赢在营销经典实用课件：市场营销管理(北京大学光华管理学院符国群教授).ppt

1市场营销管理市场营销管理Marketing Management符国群教授北京大学光华管理学院2003.2-72我的基本情况学历英国Aston大学管理学博士（1999）武汉大学经济学博士（1997）武汉大学经济学硕士（1986）湘潭大学数学专业学士（1983）3我的基本情况工作经历2000.9北京大学光华管理学院教授、博士生导师19862000.9 武汉大学助教、讲师、副教授、教授，曾任武汉大学工商管理系主任、湖北省人大常委会委员4我的联系方式我的联系方式办公室：光华楼516室（周4上午9：00-11：00），其他时间请预约。办公电话：[phone]Email:5助教联系方式赵冰电话：62762975Email：zhaob_6课程目的与授课方式课程目的与授课方式课程目的了解和掌握基本的市场营销概念和工具发展营销决策技能授课方式课堂讲授与案例分析相结合7教材与参考资料教材与参考资料符国群：市场营销讲义菲力普 科特勒著：营销管理：分析、计划与控制，中国人民大学出版社（本教材是目前各大学最常用的营销教材，但是否购买由你自己决定）。8成绩评定成绩评定小组案例Datril 案例（10%）Calyx&Corolla（10%）上海家化有限公司案例（10%）英国航空公司案例(10%)数量分析（5%）课程报告（15%）课堂表现（10%）期末考试（30%）9课程要求课程要求凡要求学分的学生必须每次签到，缺课两次以上将影响课程成绩。缺课须填写请假条（请假条放在课程网上），并在课前提交；如属特殊情况，应在课后两天内提交。不迟到、不早退；迟到5分钟以上，全班鼓掌欢迎。上课时将手机等电子设备关闭或置于静音状态。10课程要求（续）课程要求（续）积极参加课堂讨论，尊重其他同学的发言。按时、按规定格式提交作业。课堂讨论案例可以由个人或小组准备。书面提交的案例由小组共同完成，但不得与小组外成员讨论。期末考题由个人单独完成。11课程结构课程结构市场营销概念与市场导向界定问题和目标：以4Cs为重心的环境分析（Company、Collaborators、Competitors and Consumers）市场营销战略：市场细分、目标市场和市场定位行动与执行（4Ps）营销后果与社会责任营销研究（Marketing Research）12第一讲第一讲 现代组织中的市场营销现代组织中的市场营销-市场营销及其重要性-企业经营指导思想及其演变-案例分析：定价的困惑13一、市场营销及其重要性一、市场营销及其重要性什么是市场营销？市场营销的核什么是市场营销？市场营销的核心是什么？心是什么？14Definitions of MarketingMarketing is the performance of business activities that direct the flow of goods from producer to consumer or user(AMA,1960)Marketing is the process in a society by which the demand structure for economic goods is anticipated or enlarged and satisfied through the conception,promotion,exchange and physical distribution of goods and services(OSU Marketing Faculty,1965)Marketing is the process of planning and executing the conception,pricing,promotion and distribution of ideas,goods and services to create exchanges that satisfy individual and organizational objectives(AMA,1985)15Definition of MarketingMarketing is a social and managerial process by which individuals and groups obtain what they need and want through creating,offering and exchanging products of value with others(Kotler,1991)16市场营销的三个层次市场营销的三个层次 作为经营哲学的市场营销 作为组织职能的市场营销 作为活动与计划的市场营销17什么不是市场营销什么不是市场营销 麦克风式的营销(Megaphone Marketing)公式化的营销(Formula Marketing)会计式营销(Accountants Marketing)营销部门的营销(Marketing Departments Marketing)18市场营销的功能市场营销的功能 交换功能 物流功能 便利功能市场营销的作用市场营销的作用 缓解生产与消费的矛盾 提供1/4至1/3的社会就业机会 市场营销创造价值19市场营销的价值创造市场营销的价值创造（哥伦比亚玫瑰）（哥伦比亚玫瑰）154.2美分 51.4美分 25.7美分 23.4美分 17.0美分 14.6美分 哥伦比亚 美国 迈阿密 迈阿密到波 波士顿 波士顿 博古塔 阿迈密 经纪人 士顿公路运输 批发商 零售商 2.46.42.325.7102.820二、企业经营指导思想二、企业经营指导思想-生产观念生产观念：认为消费者会接受那些他能买得到且买得起的产品，因此企业经营的重心是提高效率、降低成本。-产品观念产品观念：认为消费者会选择品质好、功能多、有特色的产品，企业经营重心就是不断改进和完善产品。-推销观念推销观念：如果听其自然的话消费者不会足够多的购买企业产品产品，因此企业应强化推销和促销工作。21企业经营指导思想（续）企业经营指导思想（续）-市场营销观念市场营销观念：认为实现组织目标的关键在于即时了解目标市场的需要与欲望，并且以比竞争对手更有效的方式满足这些需要和欲望。-社会市场营销观念社会市场营销观念：认为组织应从有利于提升消费者和整个社会的福利的视角来确定消费者的需要与欲望，并以比竞争对手更有效的方式来满足它们。22市场营销观念与推销观念的比较市场营销观念与推销观念的比较起点 重点 手段 目的工厂 产品 推销 与促销 通过销售来获利 (a)推销观念 市场 顾客需求 整合营销 通过顾客满意来获利 (b)市场营销观念23市场营销观念的重点市场营销观念的重点 -顾客导向顾客导向 (顾客需求、市场细分、差异 化、顾客满意）-长期视野长期视野（关系营销）-整体营销整体营销（职能部门配合、营销机能配 合、支持性文化）-盈利性盈利性 24失去顾客的代价失去顾客的代价 13%的不满顾客会把抱怨转告给12个以 上的人 吸引一位新顾客的成本是保持一位老顾 客成本的5倍 90%的不满意的顾客不再购买你的产品 对不满顾客及时补究，他们中82%-95%的人会继续购买你的产品25 冰山一角来自英国航空公司的调查来自英国航空公司的调查8向顾客部门反映24向公司反映但没有到达顾客关系部68的不满顾客不向公司任何人反映！