philipkotler marketing Management飛利浦營銷管理

MarketingManagementBasicConceptsWhatisMarketing?Marketingisasocial&managerialprocessbywhichindividuals&groupsobtainwhattheyneed&wantthroughcreating,offering&exchangingproductsofvaluewithothersNeeds,Wants,&DemandsNeeds:

Ahumanneedisastateofdeprivationofsomebasicsatisfaction.Peoplerequirefood,clothing,shelter,safety,belonging&esteem.Thesearenotcreatedbysocietyormarketers.Theyexistintheverytextureofhumanbiology&condition.WantsDesiresforspecificsatisfiersofneeds.Althoughneedsarefew,wantsaremany&arecontinuallyshaped&reshapedbysocialforces&institutions.DemandsWantsforspecificproductsthatarebackedbyanability&willingnesstobuythem.Wantsbecomedemandwhensupportedbypurchasingpower.ProductsGoodsServicesIdeas“Aproductisanythingthatcanbeofferedtosatisfyaneedorawant”

Amarketer’sjobistosellthebenefitsorservicesbuiltintophysicalproducts.MarketsConsistofallthepotentialcustomerssharingaparticularneedorwantwhomightbewilling&abletoengageinexchangetosatisfytheneedorwant.MarketingIsasocial&managerialprocessbywhichindividuals&groupsobtainwhattheyneed&wantthroughcreating,offering,&exchangingproductsofvaluewithothers.MarketingManagementistheprocessofplanning&executingtheconception,pricing,promotion&distributionofideas,goods,&servicestocreateexchangesthatsatisfyindividual&organizationalgoals.RelationshipMarketingThepracticeofbuildinglong-termsatisfyingrelationswithkeyparties–customers,suppliers,distributors–inordertoretaintheirlong-termpreference&business.MarketingConceptHoldsthatthekeytoachievingorganizationalgoalsconsistsofbeingmoreeffectivethancompetitorsinintegratingmarketingactivitiestowarddetermining&satisfyingtheneeds&wantsoftargetmarkets.Sellingvs.Marketing

Sellingfocusesontheneedsoftheseller,marketingontheneedsofthebuyer.Sellingispreoccupiedwiththeseller’sneedtoconverthisproductintocash,marketingwiththeideaofsatisfyingtheneedsofthecustomerbymeansoftheproduct&thewholeclusterofthingsassociatedwithcreating,delivering&finallyconsumingit.Sellingis“push”,Marketingis“pull”.SocietalMarketingSocietalMarketingConceptholdsthattheorganization’staskistodeterminetheneeds,wants&interestsoftargetmarkets&todeliverthedesiredsatisfactionsmoreeffectively&efficientlythancompetitorsinawaythatpreservesorenhancestheconsumer’s&society’swell-being.MarketingMixSetofmarketingtoolsthatthefirmusestopursueitsmarketingobjectivesinthetargetmarket:ProductPricePromotionPlaceAlsoknownasthe4P’sofMarketingProductVarietyQualityDesignFeaturesBrandnamePackagingSizesWarrantiesPriceListpriceDiscountsAllowancesPaymentperiodCredittermsPromotionSalespromotionAdvertisingSalesforcePRDMPlaceChannelsCoverageAssortmentsLocationsInventoryTransport4P’svs.4C’sProduct–Customerneeds/wantsPrice–CosttocustomerPlace–ConveniencePromotion-CommunicationStrategicBusinessUnit(SBU)Itisasinglebusinessorcollectionofrelatedbusinessesthatcanbeplannedseparatelyfromtherestofthecompany.Ithasitsownsetofcompetitors.Ithasamangerwhoisresponsibleforstrategicplanning&profitperformance&whocontrolsmostofthefactorsaffectingprofit.BCGModelGrowth-sharematrixMarketgrowthrateontheverticalaxisindicatestheannualgrowthrateofthemarketinwhichthebusinessoperates.Relativemarketshare(horizontalaxis)referstotheSBU’smarketsharerelativetothatofitslargestcompetitor.Growth-sharematrixisdividedinto4cells,eachindicatingadifferenttypeofbusiness.BCGModelQuestionmarks:Businessesthatoperateinhigh-growthmarketsbuthavelowrelativemarketshares.Mostbusinessesstartoffasquestionmarksasthecompanytriestoenterahigh-growthmarketinwhichthereisalreadyamarketleader.Aquestionmarkrequiresalotofcashbecauseacompanyhastospendalotofmoneyonovertakingtheleader(&hastothinkhardbeforedoingso).

