromCustomers TheChangingMarketingLandscape TopicOutline WhatIsMarketing?Marketingisaprocessbywhichcompaniescreatevalueforcustomersandbuildstrongcustomerrelationshipstocapturevaluefromcustomersinreturn WhatIsMarketing? TheMarketingProcess UnderstandingtheMarketplaceandCustomerNeeds,CustomerNeeds,Wants,andDemands UnderstandingtheMarketplaceandCustomerNeeds Marketofferingsaresomecombinationofproducts,services,information,orexperiencesofferedtoamarkettosatisfyaneedorwant Marketingmyopiaisfocusingonlyonexistingwantsandlosingsightofunderlyingconsumerneeds UnderstandingtheMarketplaceandCustomerNeeds CustomerValueandSatisfaction Expectations UnderstandingtheMarketplaceandCustomerNeedsExchangeistheactofobtainingadesiredobjectfromsomeonebyofferingsomethinginreturn UnderstandingtheMarketplaceandCustomerNeedsMarketsarethesetofactualandpotentialbuyersofaproductDesigningaCustomer-DrivenMarketingStrategyMarketingmanagementistheartandscienceofchoosingtargetmarketsandbuildingprofitablerelationshipswiththem- Whatcustomerswillweserve?- Howcanwebestservethesecustomers?- DesigningaCustomer-DrivenMarketingStrategyMarketsegmentationreferstodividingthemarketsintosegmentsofcustomersTargetmarketingreferstowhichsegmentstogoafter SelectingCustomerstoServe DesigningaCustomer-DrivenMarketingStrategy,ChoosingaValueProposition DesigningaCustomer-DrivenMarketingStrategy MarketingManagementOrientationsDesigningaCustomer-DrivenMarketingStrategyProductionconceptistheideathatconsumerswillfavorproductsthatareavailableorhighlyaffordable MarketingManagementOrientationsDesigningaCustomer-DrivenMarketingStrategyProductconceptistheideathatconsumerswillfavorproductsthatofferthemostquality,performance,andfeatures.Organizationshouldthereforedevoteitsenergytomakingcontinuousproductimprovements. MarketingManagementOrientations DesigningaCustomer-DrivenMarketingStrategySellingconceptistheideathatconsumerswillnotbuyenoughofthefirm'sproductsunlessitundertakesalargescalesellingandpromotioneffort,MarketingManagementOrientations DesigningaCustomer-DrivenMarketingStrategy MarketingManagementOrientations DesigningaCustomer-DrivenMarketingStrategy MarketingManagementOrientations DesigningaCustomer-DrivenMarketingStrategy PreparinganIntegratedMarketingPlanandProgramThemarketingmix:setoftools(fourPs)thefirmusestoimplementitsmarketingstrategy.Itincludesproduct,price,promotion,andplace.Integratedmarketingprogram:comprehensiveplanthatcommunicatesanddeliverstheintendedvaluetochosencustomers. BuildingCustomerRelationships Theoverallprocessofbuildingandmaintainingprofitablecustomerrelationshipsbydeliveringsuperiorcustomervalueandsatisfaction CustomerRelationshipManagement(CRM) BuildingCustomerRelationships RelationshipBuildingBlocks:CustomerValueandSatisfaction BuildingCustomerRelationships CustomerRelationshipLevelsandTools BuildingCustomerRelationships Relatingwithmorecarefullyselectedcustomersusesselectiverelationshipmanagementtotargetfewer;moreprofitablecustomers Relatingmoredeeplyandinteractivelybyincorporatingmoreinteractivetwowayrelationshipsthroughblogs,Websites,onlinecommunitiesandsocialnetworks TheChangingNatureofCustomerRelationships BuildingCustomerRelationshipsCustomer-managedrelationships客户管理关系Marketingrelationshipsinwhichcustomers,empoweredbytoday,snewdigitaltechnologies,interactwithcompaniesandwitheachothertoshapetheirrelationshipswithbrands.,TheChangingNatureofCustomerRelationships BuildingCustomerRelationshipsPartnerrelationshipmanagementinvolvesworkingcloselywithpartnersinothercompanydepartmentsandoutsidethecompanytojointlybringgreatervaluetocustomers