26关系营销关系营销（Relationship Marketing）创造、维持和强化与顾客及其他利益方长期互惠关系的过程27关系营销（续）关系营销（续）强调顾客保持 关系营销 交易营销强调顾客获取 以功能为基础 以过程为基础 的营销 的营销28交易营销与关系营销交易营销与关系营销交易营销交易营销创造销售短期量度现期交易最大化不重视顾客服务与顾客接触少质量是生产部门的事关系营销关系营销创造顾客长期量度生命期价值最大化重点强调顾客服务与顾客接触频繁质量是公司每个人的事29 采用市场营销观念的动因采用市场营销观念的动因 -销售额下降 -市场增长缓慢 -竞争日益激烈 -市场环境急剧变化 -营销费用增加30接受市场营销观念的障碍接受市场营销观念的障碍 -组织内的抵制 -对营销学习的缓慢 -对营销原则的迅速遗忘31三、案例分析：定价的困惑你认为公司会怎样做？32案例分析：定价的困惑Financial Impact of cutting price$429,000(current price)-22,000(requested price cut,5%)$407,000(new selling price)Assume Standard has a 25%contribution margin(CM)How much would sales have to increase to result in the same dollar contribution?Old CM(25%)-New CM(20%)New CM(20%)X%=25%If the Old CM is 40%then:40%-35%35%X%=14%33案例分析：定价的困惑Financial Impact of Cutting Price$429,000(current price)-390,000(Kakuchi price)$39,000(9%price cut needed to match)Assume Standard has a 25%contribution margin(CM)How much would sales have to increase to result in the same dollar contribution?Old CM(25%)-New CM(16%)New CM(16%)X%=56%If the Old CM is 40%then:40%-31%31%X%=29%34案例分析：定价的困惑你认为公司应怎样作？什么是最重要的目标妨碍实现这一目标的主要障碍是什么？解决方案分析：你提出的方案是什么？为什么这是最好的方案？35本讲总结36 再见！Goodbye第二讲第二讲 市场营销战略市场营销战略符国群教授2003 3.13市场营销战略市场营销战略n n市场营销战略与战术n n市场营销战略：环境分析n n市场营销战略：公司分析n n市场营销战略：竞争者分析一、市场营销战略与战术市场营销战略Company&CollaboratorsCompetitors&CollaboratorsOfferingOfferingCustomers市场营销战术产品 服务 品牌 价格 促销 分销Context市场营销战略与战术战略是做正确的事（Do right thing），战术是正确的作事（Do thing right）。市场营销战略的4个基本问题我们的目标是什么？谁是我们的目标客户？谁是我们的主要竞争者？我们如何取得竞争优势？（定位）市场营销战略的层次公司战略业务单位（SBU）产品、品牌或市场市场营销战略：传统的观点购买者行为市场营销战略竞争优势市场营销战略：传统的观点消费者具有现存的、持久的偏好竞争是满足这些消费者偏好的竞赛竞争优势来自于比竞争对手更好地满足消费者的偏好（即创造超越竞争对手的顾客价值）传统观点的困惑以顾客为中心，意味着企业与竞争对手之间的差异将逐步消失。日益下降的产品毛利和产品失败率。市场营销战略：现代的观点市场营销战略购买者行为竞争优势市场营销战略：现代观点Markets are constantly changing in response to customers and competitors actions Competition is,in part,a battle over that evolution Competitive advantage arises from successfully creating and shaping markets(I.e.,superior value creation)Marketers balance being market driven with being market driving Total BenefitSUPERIOR VALUE CONFIGURATIONS COMPARED TO THE AVERAGE COMPETITORPrice to Customer二、市场营销战略：环境分析Company&CollaboratorsCompetitors&CollaboratorsOfferingOfferingCustomersContext4Cs分析框架行业环境分析：波特5要素分析法行业现有竞争者潜在进入者替代品购买者供应商三、市场营销战略：公司分析公司分析的公司分析的3个层次个层次公司SBUOfferings顾客目标、价值导向、业务组合分析战略资产与核心能力；SWOT分析Offering Value Analysis Assortment Value Analysis Competitive Value Analysis 公司分析：公司目标市场渗透 市场开发产品开发 多角化产品与市场矩阵现有产品新产品现有市场新市场 报酬 稳定 税收 地位 报酬 就业 权力 工作 贷款 满意 公平 支付 生意 管理层 就业不 的延续 政府 员 受歧视 品质 供应商 工 弱 服务 顾客 公司 小团体 价值 社 就业 股东 信 区 环境保护 贷者 红利 利息 资本增值 资本的安全性 投资的安全性 公司利益方和它们的期望 公司目标：失衡与容忍域公司目标：失衡与容忍域股票收益 业务增长 股东价值 环境 品质与 关切程度 服务 员工 风险 激励 市场份额 的减小 失衡域 容忍域公司分析：公司市场导向（Market Discipline）Treacy and Wiersemas disciplines represent three distinct ways of creating value.These disciplines necessarily rest upon different resources/competencies and/or different uses of common resources/competencies.Success is achieved by performing adequately(as defined by the relevant market),on two disciplines and dominating competition on the third discipline.