Recommended
Recommended
More Related Content
Similar to 原文で学ぶコトラーのマーケティング by 出縄＆カンパニー
Similar to 原文で学ぶコトラーのマーケティング by 出縄＆カンパニー (20)
Recently uploaded
Recently uploaded (20)
原文で学ぶコトラーのマーケティング by 出縄＆カンパニー
- 1. Marketing Management -12th Edition- Phillip Kotler and Kevin Lane Keller “Understanding Marketing Management” Chapter 1 Defining Marketing for the 21st Century Chapter 2 Developing Marketing Strategies and Plans
- 2. 2 May 21st, 2014 Instructor: Yoshito Denawa, CPA (Lecturer in Business and Economy at Kaetsu University)
- 3. Marketing Management is the leading marketing text because its content and organization consistently reflect changes in marketing theory and practice. The very first edition of Marketing Management, published in 1967, introduced the concept that companies must be customer-and-market driven. But there was little mention of what have now become fundamental topics such as segmentation, targeting, and positioning. Concepts such as brand equity, customer value analysis, database marketing, e-commerce, value networks, hybrid channels, supply chain management, and integrated marketing communications were not even part of the marketing vocabulary then. :
- 6. FGHI- IJIK2*LM*NO=PDQR#ST#U QRV=W XYWZ![A=A-]^_`ab#56cdef#gShi_ #jklmn#opq_ r
- 8. #z{|_C}qVQR~#€‚@=P[A= JP- consistentlyƒ%„I[ reflectƒ‚, 3
- 9. Marketing is no longer a company department charged with a limited number of tasks – it is a company-wide undertaking. It drives the company’s vision, mission, and strategic planning. Marketing includes decisions like who the company wants as its customers; which needs to satisfy; what products and services to offer; what price to set; what communications to develop. Marketing succeeds only when all departments work together to achieve goals. And the marketing techniques and organization have changed, so has this text. : …†‡ˆ !4‰FŠP34%‹ŒK*=#ŽF+‘ 4’“*+,-34}rQR#” R#•–—ˆF78‚,- ˜™B=š›œˆž!,-34I[ŸF56IAJ- F¡¢ £,¤¥J- W™B=¦§†x”iF¨©‚,J-W™B=cª«ˆF‚,J-W™B=C}qV QRF¬I#®‚,J-34Ž‹Œ¯°±²³´I[µ²[ ¶‚,- ·¸¹º»¼I[#½)…F%¾I- undertakingƒ‘4 4
- 10. What is Marketing? Marketing deals with identifying and meeting human and social needs. One of the shortest definitions of marketing is “meeting needs profitably.” When eBay recognized that people were unable to locate some of the items they desired most and created an online auction clearinghouse or when IKEA noticed that people wanted good furniture at a substantially lower price and created knock-down furniture, they demonstrated marketing savvy and turned a private or social need into a profitable business opportunity. : #ÌÍÎV¿FÏв[Ñ!¼À,K*+,-F Ò…ÓAÔÕ*ˆÖ‚!?#×V¿¼À[ØÙFÚ,KÛ=ÜB-ÌÝÞI[ž@ =AßbàFÏá@!âA,KãäA[#å]båaQRÃÄDSFæ çÚbhb†#ÌÝèÈéêFë~=ìcª*í²[A,Kî¯I[¹æï éêFðPbß#ñF¬òI[ó̆ÎV¿FØÙÚ,” iÆÎÀ[ô£- deal with…ƒÁFmÂB meet needsƒV¿¼À, clearinghouseƒÃÄDS#œÅÆÇ substantiallyƒÈÉ#Êe savvyƒËO 5
- 11. What philosophy should guide a company’s marketing efforts? What relative weights should be given to the interests of the organization, the customers, and society? Very often these interests conflict. The competing concepts under which organizations have conducted marketing activities includes; the production concept, product concept, selling concept, marketing concept, and holistic marketing concept. : 34õ´W™B=ö÷äA[= !,¤¥øÜBJ-34#56# ÎØùWKúûFü?™AøÜBJ-ýþØùIç=…*+,-34 ’“F²,B#áë!=ACDE