BCGModelStars:Ifthequestionmarkbusinessissuccessful,itbecomesastar.Astaristhemarketleaderinahigh-growthmarket.Astardoesnotnecessarilyproduceapositivecashflowforthecompany.Thecompanymustspendsubstantialfundstokeepupwiththehighmarketgrowth&fightoffcompetitors’attacks.BCGModelCashcows:Whenamarket’sannualgrowthratefallstolessthan10%,thestarbecomesacashcowifitstillhasthelargestrelativemarketshare.Acashcowproducesalotofcashforthecompany.Thecompanydoesnothavetofinancealotofcapacityexpansionbecausethemarket’sgrowthratehassloweddown.Sincethebusinessisthemarketleader,itenjoyseconomyofscale&higherprofitmargins.Companyusescashcowstopaybills&supportotherbusinesses.BCGModelDogs:Businessesthathaveweakmarketsharesinlow-growthmarkets.Theytypicallygeneratelowprofitsorlosses,althoughtheymaygeneratesomecash.Dogsoftenconsumemoremanagementtimethantheyareworth&needtobephaseddownoroutSBUStrategiesBuild:ObjectiveistoincreasetheSBU’smarketshare,evenforgoingshort-termearnings.Appropriateforquestionmarkswhosemarketsharesmustgrowiftheyaretobecomestars.

Hold:ObjectiveistopreserveSBU’smarketshare.Appropriateforstrongcashcowsiftheyaretocontinueyieldingalargepositivecashflow.SBUStrategiesHarvest:ObjectiveistoincreasetheSBU’sshort-termcashflowregardlessoflong-termeffect.Involvesadecisiontoeventuallywithdrawfromabusinessbyimplementingaprogramofcontinuouscostretrenchment.Companyplanstomilkitsbusiness.Hopeistoreducecostsatafasterratethananypotentialdropinsalesthusincreasingcompany’scashflow.Appropriateforweakcashcows.SBUStrategiesDivest:Heretheobjectiveistosellorliquidatethebusinessbecauseresourcescanbebetterusedelsewhere.Appropriatefordogs&questionmarksthataredraggingdowncompany’sprofits.SBUsstartasquestionmarks,becomestars,thencashcows&finallydogs.GEModelEachbusinessisratedintermsofmarketattractiveness&businessstrength.Companiesaresuccessfultotheextentthattheyenterattractivemarkets&possesstherequiredbusinessstrengthstosucceedinthosemarkets.If1ofthefactorsismissing,thebusinesswillnotproduceoutstandingresults(strongcompanyinunattractivemarketorweakcompanyinattractivemarketwillnotdowell).SWOTAnalysisS–StrengthW–WeaknessO–OpportunitiesT–ThreatsRemember-SWareinternal,OTareexternalStrengths/WeaknessesMarketing:CompanyreputationMarketshareProduct/servicequalityPricing/distribution/promotion/salesforceeffectivenessGeographicalcoverage“Corecompetencies”FinanceDeeppocketsCashflowFinancialstability

