营销管理中国版_ppt_第14章.ppt

Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 14-,*,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Click to edit Master title style,营销管理（中国版）,第,14,章,零售管理、批发和物流,菲利普,科特勒,-,凯文,莱恩,凯勒,-,卢泰宏,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 14-,2,本章问题,营销中间商的主要类别有哪些？,这些营销中间商需要作哪些营销决策？,零售、批发和物流领域的主要发展趋势是什么？,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 14-,3,本章内容,零售,批发,市场物流,飒拉,小案例：,Trader Joes,小案例：耐克,创新营销：,塔吉特,创新营销：,台湾,7-11,便利店,创新营销：,乐购,营销在中国：,沃尔玛和家乐福在中国,本章案例：国美,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 14-,4,新的零售环境,自由品牌的发展,新的零售形式和组合形式,不同零售形式之间的竞争日趋激烈,记性零售商的增长，中档市场零售商的衰落,科技的投资日渐增多,主要零售商的全球扩张,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 14-,5,主要的零售店类型,专业商店,百货商店,超级市场,便利店,折扣店,折价零售店,超级商店,目录商店,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 14-,6,零售服务的水平自助服务,自选零售,有限服务,完全服务,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 14-,7,零售定位图,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 14-,8,无店铺零售商,直销,购物服务,自动售货机,直复营销,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 14-,9,零售组织,零售组织能实现多种规模经济性，如更强的购买力、更高的品牌认可，以及训练更为有素的员工。,零售合作的主要类型包括合作连锁店、自愿连锁店、零售合作社、消费者合作社、特许经营组织，以及商业集团。,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 14-,10,特许经营的特征,特许者拥有商标或服务标记，并将其授予特许加盟者使用，以赚取特许使用金。,特许加盟者出花钱以成为该系统中一员。,特许者向特许加盟者提供业务经营系统。,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 14-,11,零售商的营销决策目标市场,产品品种,采购,价格,服务,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 14-,12,零售商的服务决策,店铺氛围,商店活动,传播,店址,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 14-,13,零售商品类管理,确定品类,确定角色,设置目标,选择受众,执行计划,制定策略,绩效评估,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 14-14,零售商服务组合,售前服务,售后服务,辅助服务,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 14-,15,选址决策,中心商业区,地区购物中心,社区购物中心,商业街,大型商场或建筑物,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 14-,16,批发商的职能,销售和促销,采购和置办多种商品,分装,仓储,运输,融资,风险承担,市场信息,管理服务和建议,相对于制造商，零售商履行这些职能的效果,更好，且成本更低。,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 14-,17,批发商的主要类型,商业批发商,完全服务批发商,有限服务批发商,经纪人和代理人,制造商,专业批发商,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 14-,18,市场物流计划,确定公司对其顾客的价值主张,决定最好的渠道设计和网络战略,制定优越的运作方案,执行方案,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 14-,19,市场物流,销售预测,配送安排,生产计划,产成品的存货决策,包装,内部仓库,发货室处理,现场仓库,顾客送货与服务,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 14-,20,市场物流决策,如何处理订单？,仓库地址应在哪？,应持有多少存货？,如何装运货物？,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 14-,21,确定最佳订货量,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 14-,22,交通因素,速度,频率,可靠型,装载量,可用性,可追踪性,成本,物流效率的重大成就来自于信息技术的进步。,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 14-,23,营销讨论,店铺零售,对阵,无店铺零售,制造商应随心所欲地销售自有品牌，并将其作为收入的来源。,对阵,全国性的制造商不应该涉足自有品牌。,案例讨论,飒拉,创新营销：,塔吉特,创新营销：,台湾,7-11,便利店,创新营销：,乐购,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 14-,24,案例讨论,营销在中国：,沃尔玛和家乐福在中国,本章案例：国美,Copyright 2009 Pearson Education,Inc.Publishing as Prentice Hall 14-,25,