- 12. *+,-Ñá #CDE
- 13. #¦§CDE
- 14. # CDE
- 15. #_CDE
- 16. #pir a__CDE
- 19. The production concept is one of the oldest concepts in business. It holds that consumers will prefer products that are widely available and inexpensive. Managers of production oriented businesses concentrate on achieving high production efficiency. This orientation makes sense in developing countries such as China. : CDE
- 20. #Ò…A” i_CDE
- 21. 1á*+,-CDE
- 23. þ# F²#Ci
- 24. F#¦§F ! £,Kö‚,-KÀ##$™B =%¬Ú$*J=P[A,- 7
- 25. The product concept holds that consumers will favor those products that offer the most quality, performance, or innovative features. Managers in these organizations focus on making superior products and improving them over time. However, these managers are sometimes caught up in a love affair with their products. They might commit the “better-mousetrap” fallacy, believing that a better mousetrap will lead people to beat a path to their door. A new product will not necessarily be successful unless the product is priced, distributed, advertised, and sold properly. : ¦§CDE
- 28. l§=,øÜBÀ[IžBø- 67=cª«ˆ# !#89# FI=!?#¾¦§†.è !¦§*+P[…¶‚ ,‡@=A- be caught up in…ƒÁ:#‚, beat a path to…ƒÁ;‚, 8
- 29. The selling concept holds that consumers and businesses, if left alone, will ordinarily not buy enough of the organization’s products. The organi-zation must, therefore, undertake an aggressive selling and promotion effort. The selling concept is epitomized in the thinking of Sergio Zyman, Coca-Cola’s former vice president of marketing: The purpose of marketing is to sell more stuff to more people more often for more money in order to make more profit. The selling concept is practiced most aggressively with unsought goods, goods, that buyers normally do not think of buying, such as insurance, encyclopedias, and funeral plots. However, marketing based on hard selling carries high risks. : CDE
- 32. LMNO#‚=H çPQ#R(‘S#TU=W#VþWøYXB›H=Al§*Ò…YÐÉ ![ A,-;í²,ZF‚,K™(…#[I¦§F ,K¯É=*+,- IJI (ô]^_P¥=pia`B- epitomizeƒÁS|*+, unsoughtƒí²[A=A 9
- 33. Marketing based on hard selling carries high risks.
- 34. : K™B=*#¦§FH !56Ñ!FãA,øÜBABa¨P [A,-ÑI[Àã@=[…#b§I(#cÔAW@I(#þDSdà FeçYø(‚,K=#f:¦§FBøÜB ÀÀ[A,- 10
- 35. !#$%'()*+,-./012 It assumes that customers who are coaxed into buying a product will like it; and that if they do not, they will not return it or bad-mouth it or complain to consumer organizations, or might even buy it again. coax someone into …ing ƒŸJFXø[[Á £,
- 36. The marketing concept emerged in the mid -1950’s. Instead of a product-centered, “make-and-sell” philosophy, business shifted to a consumer-centered, “sense-and-respond” philosophy. Instead of “hunting,” marketing is “gardening.” The job is not to find the right customers for your products, but the right products for your customers. Several scholars have found that companies who embrace the marketing concept achieve superior performance. : _CDE
- 37. #1gh.ij?ž!-” i¦§
- 38. ×;kI[ ,ÛlJ@#56
- 39. ×mnmP[J@¼n,Ûlo0I-×t Û*=×pgVÛ=*+,-[¦§W HIA56FÏá,*=#[ 56W HIA¦§FÏá,q‘ø- _CDE
- 41. :
- 42. $%Ìþ*+,vS_^]rD˜™BÔB- DpwxK!J@…yøÜBÀ@!,-IJIzADpF{ x‚,Kø-zA56FË(áI#|IáI[#¦§†x”i56 }P({B…=(#~(* !,™B‚,K*+,-FAÀ?# sBã=P56*+,¤¥ø-ÑB=!?#¦§†x”iF€š‚,ø*™A-