Manufacturing:EconomiesofscaleLatesttechnologyDedicatedworkforceOrganizationVisionarycapableleadershipDedicatedemployeesEntrepreneurialorientationFlexible/responsiveOpportunitiesAmarketingopportunityisanareaofbuyerneedinwhichacompanycanperformprofitably.Opportunitiescanbeclassifiedaccordingtoattractiveness&successprobability.Company’ssuccessprobabilitydependsonwhetheritsbusinessstrengthsnotonlymatchkeysuccessrequirementsforoperatingintargetmarketbutalsoexceedthoseofcompetitors.ThreatsAchallengeposedbyanunfavorabletrendordevelopmentthatwouldlead,intheabsenceofdefensivemarketingaction,todeteriorationinsalesorprofit.Threatsshouldbeclassifiedaccordingtotheirseriousness&probabilityofoccurrence.Porter’sgenericstrategies3gameplansPorter’sgenericstrategiesOverallcostleadership–businessworkshardtoachievelowestproduction&distributioncostssothatitcanpricelowerthancompetition&winalargemarketshare.Firmspursuingthisstrategymustbegoodatengineering,purchasing,manufacturing&physicaldistribution(theyneedlessmarketingskills).Problemiscompetitionoperatingwithevenlowercosts(e.g.theChineseDragon!).Porter’sgenericstrategiesDifferentiation–businessconcentratesonachievingsuperiorperformanceinanimportantcustomerbenefitareavaluedbyalargepartofthemarket.Sothefirmseekingqualityleadershipmustmakeproductswithbestcomponents,putthemtogetherexpertlyetc.(It’saSony!).Intelinside,idiotoutside!Porter’sgenericstrategiesFocus–businessfocuseson1ormorenarrowmarketsegments,getstoknowthesesegmentsintimately&pursueseithercostleadershipordifferentiationwithinthetargetsegment(nichemarketing).MarketingPlanExecutivesummary&tableofcontents–presentsabriefoverviewoftheproposedplanCurrentmarketingsituation–presentsrelevantbackgrounddataonthemarket,product,competition,distribution¯o-environmentOpportunity&issueanalysis–SWOTObjectives–definestheplan’sfinancial&marketinggoalsintermsofsalesvolume,marketshare&profitsMarketingPlanMarketingstrategy–presentsthebroadmarketingapproachthatwillbeusedtoachievetheplan’sobjectivesActionprograms–presentsthespecialmarketingprogramsdesignedtoachievethebusinessobjectivesProjectedPLstatement–forecaststheplan’sexpectedfinancialoutcomesControls–planmonitoringMarketingInformationSystem(MIS)

MISconsistsofpeople,equipment,&procedurestogather,sort,analyze,evaluate&distributeneeded,timely&accurateinformationtomarketingdecisionmakers.InternalRecordsSystem:Order-to-PaymentCycle–heartofinternalrecordssystem;Salespeople,dealers&customersdispatchorderstofirm.Orderdept.preparesinvoices&sendscopiestovariousdepartments.Shippeditemsareaccompaniedbyshipping&billingdocumentsetc.MarketingInformationSystem(MIS)SalesReportingSystems-marketingmanagersneedup-to-datereportsoftheircurrentsales.Salesrepsnowhaveimmediateaccesstoinformationaboutprospects/customers&cangivetheircompaniesimmediatefeedback&salesreports.MarketingInformationSystem(MIS)MarketingIntelligenceSystem:Setofprocedures&sourcesusedbymanagerstoobtaintheireverydayinformationaboutpertinentdevelopmentsinthemarketingenvironment.Readingbooks,newspapers,tradepublications,talkingtocustomers,suppliers,distributors,talkingwithothermanagers&personnelwithinthecompanyetc.aresomemethodsusedtogatherintelligence.Companytrainssales-force,motivateschannel,purchasesinfo&usesstaffforthispurpose.MarketingInformationSystem(MIS)MarketingResearchSystem:Systematicdesign,collection,analysis&reportingofdata&findingsrelevanttoaspecificmarketingsituationfacingthecompany.