BuildingCustomerRelationships Partnersinsidethecompanyiseveryfunctionareainteractingwithcustomers-Electronically-Cross-functionalteams Partnersoutsidethecompanyishowmarketersconnectwiththeirsuppliersxchannelpartners,andcompetitorsbydevelopingpartnerships PartnerRelationshipManagement BuildingCustomerRelationships Supplychainisachannelthatstretchesfromrawmaterialstocomponentstofinalproductstofinalbuyers Supplychainmanagement PartnerRelationshipManagement CapturingValuefromCustomers Customerlifetimevalueisthevalueoftheentirestreamofpurchasesthatthecustomerwouldmakeoveralifetimeofpatronage CreatingCustomerLoyaltyandRetention CapturingValuefromCustomersShareofcustomeristheportionofthecustomer'spurchasingthatacompanygetsinitsproductcategories GrowingShareofCustomerCapturingValuefromCustomersCustomerequityisthetotalcombinedcustomerlifetimevaluesofallofthecompany'scustomers CapturingValuefromCustomers Rightrelationshipswiththerightcustomersinvolvestreatingcustomersasassetsthatneedtobemanagedandmaximized Differenttypesofcustomersrequiredifferentrelationshipmanagementstrategies BuildingCustomerEquity UncertainEconomicEnvironment,Newconsumerfrugality节俭 MarketersfocusonvalueforthecustomerTheChangingMarketingLandscapeUncertainEconomicEnvironment,Newconsumerfrugality MarketersfocusonvalueforthecustomerTheChangingMarketingLandscapeDigitalAge,Peopleareconnectedcontinuouslytopeopleandinformationworldwide,Marketershavegreatnewtoolstocommunicatewithcustomers Internet+mobilecommunicationdevicescreatesenvironmentforonlinemarketingTheChangingMarketingLandscape RapidGlobalization,SustainableMarketing Not-for-ProfitMarketing So,WhatIsMarketing?PullingItAllTogether ChlReview QuestionsandanswersWhichstepofthemarketingprocessletsthecompanyreap获得therewardsofitsstrongcustomerrelationships?1. Buildingcustomerrelationships.2. Understandingthemarketplaceandcustomerneeds.3. Capturingvaluefromcustomers.4. Designingacustomer-drivenmarketingstrategy.Whichstepofthemarketingprocessletsthecompanyreaptherewardsofitsstrongcustomerrelationships?1. Buildingcustomerrelationships.2. Understandingthemarketplaceandcustomerneeds.3. CaPtUrinRValUefromcustomers.4. Designingacustomer-drivenmarketingstrategy,conceptholdsthatconsumerswillfavorproductsthatareavailableandhighlyaffordable.1. Product2. Selling3. Marketing4. Productionconceptholdsthatconsumerswillfavorproductsthatareavailableandhighlyaffordable.1. Product2. Selling3. Marketing4. PrOdIICtiOnWhenbackedbybuyingpower,wantsbecome.1. benefits2. offerings3. needs4. demandsWhenbackedbybuyingpower,wantsbecome.1. benefits2. offerings3. needs4. demandsWhichofthefollowingisaresultoftherecentGreatRecession?1. Reducedregulatoryintervention2. Movetowardfrugality3. Increasedspendingontechnology4. GrowthofsocietalmarketingWhichofthefollowingisaresultoftherecentGreatRecession?1. Reducedregulatoryintervention2. MoVetowardfru/ality3. Increasedspendingontechnology4. GrowthofsocietalmarketingWhichgroupofcustomersarereferredtoaszzbarnacles难以摆脱的人”1. Thosewhoarehighlyloyalbutnotveryprofitable.2. Thosewhoarebothprofitableandloyal.3. Thosewhoarepotentiallyprofitablebutnotloyal.4. Thosewhoshowlowpotentialprofitabilityandlittleprojectedloyalty.Whichgroupofcustomersarereferredtoas“barnacles"?1. ThoSeWhoarehighlyIOValbutnotVerVProfitabIe.2. Thosewhoarebothprofitableandloyal.3. Thosewhoarepotentiallyprofitablebutnotloyal.4. Thosewhoshowlowpotentialprofitabilityandlittleprojectedloyalty.Whatiscustomerequity?1. Thetotalcombinedcustomerlifetimevaluesofallofthecompany,scurrentandpotentialcustomers.2. Thepresentvalueofthefuturecashflowsattributedtothecustomerrelationship.3. Thedifferencebetweenwhatacustomergetsfromaproduct,andwhatheorshehastogiveinordertogetit.4. Customer'sperceivedopinionofaproduct'svaluetohimorher.Whatiscustomerequity?1. ThetotalCombinedCUStOmerIifetimeVSIUeSOfallOfthecompany'sCUrTentandPOtentialcustomers.2. Thepresentvalueofthefuturecashflowsattributedtothecustomerrelationship.3. Thedifferencebetweenwhatacustomergetsfromaproduct,andwhatheorshehastogiveinordertogetit.4. Customer'sperceivedopinionofaproduct'svaluetohimorher.Whichofthefollowingdependsontheproduct/sperceivedperformancerelativetoabuyer'sexpectations?1. Customer-generatedmarketing2. Customer-managedrelationships3. Customer-perceivedvalue4. CustomersatisfactionWhichofthefollowingdependsontheproduct'sperceivedperformancerelativetoabuyer'sexpectations?1. Customer-generatedmarketing2. Customer-managedrelationships3. Customer-perceivedvalue4. CUStOmerSatiSfaCtiOnWhichisthefirststepinthemarketingprocess?1. Designingacustomer-drivenmarketingstrategy.2. Preparinganintegratedmarketingplanandprogram.3. Understandingthemarketplaceandcustomerneeds.4. Buildingcustomerrelationships.Whichisthefirststepinthemarketingprocess?1. Designingacustomer-drivenmarketingstrategy.2. Preparinganintegratedmarketingplanandprogram.3. UnderStandin日themarketplaceandCllStomerneeds.4. Buildingcustomerrelationships.Theconceptquestionswhetherthepuremarketingconceptoverlookspossibleconflictsbetweenconsumershort-runwantsandconsumerlong-runwelfare.1. responsibilitymarketing2. societalmarketing3. selling4. productTheconceptquestionswhetherthepuremarketingconceptoverlookspossibleconflictsbetweenconsumershort-runwantsandconsumerlong-runwelfare.1. responsibilitymarketing2. SoCietalmarketing3. selling4. productWithmatureconsumerismandenvironmentalismmovements,marketersarecalledtodevelop1. consumer-generatedmarketing2. sustainablemarketingpractices3. customer-managedrelationships4. sellingorientedpracticesWithmatureconsumerismandenvironmentalismmovements,marketersarecalledtodevelop1. consumer-generatedmarketing2. SUStainabIemarketingPQCtiCeS3. customer-managedrelationships4. sellingorientedpractices ADDITIONALPROJECTS,ASSIGNMENTS Projects Whyisitimportanttotrulyunderstandthecustomer?Makealistof10"wants”thatyouhave.Whatwouldhavetooccurtomoveeachofthesefrom“wants"to"needs"?(Objective2) Reviewthefivealternativeconceptsunderwhichorganizationsdesignandcarryouttheirmarketingstrategies.Now,takealookatoneoftheautomobiledealershipsinyourtown.Whichoneofthesefiveconceptsdoyoubelievetheyaretypicallyemploying?Why?(Objective3) Thinkofaproductorretailertowhichyouareloyal.Whathascausedthisloyalty?Whatcouldacompetingproduct/retailerdotobreakthisloyalty?(Objective4) SmallGroupAssignments Inyouropinion,isitwisetospendlittleonmediaadvertising,andrelyinsteadmostlyonwordofmouth?Explain. Doyoubelievethatcustomersreallywantlong-termrelationshipswithacompany,ratherthanashort-termshoebargains?Whyorwhynot? Eachgroupshouldthenshareitsfindingswiththeclass. IndividualAssignments Companiesarerealizingthatlosingacustomermeansmorethanlosingasinglesale.Itmeanslosingastreamofrevenuefromthatcustomerovertheirlifetime.RereadthestoryofStewLeonard(underCapturingValuefromCustomers,p.20).