- 43. €V¿ JI@N+,*+ÜB-ø#zA# õ´F{x ‚,K+,-56FË(IBÀ*# …I=[… ![A™B=#56W HIA¦§ †x”iF¨©‚,#¯‚‚KÜ*+,-#ƒs# 56Y*¦§FVI[!,K*+,-K{#¦§†x”i(†‚A„… Fð(k£?#Ñ!*™A- 12
- 44. Selling , Marketing 3.4.5675895/:;$ Peter Drucker, a leading management theorist, puts it this way. There will always, one can assume, be need for some selling. But the aim of marketing is to make selling superfluous. The aim of marketing is to know and understand the customer so well that the product or service fits him and sells itself. Ideally, marketing should result in a customer who is ready to buy. All that should be needed then is to make the product or service available. superfluous ƒ{wx=
- 45. The holistic marketing concept is based on the development, design, and implementation of marketing programs, processes, and activities that recognizes their breadth and interdependencies. Holistic marketing recognizes that “everything matters” with marketing – and that a broad, integrated perspective is often necessary. Four components of holistic marketing are relationship marketing, integrated marketing, internal marketing and social responsibility marketing. : pira__CDE
- 46. #E@]à#E@Di#’“Ñ! †!‡ëˆ‰ŠF‹OIÚ*#E@]à#E@Di#’“F%¬I« ŒI0‚,KFAB-pira_ÇI[ׂ¤[ú xÛ*+(#‡8z%m+,/ûI[wxøAB‹OæP[A,-pira_ #pQRQrE_#z{|#bSŽw_ #ÎÉAB‘áx’+,- 13 implementationƒ0 breadthƒ‡#“ÏO=W”8 interdependencyƒëˆ‰Š integrateƒz{‚, perspectiveƒÏ
- 47. Relationship marketing has the aim of building mutually satisfying long-term relationship with key partners – customers, suppliers, distributors, and other marketing partners – in order to earn and retain their business. Marketing must not only do customer relationship management(CRM), but also partner relationship management(PRM) as well. The ultimate outcome of relationship marketing is the building of a unique company asset called a marketing network. A marketing network consists of the company and its supporting stakeholders(customers, employees, suppliers, distributors, retailers, ad agencies, university scientists, and others) with whom it has built mutually profitable business relationships. : pQRQrE_zA#mnF%•I–e‚,²7x=Ç—þ –56# ©˜4þ# !4þ#Ñ™š
- 48. Ž – 눡¢AG›É=Ç—F œK*+,-*#DiS_pQRQrE_“CRM”ø* =#š
- 51. sa34Ñ!F À,iaw ¡“56#4¢#©˜4þ# !4þ#£ 4þ#89Î#t¤¥þ#Ñ™”* ![A,-34iaw¡ÍëˆØÙ+,” iÇ—FœA[A,- retainƒ–e‚, ultimateƒ¥Ð 14
- 52. ! One traditional depiction of marketing activities is in terms of the marketing mix, which has been defined as the set of marketing tools the firms uses to pursue its marketing objectives. McCarthy classified these tools into four broad groups, which he called the four Ps of Marketing: Product, Price, Place and Promotion. The particular marketing variables under each P are shown in Figure 1.4. Marketing – mix decisions must be made for influencing the trade channels as well as the final consumers. : ’“¦J@_}raiAB€*§¨ ![¥-K!34 ¯ÉF©í‚,²ªB%«_¬wˆÖ ![A,-r DQ#Ѭw¦§“Product”#cª“Price”# !“place”#E@AQR “Promotion”‘á¥eI#‘á×PÛ®Yø- Ñ!†!P+,ó¯°F±1-4²I-}raiš ›œˆ#mnuv wø*=Òþ…³´FµÀ,²= !=[=@=A- depictionƒ¶· in terms of…ƒÁÔÕ* variableƒ° 15