MarketingResearchProcessDefinetheproblem&researchobjectives:Exploratory–togatherpreliminarydatatoshedlightontherealnatureoftheproblem&suggestpossiblesolutions/newideasDescriptive–toascertaincertainmagnitudesCausal–totestacause-and-effectrelationshipDevelopingtheResearchPlanCallsfordecisionsondatasources,researchapproaches,researchinstruments,samplingplan,&contactmethods.Datasources–canbeprimary(gatheredforspecificproject)orsecondary(alreadyexisting).Researchapproaches:Observationalresearch–gatheredbyobservingrelevantsample&settings.DevelopingtheResearchPlanFocus-groupresearch–focusgroupisagatheringof6-10peoplewhoareinvitedtospendafewhourswithaskilledmoderatortodiscussaproduct,serviceetc.Itisausefulexploratorysteptotakebeforedesigningalarge-scalesurvey.Surveyresearch–bestsuitedfordescriptiveresearch,tolearnaboutpeople’sknowledge,beliefs,preferencesetc.DevelopingtheResearchPlanExperimentalresearch–mostscientificallyvalidresearch.Bestsuitedforcausalresearch,callsforselectingmatchedgroupsofsubjects,subjectingthemtodifferenttreatments,controllingextraneousvariables&checkingwhetherobservedresponsedifferencesarestatisticallysignificant.

DevelopingtheResearchPlanResearchinstruments:Questionnaires–Open-endquestionsallowrespondentstoanswerintheirownwords,whileclose-endquestionsprespecifyallpossibleanswers&respondentsmakeachoiceamongthem.Open-endquestionsrevealmorewhileclose-endquestionsprovideanswersthatareeasiertointerpret&tabulate.DevelopingtheResearchPlanMechanicalinstruments–galvanometersmeasurearousal/interestbyexposuretospecificad/picture,tachistoscopeflashesanadrepeatedlytomeasurerecall/specificpointsofinterest,audiometerisattachedtoTVsetstorecordchannelviewing(tocalculateTRPs).DevelopingtheResearchPlanSamplingPlan:Samplingunit–targetpopulationthatwillbesampled.Oncesamplingunitisdetermined,asamplingframemustbedevelopedsothateveryoneinthetargetpopulationhasanequalchanceofbeingsampled.Samplingprocedure–toobtainarepresentativesample,aprobabilitysampleofthepopulationshouldbedrawn.Thisallowscalculationofconfidencelimitsforsamplingerror.Probability&NonprobabilitySamplesProbabilitySample:Simplerandomsample–everymemberhasan=chanceofselectionStratifiedrandomsample–populationdividedintomutuallyexclusivegroups(ageetc.)&randomsamplesdrawnfromeachClustersample–2+samplegroupsdrawnforinterviewNonprobabilitySampleConveniencesample–selectmostaccessiblepopulationJudgmentsample–goodprospectsforaccurateinformationQuotasample–prescribedno.ofpeopleineachofseveralcategoriesDevelopingtheResearchPlanContactmethods:MailquestionnaireTelephoneinterviewingPersonalinterviewing–arranged&intercept.Mostversatilemethod,sinceinterviewercanstudybodylanguagetoo.Butthisisalsothemostexpensive&isalsosubjecttointerviewerbiasordistortion.CollecttheinformationRespondentsmaynotbeathome,mayrefusetocooperate,maygivebiased/dishonestanswers&evensomeinterviewersmaybebiasedordishonest.Technologyhashelpedinmakingthistaskeasier(thankstocomputers&telecom).AnalyzetheinformationResearchertabulatesthedata&developsfrequencydistributions.Averages&measuresofdispersionarecalculatedformajorvariables.Advancedstatisticaltechniquesareappliedtoextractpertinentfindingsfromthecollecteddata.PresentthefindingsResearchershouldnotoverwhelmmanagementwithlotsofnumbers&fancystatisticaltechniques,butshouldpresentmajorfindingsthatarepertinenttothemajormarketingdecisionsfacingmanagement.CharacteristicsofgoodMRScientificmethodResearchcreativityMultiplemethodsInterdependenceofmodels&dataValue&costofinformationHealthyskepticismEthicalmarketingMarketDemandMarketdemandforaproductisthetotalvolumethatwouldbeboughtbyadefinedcustomergroupinadefinedgeographicalareainadefinedtimeperiodinadefinedmarketingenvironmentunderadefinedmarketingprogram.MarketForecast–onlyonelevelofindustryexpenditurewillactuallyoccur.Themarketdemandcorrespondingtothislevelismarketforecast.MarketPotentialThelimitapproachedbymarketdemandasindustrymarketingexpendituresapproachinfinity,foragivenenvironment.CompanyDemand–thecompany’sestimatedshareofmarketdemandatalternativelevelsofcompanymarketingeffort.CompanySalesForecast–expectedlevelofcompanysalesbasedonachosenmarketingplan&anassumedmarketingenvironment.CompanySalesPotentialThesaleslimitapproachedbythecompanydemandascompanymarketingeffortincreasesrelativetocompetitors.Theabsolutelimitofcompanydemandisthemarketpotential.The2would=ifcompanyachieved100%marketshare.SalesQuota–salesgoal(target)setforaproductline,division,orSE.SalesBudget–estimateofexpectedsalesvolume,usedforpurchase,productionetc.EstimatingDemandSurveyofbuyers’intentions–surveysmeasurepurchaseprobabilitybyaskingbuyersquestionslike:Doyouintendtobuyanautomobilewithinthenext6months?Thesesurveysalsoinquireintotheconsumers’present&futurepersonalfinancesetc.Thesedataarethencombinedtoarriveatapurchaseprobabilityscale.EstimatingDemandCompositeofsalesforceopinions–eachsalesrepestimateshowmucheachcurrent&prospectivecustomerwillbuyofeachofcompany’sproducts.Managementthenusesitsjudgmenttomakethenecessarymodifications.Salesforceshouldbetrained&incentivisedforthispurpose.

