國際市場營銷(第1章講稿)

國際市場營銷(第1章講稿)參考書《營銷管理》【美】菲利普.科特勒著上海人民出版社第11版《市場營銷原理—亞洲版》【美】菲利普.科特勒著機(jī)械工業(yè)出版社第11版《國際市場營銷》【美】達(dá)娜-尼科萊塔.拉斯庫著機(jī)械工業(yè)出版社WhatisMarketing?MarketingDefined:“Marketingisasocialandmanagerialprocessbywhichindividualsandgroupsobtainwhattheyneedandwantthroughcreatingandexchangingvaluewithothers”市場營銷是個人或群體通過創(chuàng)造和交換產(chǎn)品及價值，從而滿足欲望和需要的社會過程和管理過程。Goal1:Definemarketingandthemarketingprocess.Chapter1

IntroductiontotheMarketingChapterObjectives

Whatistheneweconomylike?Whatarethetasksofmarketing?Whatarethemajorconceptsandtoolsofmarketing?Howarecompaniesandmarketersrespondingtothenewchallenges?Whatarecustomervalueandsatisfaction,andhowcancompaniesdeliverthem?Howcancompaniesbothattractandretaincustomers?Howcancompaniesimprovebothcustomerandcompanyprofitability?ⅠDefiningMarketingforthetwenty-firstcentury1.Theneweconomy2.MarketingTask3.TheScopeofMarketing

4.TheDecisionsMarketersMake5.MarketingConceptsandTools6.CompanyOrientationstowardstheMarketplace7.HowBusinessandMarketingarechanging1.TheneweconomyAsubstantialincreaseinbuyingpowerAgreatervarietyofavailablegoodsandservices.Agreatamountofinformationaboutpracticallyanything.Agreatercaseininteractingandplacingandreceivingorders.Anabilitytocomparenotesonproductsandservices.2.MarketingTaskEntrepreneurialmarketingFormulatedmarketing:Coordinatedmarketing3.TheScopeofMarketingMarketingistypicallyseenasthetaskofcreating,promoting,anddeliveringgoodsandservicestoconsumersandbusinessesMarketingpeopleareinvolvedinmarketing10typesofentities:goods,services,experiences,events,persons,places,properties,organizations,information,andidea4.TheDecisionsMarketersMakeThesequestionsvaryinimportanceindifferentmarketplaces.Considerthefollowingfourmarkets:consumer,business,global,andnonprofit.5.MarketingConceptsandToolsWecandistinguishbetweenasocialandamanagerialdefinitionofmarketing.：Hereisasocialdefinitionthatservesourpurpose:Marketingisasocietalprocessbywhichindividualsandgroupsobtainwhattheyneedandwantthroughcreating,offering,and,freelyexchangingproductsandservicesofvaluewithothers.Foramanagerialdefinition,marketinghasoftenbeendescribedas"tileartofsellingproducts"CoremarketingconceptsTARGETMARKETSANDSEGMENTATIONMARKETPLACE,MARKETSPACE,ANDMETAMARKETMARKETERSANDPROSPECTSNEEDS,WANTS,ANDDEMANDSPRODUCTOFFERINGANDBRANDVALUEANDSATISFACYIONRELATIONSHIPSANDNETWORKS

CoremarketingconceptsMARKETINGCHANNELSSUPPLYCHAINCOMPETITIONMARKETINGENVIRONMENTMARKEIINGPROGRAMExchangeandTransactions交換（Exchange)個人和集體通過提供某種東西作為回報，從他人那里取得所需東西的行為自給搶奪乞討都不能成為滿足需要和欲望的普遍方式轉(zhuǎn)讓～低效率滿足需要～犧牲別人的利益滿足需要～也是以一方利益的來犧牲滿足另一方的需要和欲望的～甲將某物給乙，甲并不接受任何實(shí)物作為回報交易(Transactions)交換的最基本單位，指交換過程中付款交貨的環(huán)節(jié)基本方式現(xiàn)金：如以現(xiàn)金或支票購買貨物或服務(wù)非現(xiàn)金：如以物易物6.CompanyOrientationstowardstheMarketplaceProductionconceptProductconceptSellingconceptMarketingconceptSocietalmarketingconcept7.HowBusinessandMarketingarechangingThesemajorforceshavecreatednewbehaviorsandchallenges:Customersincreasinglyexpecthigherqualityandserviceandsomecustomization.Brandmanufacturersarefacingintensecompetitionfromdomesticandforeignbrads,whichisresultinginrisingpromotioncostsandshrinkingprofitmargins.Store-basedretailersaresuffering.Store-basedretailersarefacinggrowingcompetitionfromcataloghouses;direct-mailfirms;newspaper,magazine,andTVdirect-to-customerads;homeshoppingTV;ande-commerceontheinternet.