- 53. ! Figure 1.5 shows the company preparing an offering mix of products, services, and prices, and utilizing a communications mix of advertising, sales promotion, events and experiences, public relations, direct marketing, and personal selling to reach the trade channels and the target customers. The four Ps represent the sellers’ view of the marketing tools available for influencing buyers. From a buyers’ point of view, each marketing tool is designed to deliver a customer benefit. Robert Lauterborn suggested that the sellers’ correspond to the customers’ four Cs. Winning companies will be those that can meet customer needs economically and conveniently and with effective communication. : ±1-5#34¦§#x”i#cª¨©Z}raiF¸¹I#89# º#bh
- 55. #ÌÉ C}qVQR_}rai F’€I[mnuv wF°É56±‚,¼kF²I[A,- ‘áPA³´FµÀ,²Ø€*¥,_¬wF (=J@Ï …*+,-A=J@Ï!?#Ñ!†!_¬w56h ½r
- 57. _]¾S¿ (‘áP56‘áC»¼‚ ,²ÀI[A,-Áþ=,34#ÅØÂXA[56V¿¼À#ÃsÉC }qVQR*¥,34*+ÜB- representƒšÄ‚, correspondƒ%Å‚, 16
- 58. Marketing Mix
- 59. = ? @4A Price Place Promotion One to One Marketing ©2012 Yoshito Denawa All rights reserved. 17 Product BCD @4E Customer Solution Customer Cost Convenience Communication FG,
- 60. HI J/KLM Customized Marketing Segment Marketing Target Marketing
- 61. ! Holistic marketing incorporates internal marketing, ensuring that everyone in the organization embraces appropriate marketing principles, especially senior management. Internal marketing must take place on two levels. At one level, the various marketing functions – sales force, advertising, customer service, product management, marketing research – must work together. At another level, marketing must be embraced by the other departments; they must also “think customer.” Marketing is not a department so much as a company orientation. : pira_#×bSŽw_Û…ž!,#K!¹º ‚¤[Ì#*Æ‹#6Ç=ÈF| £,K*+,- bSŽwÉáÊË+,-1á#Dwi_½Ìi#89#DiS _x”i#¦§
- 62. #_pxu=W¼Ý=Æ'FŠB ‹Œ³´I{P[m(¹ž=!?=@=A-$2#™‹Œ…m(¹ž= !?=@=A-™‹Œ…×56KFÀ,Ûwx+,ø-1‹ Œ*=34Ž*m(¹¤¥K=*+,- 18 incorporateƒƒ{‚, ensureƒÍ‚, embraceƒm(!, take place ƒÎK,
- 63. #
- 64. The cause and effects of marketing clearly extend beyond the company and the consumer to society as a whole. Are companies that do excellent job of satisfying consumer wants necessarily acting in the best long-run interests of consumers and society? The fast-food hamburger industry offers tasty but unhealthy food. The hamburgers have a high fat content, and the restaurants promote fries and pies, two products high in starch and fat. The products are wrapped in convenient packing, which leads to much waste. In satisfying consumer wants, these restaurants may be hurting consumer health and causing environment problem. : ÏsÇ—¨@J3456J@ÎŽž*9Ð…*+,-þ ÞíF¡I[A,,!34#G›É/ûJ@Ï[þ†ÎÒÑØÙI[ A,wâI…ÔÀ=A*=AJ- ½Òi
- 67. ½^ ÙþÞíF¡I[A=@#þÔÕFùIßàáâFn¥ÎKI[A,J…I !=A- extendƒ8, as a wholeƒŽI[ high inƒ“ã”IA starchƒ*YÛY 19
- 68. Discussion 1 Let’s find the other examples of companies that do excellent job of satisfying consumer wants, but are not necessarily acting in the best long-run interests of consumers and society . þ¾Ì¬¼À,’ä@IAq‘FI[A=@#wâI…þÎG›É=Ò ÑØÙI[A,ÔÀ=A341F™+[ôžIåB- K™B=34#W™B=»æF‚¤¥*IåBç McDonald’s has added healthy items like salads to their menu and replaced polystyrene foam sandwich clamshells with paper wraps and lightweight recycled boxes. McDonald’s Corp., which buys 2.5 billion pounds of poultry, beef, and pork a year for its 30,000 restaurants worldwide, ordered its suppliers to eliminate the use of antibiotics that are also given humans, specifically when those drugs are used to make chickens, pigs and, less often cattle, grow faster. The societal marketing concept calls upon marketers to build social and ethical considerations into their marketing practices. : èxb`Sw__CDE