Expertopinion–obtainingforecastsfromexpertslikedealers,suppliers,consultants,tradeassociationsetc.EstimatingDemandMarkettestmethod–wherebuyersdonotplantheirpurchasescarefullyorexpertsarenotavailable/reliable,directmarkettestisadvisable(esp.inforecastingnew-productsales).Thismethodisalsoknownastestmarketing.PESTAnalysisAnalysisofmacro-environment,ofexternalfactorsusuallybeyondfirm’scontrol(sometimesthreats).Usuallyperformedforcountries.PoliticalAnalysisPoliticalstabilityRiskofinvasionLegalframeworkforcontractenforcementPESTAnalysisIPRprotectionTraderegulations&tariffsAnti-trustlawsPricingregulationsTaxationpolicyWagelegislationMandatoryemployeebenefitsIndustrialsafetyregulationsPESTAnalysisEconomicAnalysisEconomicsystemGovt.interventionComparativeadvantagesExchangerate&stabilityofcurrencyInfrastructurequalityWorkforceskilllevelPESTAnalysisLaborcostsEconomicgrowthrateDiscretionaryincomeUnemploymentrateInflationrateInterestratesBusinesscyclestage(prosperity,recessionetc.)PESTAnalysisSocialAnalysisDemographicsClassstructureEducationCultureAttitudesLeisureinterestsPESTAnalysisTechnologicalAnalysisRecenttechnodevelopmentTechnologyimpactImpactoncoststructureRateoftechnodiffusion(spreadoftechnology)VALSSystemDividesUSadultsinto8groups:HighresourcesActualizers–Successful,sophisticated,active,take-charge.Favorupscale/nicheproducts.Fulfilleds–Mature,satisfied,comfortable.Favordurability,value.Achievers–Successful,career&workoriented.Favorestablished,prestigeproducts.Experiencers–Young,vital,enthusiastic,rebellious.Spendonclothing,fastfood,music,movies.

VALSSystemLowerresourcesBelievers–Conservative,traditional.Favorfamiliarproducts,establishedbrands.