Companyresponsesandadjustments

ReengineeringOutsourcingE-commerceBenchmarkingAlliancesPartner-suppliersMarket-centeredGlobalandlocalDecentralizedMarketerresponsesandadjustments

Customerrelationshipmarketing:CustomerlifetimevalueCustomershareTargetmarketingCustomizationCustomerdatabaseIntegratedmarketingcommunicationsChannelsaspartnersⅡBuildingCustomerSatisfaction,Value,andRetention1.Thenatureofhigh-performancebusinesses2.Deliveringcustomervalueandsatisfaction3.Attractingandretainingcustomers4.Customerprofitability,companyprofitability,andtotalqualitymanagement1.Thenatureofhigh-performancebusinessesResourcesOrganizationandaligning...HighPerformanceBusinessProcessesByimprovingcriticalbusiness...Stake-holdersSetstrategiestosatisfykey...(1)Stake-holdersTraditionally,mostbusinessesfocusedontheirstockholders.Today'sbusinessesareincreasinglyrecognizingthatunlesstheynurtureotherstakeholders-customers,employees,suppliers,distributors,thebusinessmayneverearnsufficientprofitsforthestockholders.(2)Processes

Acompanycanaccomplishitsstakeholdergoalsonlybymanagingandlinkingworkprocesses.High-performancecompaniesareincreasinglyfocusingontheneedtomanagecorebusinessprocessessuchasnew-productdevelopment,customerattractionandretention,andorderfulfillment.(3)Resources

Manycompaniestodayoutsourcelesscriticalresourcesiftheycanbeobtainedatbetterqualityorlowercost.

(4)OrganizationandOrganizationalculture

Whatexactlyisacorporateculture?"thesharedexperiences,stories,beliefs,andnormsthatcharacterizeanorganization'.2.Deliveringcustomervalueandsatisfaction

Inahypercompetitiveeconomywithincreasinglyrationalbuyers,acompanycanonlywinbycreatinganddeliveringsuperiorvalue.Thisinvolvesthefollowingfivecapabilities:understandingcustomervalue;creatingcustomervalue;deliveringcustomervalue;capturingcustomervalue;andsustainingcustomervalue.MarginMarginTheGenericValueChainPrimaryActivitiesSupportActivitiesProcurementServ-iceTechnologyDevelopmentHumanresourcemanagementFirminfrastructureInboundLogisticsOpera-tionsOut-boundLogisticsMarket-ingandsalesThesecorebusinessprocessesinclude:Themarketsensingprocess;Thenewofferingrealizationprocess:ThecustomeracquisitionprocessThecustomerrelationshipmanagementprocessThefulfillmentmanagementprocess:

Thevalue-deliverynetworkTobesuccessfulafirmalsoneedstolookforcompetitiveadvantagesbeyonditsownoperations,intothevaluechainsofitssuppliers,distributors,andcustomers.Manycompaniestodayhavepartneredwithspecificsuppliersanddistributorstocreateasuperiorvalue-deliverynetwork(alsocalledasupplychain).3.Attractingandretainingcustomers

workingwithpartners--calledpartnerrelationshipmanagement(PRM)developingstrongerbondswiththeircustomers-calledcustomerrelationshipmanagement(CRM).(1)Attractingcustomers

Companiesseekingtoexpandtheirprofitsandsaleshavetospendconsiderabletimeandresourcessearchingfornewcustomers.(2)Computingthecostoflostcustomers

First,thecompanymustdefineandmeasureitsretentionrate.Second,thecompanymustdistinguishthecausesofcustomerattritionandidentifythosethatcanbemanagedbetter.Third,thecompanyneedstoestimatehowmuchprofititloseswhenitlosescustomers.Fourth,thecompanyneedstofigureouthowmuchitwouldcosttoreducethedefectionrate.Finally,nothingbeatslisteningtocustomers.(3)Theneedforcustomerretention

l).Acquiringnewcustomerscancostfivelimesmorethanthecostinvolvedinsatisfyingandretainingcurrentcustomers.2).Theaveragecomplyloses10percentofitscustomerseachyear.3).A5percentreductioninthecustomerdefectionratecanIncreaseprofitsby25percentto85percent,dependingontheindustry.4).ThecustomerprofitratetendstoIncreaseovertilelifeoftheretainedcustomer.(4)Measuringcustomer

lifetimevalueCustomerlifetimevalue(CLV)describesthepresentvalueofthestreamoffutureprofitsexpectedoverthecustomer'slifetimepurchases.twowaystostrengthencustomerretention:Oneistoerecthighswitchingbarriers.Thebetterapproachistodeliverhighcustomersatisfaction.(5)Customerrelationshipmanagement(CRM):thekeyTheaimofcustomerrelationshipmanagement(CRM)istoproducehighcustomerequity.Customerequityisthetotalofthediscountedlifetimevaluesofallofthefirm'scustomers.threedriversofcustomerequity:valueequitybrandequityrelationshipequity(6)Formingstrongcustomerbonds:thebasics

1)Getcross-departmentalparticipationinplanningandmanagingthecustomersatisfactionandretentionprocess.2)IntegratetheVoiceoftheCustomerinallbusinessdecisions.3)Createsuperiorproducts,services,andexperiencesforthetargetmarket.4)Organizeandmakeaccessibleadatabaseofinformationonindividualcustomerneedspreferences,contacts,purchasefrequency,andsatisfaction.5)Makeiteasyforcustomerstoreachappropriatecompanypersonnelandexpresstheirneeds,perceptions,andcomplaints.6)