- 69. À?#S#F‚, ÎÉJáéÉ=êëFI=!?=@=A- 20 polystyreneƒiu@w poultryƒì eliminateƒíî‚, antibioticsƒïZÈ
- 70. $ % % Needs, Wants, and Demands Needs are the basic human requirements. People need food, air, water, clothing, and shelter to survive. People also have strong needs for recreation, education, and entertainment. These needs become wants when they are directed to specific objects that might satisfy the need. An American needs food but may want a hamburger. A person in Mauritius needs food but may want a mango, rice and beans. Wants are shaped by one’s society. Demands are wants for specific products backed by an ability to pay. Many people want a Mercedes; only a few are willing and able to buy one. : ×V¿Û#ÌÍ÷½ÉxË*+,-ÌÍ¥,²Öð#ñã#ò#óô#õöF÷ ,øFwx‚,-ap`QR#'ù#úûV¿…ü/*¥=A-KBIV¿ Ñ!F¡‚*ˆZ @!,×ÞíÛ=,-ßpDÌP[ÖðV¿ø#Þí top*+,-ApQviÌP[…ÖðV¿ø#ÞíÝ#ýþ *+,-×xÛ*ˆ¦§»‚,Þí*# A'´I !,-wDgiFÞIA ›BÌIA-IJIBK*¥[#XB‚,Ì#J*+,- 21
- 71. Needs, Wants, and Demands Marketers do not create needs: Needs preexist marketers. Understanding customer needs and wants is not always simple. Some customers have needs of which they are not fully conscious. Consider the customer who says he wants an “inexpensive car.” The marketer must probe further. We can distinguish five types of needs: 1. Stated needs (the customer wants an inexpensive car). 2. Real needs (the customer wants a car whose operating cost, not its initial price, is low). 3. Unstated needs (the customer expect good service from the dealer). 4. Delight needs (the customer would like to dealer to include an onboard navigation system). 5. Secret needs (the customer wants to be seen by friends as a savvy consumer). : SV¿Fð(k‚*=A-V¿S™(…Š‚,*+,- 56V¿†ÞíF|‚,KwâI… *=A-V¿+P[…Ñ!FP¥([ I[A=A56…A,-×A
- 72. ÛÞIAAB56áA[À[ô™B-S56 í²,…F @ IM(k =!?=@=A-V¿áSbEH,K*¥,- 1. !#$%'()*%+, 2. - !#./0*#12340-$%'()*%+, 3. 1% !#56 78-9%: ;'=?@%+, 4. AB- !#56 78
- 73. C;DEF'GH@2+IJ'()*%+, 5. K !#LMN9%O%P'?JQR%, preexistƒaJ@Š‚, consciousƒãäA[A, probeƒ‚, distinguishƒ¯‚,22
- 74. Needs, Wants, and Demands As stated by Carpenter, “Simply giving customer what they want isn’t enough any more – to gain an edge companies must help customers learn what they want.” :” DS¤,™B#×…†56…F¨©‚,ø*Êe*=A-,F ‚,²#3456 FY*A,JF[ ‚,FI=!?=@=AÛ-
- 75. 1. Needs, Wants, Demands
- 76. N.OP/ .,.$NeedsQ9+Wants!2 RWants)Demand%S%.!#$%,T24P895 /:;$ 2. !#$Needs
- 77. $%'(#$)*+ ,-./ edgeƒô 23
- 78. Target Markets, Positioning, and Segmentation A marketer can rarely satisfy everyone in a market. Not every one likes the same cereal, hotel room, restaurant, automobile, college, or movie. Therefore, marketers start by dividing up the market into segment. They identify and profile distinct groups of buyers who might prefer or require varying product and services mixes. The marketer then decides which segments present the greatest opportunity – which are its target markets. For each chosen target market, the firm develops a market offering. The offering is positioned in the minds of the target buyers as delivering some central benefit(s). For example, Volvo develops its cars for buyers to whom automobile safety is a major concern. Volvo, therefore, positions its car as the safest a customer can buy. : S;‚¤[ÌF¡¢ £,Kžâ*¥=A-Ÿ…nQpßw#w‹# i