Strivers–Uncertain,insecure,resource-constrained.Favorstylishproductstoemulatesuperiors.VALSSystemMakers–Practical,self-sufficient,family-oriented.Favorpractical,functionalproducts(toolsetc.)Strugglers–Elderly,resigned,passive.LoyaltofavoritebrandsMaslow’sHierarchyofNeedsPhysiologicalneeds(roti/kapda/makaan)Safetyneeds(security)Socialneeds(belonging,love)Esteemneeds(recognition,status)Selfactualization(realization/moksha)Herzberg’sTheoryDissatisfiers–factorsthatcausedissatisfactionSatisfiers–factorsthatcausesatisfactionAbsenceofdissatisfiersisnotenough,satisfiersmustbeactivelypresenttomotivateapurchaseBuyingDecisionProcessBuyingroles:Initiator–personwhofirstsuggeststheideaInfluencer–personwhoseadviceinfluencesthedecisionDecider–personwhodecidesonanycomponentofbuyingdecisionBuyer–personwhomakesactualpurchaseUser–personwhousesorconsumesStagesProblemrecognitionInformationsearchEvaluationofalternativesPurchasedecisionPost-purchasebehaviorBusinessmarkets&businessbuyingbehaviorParticipantsinbusinessbuying:Initiators–thosewhorequestpurchase(usersorothers)Users–thosewhowilluseproductInfluencers–influencebuyingdecision,definespecs,etc.(technicalpersons)Deciders–thosewhodecideonproductrequirements/suppliersBusinessmarkets&businessbuyingbehaviorApprovers–thosewhoauthorizeproposedactionsofbuyersBuyers–peoplewithformalauthoritytoselectsupplier&arrangepurchaseterms(PurchaseManagers)Gatekeepers–thosewhohavethepowertopreventsellers/infofromreachingbuyers(receptionists)Businessmarkets&businessbuyingbehaviorCulturalfactors:France–apologizefornotspeakingFrench!Germany–sticklersfortitlesJapan–flexibleagendaKorea–sensitiveabouttheirJapaneseconnectionLatinAmerica–UseliaisonagentsBusinessmarkets&businessbuyingbehaviorTypesofpurchasingprocesses:Routineproducts–officesuppliesLeverageproducts–highvaluebutlowrisk(pistons)Strategicproducts–highvalue&highrisk(mainframes)Bottleneckproducts–lowvaluebutsomerisk(spares)Businessmarkets&businessbuyingbehaviorStagesinpurchasingprocess:ProblemrecognitionProductspecsSuppliersearchProposalsolicitationSupplierselectionOrder-routinespecsPerformancereview(suppliers)Institutional/Govt.MarketsSchoolsHospitalsPrisonsHotelsCorporatebodiesGovt.organizationsEtc.DealingwithcompetitionPorter’sModel:Threatofintensesegmentrivalry–segmentunattractiveifitcontainsnumerousstrong&aggressivecompetitorsThreatofnewentrants–mostattractivesegmenthashighentry&lowexitbarriersPorter’sModelThreatofsubstituteproducts–segmentunattractivewhenthereareactual/potentialsubstitutesforproduct(placinglimitonprices)Threatofbuyers’growingbargainingpower–segmentunattractiveifbuyerspossessstrongbargainingpowerThreatofsuppliers’growingbargainingpowerDealingwithcompetition-marketleaderExpandingtotalmarket–Newusers–marketpenetration,new-marketsegment,geographicalexpansionNewuses–soap/creamMoreusage-shampooDealingwithcompetition-marketleaderDefendingmarketshare–Positiondefense–makethebrandimpregnable(Heinz)Flankdefense–P&G(Tide)Preemptivedefense–Seikowith2300watchmodels,hasleftnothingtochance!Counteroffensivedefense–Frontal,flankorpincerDealingwithcompetition-marketleaderMobiledefense–througha)broadening(Reliancefrompetrochemicalstopetrol,LPGetc)&b)diversificationintounrelatedindustries(Tata)Contractiondefense–Withdrawingfromnoncoreareas(HLLfromagrovetetc.)Dealingwithcompetition-marketleaderExpandingmarketshare–BestexampleisP&G,thru:CustomerknowledgeProductinnovationQualityLine/Brandextension/MultibrandHeavyadvertising/salespromoAggressivesalesforceetcDealingwithcompetition–marketchallengerFrontalattackFlankattackEncirclementattack–grandoffensiveonseveralfrontsBypassattack–diversifyingintounrelatedproducts/newmarkets/newtechnologiesGuerillawarfare-ShivajiMarketfollowerCounterfeiter–sellsfakelook-alikesCloner–emulateswithslightvariationsImitator–CopieswithslightvariationsAdapter–adaptsfromleader&improvesMarketnicherBeforeyoulookforanicheinthemarket,makesurethereisamarketintheniche.Insteadofbeingafollowerinalargemarket,itissometimesbettertobealeaderinasmallmarketExample–Logitechhasbecomethekingofnichemarketsbymakingeveryvariationofcomputermouse!SegmentationMarketsegmentisagroupofcustomerssharingasimilarsetofwants.Tobeuseful,asegmentmustbe:Measurable-intermsofsize,purchasingpoweretc.Substantial–large/profitableAccessible–canbeeffectivelyreached&servedDifferentiable/ActionableSegmentationSteps:Needs-basedsegmentation–groupcustomersonsimilarneedsSegmentidentification–whichdemographics,lifestyles&usagebehaviormakesegmentactionableSegmentattractiveness–marketgrowth,accessSegmentationSegmentprofitability–determineSegmentpositioning–createavaluepropositionSegmentAcidTest–totestpositioningefficacyMarketing-Mix–4P’sSegmentationGeographic:NationStateRegionCityClimateDensity(urban/rural)

