营销管理科特勒第3版第8章设立定位和应对竞争

Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-,*,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Click to edit Master title style,MARKETING MANAGEMENT IN CHINA,Philip Kotler Kevin Lane Keller Lu Taihong,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Click to edit Master title style,营销管理（中国版）,第,8,章,设立定位和应对竞争,菲利普,科特勒,-,凯文,莱恩,凯勒,-,卢泰宏,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-,2,公司如何选择并有效地传递自己的市场定位？,品牌是如何进行区别的？,营销者如何确定其主要的竞争对手，并分析其战略、目标、优劣势？,公司应将自己定位为市场领导者、挑战者、追随者，还是补缺者？,本章问题,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-,3,制定和传播定位战略,差异化战略,竞争力和竞争者,竞争战略,联合包裹服务公司,小案例：巴宝丽,小案例：英业达,营销在中国：,王老吉的重新定位,创新营销：,埃森哲,营销视野：,游击营销,营销视野：,创新营销的不同策略,营销视野：,蓝海战略,本章案例：百度挑战谷歌,本章问题,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-,4,定位,确定定位，需要通过识别,目标市场,竞争的性质,理想的品牌联想相似点和差异点,来选定参照系。,要确定相应的竞争参照系，营销者必须了解消费者行为以及消费者是如何选择品牌的。,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-,5,定义联想,差异点,消费者所持有的与品牌密切联系的特性或好处，术语正面评价，并且相信其竞争品牌无法与之媲美。,相似点,并非品牌所特有的，而是可能与其他品牌相同的联想。,竞争性的相似点是指用来否定竞争对手的差异点而专门设计的联想。,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-,6,传播类别成员身份,宣传类别的优势,与榜样作比较,依靠产品解说词,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-,7,对于差异点的顾客合意性标准,相关性,有特色,可信性,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-,8,差异点的传递性标准,可行性,可传播,可持续性,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-,9,差异化战略,产品,渠道,品牌形象,人员,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-,10,产品差异化,样式,属性,性能,质量一致性,耐久性,可靠型,可维修性,风格,设计,订单难易度,配送,安装,客户培训,客户咨询,维护,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-,11,分析竞争,公司必须研究竞争者，同时也研究实际和潜在顾客。营销者需要确认竞争者的战略、目标、优势和劣势。应该在顾客监控和竞争者监控上保持一个好的平衡。,一家公司最直接的竞争者是那些寻求满足同样的顾客和需求并提供类似产品的公司。公司必须同时警惕潜在竞争对手，即那些提供新产品或以其他方式满足同一需求的公司。,公司必须采用基于行业和给予市场的分析来确定竞争对手。,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-,12,主要的竞争领域,行业,产品,细分市场,地区,能力,垂直渠道,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-,13,波特的一般战略,总成本领先,差异化,聚焦,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-,14,决定细分市场吸引力结构的五大力量,潜在的新竞争者,（流动性的威胁）,同行业竞争者,(,细分市场内竞争,),替代产品,（替代产品的威胁）,供应商,(,供应能力,),购买者,(,购买能力,),Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-,15,竞争的行业概念,卖方的食量和差异化程度,进入、流动和退出的门槛,成本结构,纵向整合的程度,全球化程度,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-,16,竞争者关键成功因素的顾客评价,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-,17,战略群体,战略群体,A,产品线狭窄,生产成本较低,服务质量高,价格高,战略群体,C,产品线中等,生产成本中等,服务质量中等,价格中等,战略群体,B,产品线全面,生产成本低,服务质量好,价格中等,战略群体,D,产品线广泛,生产成本中等,服务质量低,价格低,高,质量,低,高,低,垂直一体化,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-,18,优势与劣势,市场份额,心理份额,情感份额,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-,19,市场份额、心理份额和情感份额,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-,20,市场领导者,市场领导者在相应的产品市场上拥有最大的市场份额。为了保持统治地位，市场领导者需要寻找扩大总体市场需求的方法，努力保护现有的市场份额，并尽可能提高自己的市场份额。,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-,21,竞争者的扩张计划,个人电脑,工业与商业,教育,个人用户,硬件配件,软件,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-,22,增加销量的方式,吸引非用户,进入新的细分市场,吸引竞争者的顾客,增加消费者的产品使用场合,增加消费者每次使用的量,开发消费者使用产品的新方式,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-,23,六种防御战略,进攻者,3.,先发制人防御,4.,反击防御,防御者,6.,收缩防御,2.,侧翼防御,5.,运动防御,1.,阵地防御,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-,24,其他的竞争战略,市场挑战者,市场,补缺者,市场追随者,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-,25,市场挑战者战略,确定战略目标和对手,选择总体攻击战略,选择具体攻击战略,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-,26,总体攻击战略,正面攻击,包围供给,迂回攻击,侧翼攻击,游击战,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-,27,具体的攻击战略,价格折扣,低价商品,实惠商品,威望商品,产品扩散,产品创新,服务改进,分销创新,降低制造成本,密集广告促销,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-,28,市场追随者战略,造假者,仿制者,模仿者,改造者,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-,29,专业化的补缺角色,最终用户专家,纵向专家,顾客规模专家,特定顾客专家,地理区域专家,产品线专家,定制专家,质量,价格专家,服务专家,渠道专家,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-,30,营销联盟的类型,产品或服务联盟,促销联盟,物流联盟,定价联盟,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-,31,创新营销,创新营销对竞争非常重要。,竞争优势的关键是相关的品牌差异,消费者必须发现一项市场提供品具有独特并有意义之处。,这些差异可以直接基于产品或服务本身，或者诸如人员、渠道或形象的相关的想法。,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-,32,营销讨论,营销视野：,蓝海战略,如何从“红海思维”向“蓝海思维”转变？,营销讨论,营销视野：,游击营销,如何向一个产品类别领导者进攻？,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-,33,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 8-,34,案例讨论,营销在中国：,王老吉的重新定位,创新营销：,埃森哲,本章案例,百度挑战谷歌,