- 79. ]#[“
- 82. ÒÆÎF… @‚JF ‚,-K!×°É;Û*+,-°É;! !,#34XX; 6I×;¨©ZÛF%¬‚,-¨©Z @J##É=h ½r
- 84. F%¬I[A,-Ѳ*#[
- 85. F;*E…Ž=
- 87. Offering and Brands Companies address needs by putting forth a value proposition, a set benefits they offer to customers to satisfy their needs. The intangible value proposition is made physical by an offering, which can be a combination of products, services, information, and experiences. A brand is an offering from a known source. A brand name such as McDonald’s carries many associations in the minds of people: hamburgers, fun, children, fast food, convenience, and golden arches. These associations make up the brand image. All companies strive to build brand strength – that is, a strong, favorable, and unique brand image. : 34#cd¨#‚=Hç56V¿F¡¢ £,²¨©‚,%«h ½r
- 88. F¨ ‚,K™P[V¿»¼I[A,-'=Acd¨¦§#x”i#ÃÄ#»¹ô {H Pר©ZÛI['FµÀ@!,- ×]^Û#™Ë@!¦(4þ¨©ZFAB-1À?#a^Žw^]^)F*?# çžçAÜAÜ=«+,JÐ-top#ûIA#k©ç#½Òi
- 89. ½^#ÂØ# -.ßu-KBI«]^_b Fð(Ú,*+,-+@/,34#]^ ´#‚=Hç[#žI[#ÑI[0Va=]^b FœKBõ´I[A,- 25 put forthƒ“´=WF”¬ò‚, addressƒÂB propositionƒ¨ intangibleƒ¯ÏÀ=A associationƒ« striveƒõ´‚, favorableƒžIA
- 90. Value and Satisfaction The offering will be successful if it delivers value and satisfaction to the target buyer. Value reflects the perceived tangible and intangible benefits and costs to customers. Value can be seen as primarily a combination of quality, service, and price (qsp), called the “customer value triad.” Value is a central marketing concept. Marketing can be seen as the identification, creation, communication, delivery, and monitoring of customer value. Satisfaction reflects a person’s comparative judgments resulting from a products perceived performance (or outcome) in relation to his or her expectations. : °ÉVþcd¡¢F¨©‚,K*¥!?#Ѩ©Z¶IÔÀ,-×cdÛ Ë !ã'9:ü'h ½r
- 91. 56JJ,Ci
- 93. ##*+,-56cdF*ˆI#2(I#3 ±I#¨©I#AVSp‚,Kø…ÔÀ,-ס¢Û[e›4»I[¦§Ë ! š½Ìi“+,As”WB*+PJF567cI…*+,- perceiveƒ‹O‚, triadƒýáDr
- 94. 26
- 95. Marketing Channel To reach a target market, the marketer use three kinds of marketing channels, communication channels, distributing channels, and service channels. Supply Chain Supply chain describes a long channel stretching from raw materials to components to final products that are carried to final buyers. The supply chain represents a value delivery system. Competition Competition includes all the actual and potential rival offerings and substitutes that buyer might consider. : °É;±‚,²#S#C}qVQR_uv w# !uv w#x”i_ uv w89uv wFØ€‚,- xE]buy#È:ðJ@‹§# @;§ž*Fá=#GAuv wFšÄ‚,- xE]buycd¨©Qià=*+,- =#Vþ56?@»A=(B,#+,ABÉ=={¨©Z†iC§ ‚¤[ž!,- substituteƒiC§ 27
- 96. Here are 14 major shifts in marketing management that smart companies have been making in the 21century. 1. From marketing does the marketing to everyone does the marketing. 2. From organizing by product units to organizing by customer segments. 3. From making everything to buying more goods and services from outside. 4. From using many suppliers to working with fewer suppliers in a “Partnership.” 5. From relying on old market position to uncovering new ones. 6. From emphasizing tangible assets to emphasizing intangible assets. 