(Objective4) Isitpossibletotakehisideaof“thecustomerisalwaysright,ztoofarsothatitbecomesanegativeonthecompany?Whyorwhynot? Think-Pair-Share Considerthefollowingquestions,formulateandanswer;pairwiththestudentonyourright,shareyourthoughtswithoneanother;andrespondtoquestionsfromtheinstructor. Howismarketingdifferentfromselling?(Objective1) Domarketerscreateneeds?(Objective2) WhatisLe×us,valueproposition?(Objective2) Whataretwocompanieswithwhichyouhaveanemotionalbond?Describethatbond.(Objective4)Chapter2CompanyandMarketingStrategy PartneringtoBuildCustomerRelationships CompanyandMarketingStrategy CompanywideStrategicPlanning:DefiningMarketing'sRole DesigningtheBusinessPortfolio PlanningMarketing:PartneringtoBuildCustomerRelationships MarketingStrategyandtheMarketingMix ManagingtheMarketingEffort MeasuringandManagingReturnonMarketingInvestment TopicOutline CompanywideStrategicPlanningStrategicplanningistheprocessofdevelopingandmaintainingastrategicfitbetweentheorganization'sgoalsandcapabilitiesanditschangingmarketingopportunities StrategicPlanning CompanywideStrategicPlanning StepsinStrategicPlanning CompanywideStrategicPlanning Themissionstatementistheorganization'spurpose,whatitwantstoaccomplishinthelargerenvironment Market-orientedmissionstatementdefinesthebusinessintermsofsatisfyingbasiccustomerneeds DefiningaMarket-OrientedMission CompanywideStrategicPlanning SettingCompanyObjectivesandGoals CompanywideStrategicPlanningThebusinessportfolioisthecollectionofbusinessesandproductsthatmakeupthecompanyPortfolioanalysisisamajoractivityinstrategicplanningwherebymanagementevaluatestheproductsandbusinessesthatmakeupthecompany DesigningtheBusinessPortfolio CompanywideStrategicPlanningStrategicbusinessunitscanbe Companydivision Productlinewithinadivision Singleproductorbrand AnalyzingtheCurrentBusinessPortfolio CompanywideStrategicPlanning AnalyzingtheCurrentBusinessPortfolio CompanywideStrategicPlanning: CompanywideStrategicPlanning DifficultyindefiningSBUsandmeasuringmarketshareandgrowth Timeconsuming Expensive Focusoncurrentbusinesses,notfutureplanning ProblemswithMatrixApproaches CompanywideStrategicPlanningProduct/marketexpansiongridisatoolforidentifyingcompanygrowthopportunitiesthroughmarketpenetration,marketdevelopment,productdevelopment,ordiversification DevelopingStrategiesforGrowthandDownsizing CompanywideStrategicPlanning DevelopingStrategiesforGrowthandDownsizingProduct/MarketExpansionGridStrategies CompanywideStrategicPlanningMarketpenetrationisagrowthstrategyincreasingsalestocurrentmarketsegmentswithoutChangingtheproductMarketdevelopmentisagrowthstrategythatidentifiesanddevelopsnewmarketsegmentsforcurrentproducts DevelopingStrategies forGrowthandDownsizing CompanywideStrategicPlanningProductdevelopmentisagrowthstrategythatoffersnewormodifiedproductstoexistingmarketsegmentsDiversificationisagrowthstrategythroughstartinguporacquiringbusinessesoutsidethecompanyzscurrentproductsandmarkets DevelopingStrategies forGrowthandDownsizing CompanywideStrategicPlanningDownsizingisthereductionofthebusinessportfoliobyeliminatingproductsorbusinessunitsthatarenotprofitableorthatnolongerfitthecompany'soverallstrategy DevelopingStrategies forGrowthandDownsizing PlanningMarketing PartneringtoBuildCustomerRelationshipsValuechainisaseriesofdepartmentsthatcarryoutvalue-creatingactivitiestodesign,produce,market,deliver;andsupportafirm,sproducts PlanningMarketing PartneringtoBuildCustomerRelationshipsValuedeliverynetworkismadeupofthecompany,suppliers,distributors,andultimatelycustomerswhopartnerwitheachothertoimproveperformanceoftheentiresystem MarketingStrategyandtheMarketingMix MarketingStrategyandtheMarket