DemographicAge/Familysize/LifecycleEducationIncomeReligion/Race/GenerationNationality/SocialclassGenderOccupationDemographicBabyBoomers–1946-1965GenX–1966-1976GenY–1977-1999YuppiesPuppiesDINKSSINKSSILKSPsychographicLifestyle–culture,sports,outdoor,Page3etcPersonality–introvert,extrovert,compulsive,ambitious,authoritarianetcBehavioralOccasions–regular,specialBenefitsUserstatus–nonuser,regularUsagerate–light,heavyLoyaltystatus–medium,strongReadinessstage–unaware,awareAttitudetowardproduct–positive,indifferentBusinessMarketSegmentationDemographic–industry,companysize,locationOperatingVariables–technology,user/nonuser/customercapabilityPurchasingApproaches–purchasingstyle,powerstructure,existingrelationshipsSituationalFactors–urgency,specificapplication,ordersizePersonalCharacteristics–loyaltyetcTargetingSinglesegmentconcentration–smallcaronlySelectivespecialization–FMchanneltargetingallagegroupswithdifferentprogramsProductspecialization–oneproductsellingtodifferentsegments(paint)Marketspecialization–manyneedsof1group–sellingonlytoschoolsFullmarketcoverage-CokePositioningPresentationonRies&TroutPLCIntroductionGrowthMaturityDeclineMarketingStrategiesIntroductionstage:ThepioneeradvantageThecompetitivecycle–SolesupplierCompetitivepenetrationSharestabilityCommoditycompetitionWithdrawalofcompetitionMarketingStrategiesGrowthstage:ImproveproductqualityAddnewproductsEnternewsegmentsIncreasecoverageLowerpriceMarketingStrategiesMaturitystage:Mostproductsareinmaturitystage!ConvertnonusersEnternewsegmentsWincustomersfromcompetitionModifyproduct(quality/features)Modifythe4P’s(pricecut,newoutlets,salespromo,servicesetc)MarketingStrategiesDeclinestage:Increasethefirm’sinvestmentMaintaininvestmentlevelDecreasetheinvestmentHarvesting(milking)DivestingNewproductdevelopmentIdeageneration–istheideaworthconsidering?Ideascreening–istheproductideacompatiblewithcompanyobjectives,strategies&resources?Conceptdevelopment&testing–canwefindagoodconceptfortheproductthatconsumerswouldtry?Newproductdev