7. From building brands through advertising to building brands through performance and integrated communications 8. From attracting customers through stores and salespeople to making products available on line. 9. From selling to everyone to trying to be the best firm serving well-defined target markets. 10.From focusing on profitable transactions to focusing on customer lifetime value. 11.From a focus on gaining market share to a focus on building customer share. 12.From being local to being “GLOCAL” – both global and local. 13.From focusing on the financial scorecard to focusing on the marketing scorecard. 14.From focusing on shareholders to focusing on stakeholders. rely onƒ‰Š‚, uncoverƒDAFm, emphasizeƒ‚, well-definedƒ¨ÍˆÖ !28
- 97. '( A key ingredient of the marketing management process is insightful, creative marketing strategies and plans that can guide marketing activities. Developing the right marketing strategy over time requires a blend of discipline and flexibility. Firms must stick to a strategy but must also find new ways to constantly improve it. Marketing strategy also requires a clear understanding of how marketing works. : _
- 98. _E@Di7x=x’#EF´2(GYø •–Œ*+,-Ñ!’“‚l=,-6Ç= •–FG›HP[æ[[A#HIJKFLæ £=!?=@=A-34 •–J@M![=@=A#%*¾IA.ÑNFM‚¤¥*+,-ž# q¹ôF¨Í|I[XK…wx*+,- 29 ingredientƒx’ insightfulƒEF´+, stick to…ƒÁB
- 99. ) '(
- 100. The traditional view of marketing is that the firm makes something and then sells it (Figure 2.1a). Companies that subscribe to this view have the best chance of succeeding in economies marked by goods shortages where consumers are not fussy about quality, features, or style – for example, with basic staple goods in developing markets. The traditional view of the business process, however, will not work in economies where people face abundant choices. : »‚,QRû#34 JFð(#Ñ!F ,AB…*+,-Q RûF,34¶‚,ÍS#AT{¢UI#þ§È#*+#iSbwB, = AÅ*Ò…A-1À?¬VÚ$÷½É=’w§;K!+,- øQ|RûÌÝWG=!XFeáÅ*#Yæ=AøÜB- 30 subscribeƒO‚, markƒ*Pä, fussyƒ£B, A stapleƒ7x§ abundantƒWG=
- 101. ) '(
- 102. Figure 2.1b illustrates the value creation and delivery sequence. The first phrase, choosing the value, represents the “homework” marketing must do before any product exists. The marketing staff must segment the market, select the appropriate market target, and develop the offering’s value positioning. The formula “segmentation, targeting, positioning (STP)” is the essence of strategic marketing. :” ±2.1bcd2(¨©Qa`iF²‚-$1Z[×cd!Û*+(#K!¦§ *¥,a0B¤¥×]âÛ*+,-Š~þ;F^eI# 6Ç=°É;F!I#¦§cdU QRVF%¬I=!?=@=A-^e#°É #U QRV“STP”Dr
- 103. •–Éx*+,- 31
- 104. ) '(
- 105. Once the business unit has chosen the value, the second phase is providing the value. Marketing must determine specific product features, prices, and distribution. The task in the third phase is communicating the value by utilizing the sales forces, sales promotion, advertising, and other communication tools to announce and promote the product. Each of these value phases has cost implications. The value delivery process begins before there is a product and continues while it is being developed and after it becomes available. : $ÉZ[×cd¨©Û*+,-¦§*+#cª# !áA[êÉœˆI=!?=@ =A-$8Z[×cd3±Û*+,-KK*Dwi½Ìi# º#89=WC}q VQR¬wFªP[¦§9ËE@AQRF0B- cd¨©E@Di¦§Š‚,a•ž(#%¬0H![A,Í…#;k_, ™B=P…`y‚,- 32
