营销核心概念讲义英文

Click to edit Master text styles,Click to edit Master title style,单击此处编辑母版标题样式,单击此处编辑母版文本样式,二级,三级,四级,五级,2019年12月11日星期三4时19分28秒,#,Core Concepts of Marketing,T1,Products(goods,services,and ideas),Value,cost,and satisfaction,Needs,wants,and demands,Exchange and transactions,Relationships and networks,Markets,Marketers and prospects,Fig.1.02,Flow Structure in a Modern Exchange Economy,T2,Government,markets,Manufacturer,markets,Consumer,markets,Intermediary,markets,Resource,markets,Taxes,goods,Money,Money,Services,money,Services,money,Taxes,Taxes,goods,Services,money,Services,Taxes,goods,Goods,services,Goods,services,Resources,Money,Money,Resources,Fig.1.05,Actors and Forces in aModern Marketing System,T3,Environment,Suppliers,Company,(marketer),Marketing,inter-,mediaries,End-user,market,Competitors,Fig.1.06,Selling and MarketingConcepts Contrasted,T4,Factory,Existing,products,Selling and,promotion,Profits through,sales volume,Target,market,Integrated,marketing,Profits through,customer,satisfaction,Customer,needs,Starting,point,Focus,Means,Ends,(b)The marketing concept,(a)The selling concept,Fig.1.07,Evolving Views of Marketings Role,T5a,a.Marketing as an,equal function,b.Marketing as a more,important function,Finance,Production,Marketing,Human,resources,Finance,Human,resources,Marketing,Production,Fig.1.09,Evolving Views of Marketings Role,T5b,Fig.1.09,c.Marketing as the,major function,d.The customer as the,controlling factor,Marketing,Finance,Human,resources,Production,Customer,Human,resources,Finance,Production,Marketing,Evolving Views of Marketings Role,T5c,Fig.1.09,e.The customer as the controlling,function and marketing as the,integrative function,Customer,Marketing,Production,Human,resources,Finance,Determinants of Customer Delivered Value,Product value,Services value,Personnel value,Image value,Monetary cost,Time cost,Energy cost,Total,customer,value,T6,Psychic cost,Total,customer,cost,Customer,delivered,value,T6,Fig.2.01,The Generic Value Chain,Fig.2.03,T7,Primary Activities,Support,Activities,Firm infrastructure,Human resource management,Technology development,Procurement,Inbound,logistics,Outbound,logistics,Marketing,and,sales,Service,Opera-,tions,Margin,Margin,Levi Strauss Value-Delivery Network,T8,Order,Du Pont,(Fibers),Milliken,(Fabric),Levis,(Apparel),Sears,(Retail),Competition is between,networks,not companies.,The winner is the company with the better network.,Fig.2.04,Customer,Order,Order,Order,Delivery,Delivery,Delivery,Delivery,Levels ofRelationship Marketing,T9,Many,customers/,distributors,Medium,number of,customers/,distributors,Few,customers/,distributors,Accountable,Proactive,Partnership,Proactive,Accountable,Reactive,Accountable,Reactive,Basicor,reactive,High,margin,Medium,margin,Low,margin,The ProfitTriangle,T10,Profit,Valuecreation,Competitive advantage,Internal operations,StrategicPlanning,Implementation,andControl Process,T11,Corporate,planning,Division,planning,Business,planning,Product,planning,Organizing,Implementing,Measuring,results,Diagnosing,results,Taking,corrective,action,Planning,Implementation,Control,The BostonConsulting GroupsGrowth-Share Matrix,T12,3,?,10 x4x2x1.5x1x,20%-,18%-,16%-,14%-,12%-,10%-,8%-,6%-,4%-,2%-,0,Market growth rate,Relative marketshare,Stars,Cashcow,Question marks,Dogs,?,?,?,5,4,2,1,6,8,7,Market Attractiveness:Competitive-PositionPortfolioClassification,T13,Strong,Medium,Weak,BUSINESS STRENGTH,MARKET ATTRACTIVENESS,5.00,3.67,2.33,1.00,Low,Medium,High,Hydraulic,pumps,Joints,Clutches,Flexible,diaphragms,Aerospace,fittings,Fuel,pumps,Relief,valve,1.00,2.33,3.67,5.00,Invest/grow,Selectivity/earnings,Harvest/divest,TheStrategic-Planning Gap,T14,Desired,sales,Diversificationgrowth,Integrativegrowth,Intensive growth,Current,portfolio,Sales,Time(years,),Strategic-,planning,gap,10,5,0,Three IntensiveGrowth Strategies:AnsoffsProduct/Market ExpansionGrid,T15,1.Market-,penetration,strategy,(Diversification,strategy),3.Product-,development,strategy,2.Market-,development,strategy,Current,markets,New,markets,Current,products,New,products,OpportunityMatrix,T16a,1,4,2,3,High,Low,High,Low,Attractiveness,SuccessProbability,1.Company developsa more powerfullightingsystem,2.Company developsa deviceformeasuring the energy efficiencyofanylightingsystem,3.Company developsa deviceformeasuring illuminationlevel,4.Company developsa software program to teachlightingfundamentals toTVstudio personnel,Opportunities,Threat Matrix,T16b,1,4,2,3,High,Low,High,Low,Seriousness,Probabilityof Occurrence,1.Competitor develops asuperior lighting system,2.Majorprolonged economicdepression,3.Higher costs,4.Legislation to reducenumberof TV studiolicenses,Threats,TheMcKinsey7-SFramework,Skills,Strategy,Structure,Systems,T17,Shared,values,Staff,Style,Marketing-Mix Strategy,Sales,promotion,Advertising,Sales,force,Public,relations,Direct mail,and,telemarketing,Target,customers,Distri-,bution,channels,Promotion Mix,T19,Company,ProductsServices,Prices,Offer Mix,FactorsInfluencingCompanyMarketingStrate