选择何种市场导向？选择何种市场导向？Market leaders pick one of these disciplines and then build their organizations around it in the following ways.Company TraitsDisciplinesOperational ExcellenceSharpen distribution systemand provide no-hassleserviceHas strong,central authorityand a finite level ofempowermentMaintain standard operatingproceduresActs predictably and believes“one size fits all”Product LeadershipNurture ideas,translate theminto products,and market them skillfullyActs in an ad hoc,organic,loosely knit,and ever-changingwayReward individuals innovativecapacity and new productsuccessExperiments and thinks“out-of-the-box”Customer IntimacyProvides solutionsand help customersrun their businessesPushes empowerment closeto customer contactMeasure the cost ofproviding serviceand of maintainingcustomer loyaltyIs flexible and thinks“have it your way”Core businessprocesses that.Structure that.Managementsystems that.Culture that.Source:M.Treacy and F.Wiersema The Discipline of Market Leaders Addison-Wesley:Reading MA,1995BCG业务组合分析法合分析法3?10 x 4x 2x 1.5x 1x 10 x 4x 2x 1.5x 1x 20%-20%-18%-18%-16%-16%-14%-14%-12%-12%-10%-10%-8%-8%-6%-6%-4%-4%-2%-2%-0 0相相对市市场份份额StarsCash cowQuestion marksDogs?5421687.5x .4x .3x .2x .1x .5x .4x .3x .2x .1x 市市场增增长率率GE业务组合分析法合分析法强强强强中中中中弱弱弱弱业务优势业务优势5.005.003.673.672.332.331.001.00小小小小中中中中大大大大液压泵液压泵联轴联轴离合器离合器活动隔板活动隔板航天材料航天材料燃料泵燃料泵安全阀安全阀1.001.002.332.333.673.675.005.00投资投资投资投资/发展发展发展发展选择选择选择选择/获利获利获利获利收获收获收获收获/撤出撤出撤出撤出市市场吸吸引引力力市场吸引力与竞争实力的构成要素市场吸引力与竞争实力的构成要素公司分析：战略性资源公司或品牌形象分销网络供应商网络制造基础设施人力资源顾客管理基础设施顾客群现有产品、专利技术金融资产公司分析：核心能力OperationMarketing infrastructureTechnology（R&D)Product managementService managementBrand management公司分析：SWOT Strengths Weakness Opportunities ThreatsInternal FactorsExternal FactorsFavorable factors Unfavorable factors公司分析：SWOT（Extended)Strengths Weakness Opportunities ThreatsInternal FactorsExternal FactorsFavorable factors Unfavorable factorsCore competencies and strategic asset analysisMarketing environment analysis(4Cs)优势与劣势分析优势与劣势分析(一一)优势与劣势分析优势与劣势分析(二二)三、市场营销战略：竞争者分析三、市场营销战略：竞争者分析识别公司的竞争者识别竞争者的战略与目标评估竞争者的优势与劣势评估竞争者的反应模式选择竞争者以进攻或回避分析竞争者的步骤分析竞争者的步骤识别公司的竞争者识别公司的竞争者同行是冤家 行业观点满足相同消费需要的公司 市场观点五大竞争力量 Porter 的观点谁是我们的竞谁是我们的竞争者？争者？识别公司的竞争者（续）识别公司的竞争者（续）新的进入者或替代品新的进入者或替代品（寻求多样化的公司或拥有新的技能并可应用于本行业的公司）行业竞争行业竞争战略群体战略群体战略群体是在一个特定行业中推行相同战略的一组企业牙膏市场竞争格局牙膏市场竞争格局顾客细分产品细分普通牙膏 含氟牙膏胶体牙膏带状牙膏吸烟者牙膏C&P P&GC&P P&GC&P P&G LeverBeechamC&P P&GC&P P&GC&P P&G LeverBeechamTopolC&P P&GC&P P&GC&P P&G LeverBeechamTopol 儿童/少年 19-35岁 36+识别竞争者的战略识别竞争者的战略联合航空公司和新加坡航空公司战略比较联合航空公司和新加坡航空公司战略比较业务战略营销财务人力资源基于广泛的航线覆盖，在多个市场赢得竞争优势基于独特、优质的服务和溢价，在选择的航线上赢得优势 联合航空公司 新加坡航空公司大量、低价、快速增长大胆、充分利用竞争性的个人激励高价值、高价格有限成长保守、无债务合作性的公司范围激励评估竞争者的优势与劣势评估竞争者的优势与劣势在成功的关键因素上对本企业和竞争者的评价在成功的关键因素上对本企业和竞争者的评价关键因素财务强度研究与开发营销网络快速反应能力本公司竞争者A竞争者B竞争者C识别竞争者的反应模式（一）识别竞争者的反应模式（一）分析竞争者的反应模式，涉及如下问题：竞争者是否满意它现在的位置？竞争者最可能的行动或战略改变是什么？竞争者的薄弱之处在哪里？竞争者何时最可能作出最猛烈也是最顽强的反击？