- 106. ) Michael Porter of Harvard has proposed the value chain as a tool for identifying ways to create more customer value (Figure2.2). The firm’s success depends on how well the various department activities are coordinated to conduct core business processes. The market sensing process The new offering realization process The customer acquisition process The customer relationship management process The fulfillment management process : to^tbwUS#™(¥=56cdF2k‚,NFÏá,¬w I[F¨aI[A,-34¶# žž=‹Œ’“W!øBž«bI[ ×Cß_” i_E@DiÛF0*¥JJJP[A,- ;MËE@Di ¾IA¨©ZêE@Di 56E@Di DiS_pQRQrE_
- 107. _E@Di îcæ
- 108. _E@Di 33
- 109. Traditionally, companies owned and controlled most of the resources that entered their businesses, but this situation is changing. Many companies today outsources less critical resources if they can be obtained at better quality or lower cost. The key, then, is to own and nurture the resources and competencies that make up essence of the business. We can say that a core competency has three characteristics: (1) It is a source of competitive advantage in that it makes a significant contribution to perceived customer benefits, (2) it has applications in a wide variety of markets, and(3) it is difficult for competitors to imitate. : Lž*#34[‘4ÇH,ŸdXYWFøãI#C
- 112. Ë ¥jkI=, d=,-(2)¼€lm‡8#I¼=;!€‚,-(3)=ënoIA- 34 nurtureƒ‘ù[,
- 113. * ) One conception of holistic marketing views it as “integrating the value exploration, value creation, and value delivery activities with the purpose of building long-term, mutually satisfying relationships and co-prosperity among key stakeholders.” The holistic marketing framework (figure 2.3) is designed to address three key management questions: 1. Value Exploration – How can a company identify new value opportunities? 2. Value Creation – How can a company efficiently create more promising new 35 value offering? 3. Value Delivery – How can a company use its capabilities and infrastructure to deliver the new value offerings more efficiently? : pira_1ápö#×úx=iaw¡ÍG›É*ëˆ ¡¢*¥,pQRQrEFœ¥#…Kq‚,KF¯É#cdFM¥I#2(I#¨© ‚,’“Fz{‚,ÛAB…*+,-pira_r¹ô#8áúx=
- 114. sám(¹™B«Œ ![A,- 1tcdM¥u34WB‚!?¾IAcdÆÎFÏk£,J- Étcd2(u34WB‚!?™(ã=¾IAcd¨©ZFÃS™2(*¥,J- 8tcd¨©u34[bš”pb½]i
- 116. To understand marketing management, we must understand strategic planning. Most large companies consist of four organization levels: the corporate level, the division level, the business unit level, and the product level. Corporate headquarters is responsible for designing a corporate strategic plan. It makes decisions on the amount of resources to allocate to each division as well as on which businesses to start or eliminate. Each division establishes a plan covering the allocation of funds to each business unit. Each business unit develops a strategic plan to carry that business unit into profitable future. Finally each product level (product line, brand) within a business unit develops a marketing plan for achieving its objectives in its product market. The marketing plan is the central instrument for directing and coordinating the marketing effort. :
- 117. F|‚,²#•–ŒF|I[XJ=!?=@=A-I 34‘Ṻhwu34hw#‘4‹hw#‘4 hw#¦§hwu* ![A,-34½‹q‘#34•–ŒF—ˆ‚,K*+,-áž(W‘4Fv çÚ#W‘4F†²,J#w‘4‹W!øŸdFêe‚,JFœˆ‚,-w‘4 ‹#w‘4 €Ÿ.x~F²ŒF—ˆ‚,-w‘4 #ØÙFôk£, ™B‚,²•–ŒF—ˆ‚,-Ò#‘4 w¦§hw“¦§]b#] ^”#¦§;*¯ÉF±‚,²ŒF—ˆ‚,-
- 118. #õ´ F²Iy‚,²##É=¬w*+,- 36 allocateƒêe‚, instrumentƒzê