识别竞争者的反应模式（二）识别竞争者的反应模式（二）常见的竞争者反应类型：从容不迫型竞争者选择型竞争者凶猛型竞争者随机型竞争者获得竞争性情报获得竞争性情报从公开出版物获取有关市场和竞争者的信息从新招募的职员和竞争者的职员中获取情报从与竞争者有业务往来的中间商或营销中介那里获取竞争信息通过观察竞争者或分析竞争者的产品来获得信息选择竞争者以进攻或回避选择竞争者以进攻或回避强竞争者与弱竞争者近竞争者与远竞争者“好”竞争者与“坏”竞争者好竞争者的特征好竞争者的特征遵守行业规则对行业增长潜力所提出的设想切合实际制定的价格与成本相符将自己限定在某些细分市场中推动其它企业降低成本或提高差异化支持和维护现有行业结构接受正常市场份额和利润水平如何看待竞争：网络竞争如何看待竞争：网络竞争杜帮（纤维）杜帮（纤维）送货送货 订货订货米利肯（纤维织布）米利肯（纤维织布）送货送货 订货订货莱维（服装）莱维（服装）送货送货 订货订货西尔斯（零售）西尔斯（零售）送货送货 订货订货顾客顾客公司如何看待竞争：协同竞争施乐佳能相对垄断市场佳佳能能与与施施乐乐WANG CASE:Key Pointsn nWANG went into bankruptcy because:WANG went into bankruptcy because:n nit failed to focus on excelling at a single discipline and embedding that it failed to focus on excelling at a single discipline and embedding that discipline in the corporate culturediscipline in the corporate culturen nit neglected its non-focal disciplinesit neglected its non-focal disciplinesn nBankruptcy and the attendant change in leadership provided the opportunity Bankruptcy and the attendant change in leadership provided the opportunity to chart a new course of action that included clarifying the discipline practiced.to chart a new course of action that included clarifying the discipline practiced.At the same time,bankruptcy imposed constraints(time,money)on the At the same time,bankruptcy imposed constraints(time,money)on the selection of a market focus.selection of a market focus.n nWANG leveraged its brand name and customer base when it adopted the WANG leveraged its brand name and customer base when it adopted the customer intimacy discipline.customer intimacy discipline.n nWANG recognized that the market must be WANG recognized that the market must be“signaledsignaled”when a dramatic shift in when a dramatic shift in discipline and market focus occurs and that the change must be discipline and market focus occurs and that the change must be“realreal”.n nIn general,once a firm has developed a culture that supports a particular In general,once a firm has developed a culture that supports a particular discipline,it strives to invest in markets in which practicing the discipline will discipline,it strives to invest in markets in which practicing the discipline will result in a competitive advantage.result in a competitive advantage.WANG Postscriptn n1994 1994 n nFocused on software for re-engineering,customized work flows for clients(2%Focused on software for re-engineering,customized work flows for clients(2%revenue)revenue)n nAcquired Group Bull Inc.,customer service and software divisions(network integration Acquired Group Bull Inc.,customer service and software divisions(network integration and support services 46%of revenue)and support services 46%of revenue)n nContinued to sell proprietary VS mini-computers and related hardware to 13,000 Continued to sell proprietary VS mini-computers and related hardware to 13,000 existing customers(42%revenues,cash cow)existing customers(42%revenues,cash cow)n n19951995n nAuthorized Kodak to sell imaging software under Kodak brandAuthorized Kodak to sell imaging software under Kodak brandn nMicrosoft agreed to use imaging software on Windows NT and Windows 95(logo on Microsoft agreed to use imaging software on Windows NT and Windows 95(logo on splash screen)splash screen)n n19971997n nKodak purchased WANGKodak purchased WANG s software business for$260 million to be operated as a s software business for$260 million to be operated as a separate Kodak subsidiaryseparate Kodak subsidiaryn nFocused on systems integration and outsourcing practice,competing with Vanstar and Focused on systems integration and outsourcing practice,competing with Vanstar and EntexEntexWANG Postscript cont.n n1998-991998-99n nBought Olivetti SpABought Olivetti SpA s computer services to gain greater presence s computer services to gain greater presence worldwide worldwide n nRenamed WANG Global Renamed WANG Global n nMission:Mission:“Plan,deploy,manage,and maintain companiesPlan,deploy,manage,and maintain companies network network and desktop infrastructureand desktop infrastructure”(65%revenue,4th largest)(65%revenue,4th largest)n nFocus is on customer intimacy,favors simple systems(avoided Focus is on customer intimacy,favors simple systems(avoided head-on competition with IBM,EDS)head-on competition with IBM,EDS)n nTucci replaced almost entire top two layers of management,Tucci replaced almost entire top two layers of management,reduced number of layers of management from 7 to 3,and gave reduced number of layers of management from 7 to 3,and gave individuals greater authority&accountabilityindividuals greater authority&accountabilityn nHardware sales,including the occasional minicomputer for one of Hardware sales,including the occasional minicomputer for one of 1000 customers from the old days,still account for 20%revenue1000 customers from the old days,still account for 20%revenuen nTotal revenues of approximately$3+billionTotal revenues of approximately$3+billionWANG Postscript cont.n n20002000n nWang Global merged with Getronics NV of Amsterdam,the Wang Global merged with Getronics NV of Amsterdam,the NetherlandsNetherlandsn nMotivation:Complementary geographic coverage Motivation:Complementary geographic coverage n nThe combined firm generated$5 billion in revenues in 1999 The combined firm generated$5 billion in revenues in 1999 and reported modest growth in 2000and reported modest growth in 2000n nGetronicsGetronics stated goal is to be the leading ICT services provider in stated goal is to be the leading ICT services provider in the e-business world.It is the largest ICT firm in Europe and the e-business world.It is the largest ICT firm in Europe and among the five largest in the worldamong the five largest in the worldn n20022002n nGetronics struggling under heavy debt due to acquisition of Wang Getronics struggling under heavy debt due to acquisition of Wang Global,analysts are concerned and share price is downGlobal,analysts are concerned and share price is downKey Ideas:Disciplines of Market Leadersn nTreacy