MARKETING MANAGEMENT
College of Economics & Trade,NAU
Xiangyang Chang
Sep,2004
Structure of the textbook
Part 1 understanding marketing management
Part 2 analyzing marketing opportunities
Part 3 developing marketing strategies
Part 4 making marketing decisions
Part 5 managing and delivering marketing programs
PART 1
Understanding Marketing Management
Marketing in the Twenty-First Century
Building Customer Satisfaction,Value,and
Retention
Winning Markets,Market-Oriented Strategic
Planning
Ch.1 Marketing in the Twenty-First Century
21世纪的营销
Marketing Tasks
Marketing Concepts and Tools
Company Orientations Toward the Marketplace
How Business and Marketing Are Changing
Marketing Tasks 市场营销的任务
The scope of marketing
A broadened view of marketing tasks
The decisions marketers make
The scope of marketing
市场营销的范围 (P3)
In fact,marketing people are involved in marketing 10
types of entities,
- Goods 商品 - Places 地点
- Services 服务 - Properties 财产权
- Experiences 经历 - Organizations 组织
- Events 事件 - Information 信息
- Persons 个人 - Ideas 观念
A broadened view of marketing tasks
对营销任务的一个更拓宽的观点 (P5)
Demand states and marketing tasks:
? Negative demand (负需求 ), to analyze why the market
dislikes the product and whether a marketing program
consisting of product redesign,lower prices,and more positive
promotion can change beliefs and attitudes.
? No demand (无需求 ),to find ways to connect the benefits of
the product with the person’s natural needs and interests.
? Latent demand (潜在需求 ),to measure the size of the
potential market and develop goods and services to satisfy the
demand.
A broadened view of marketing tasks
对营销任务的一个更拓宽的观点
? Declining demand (下降需求 ),to reverse declining demand
through creative remarketing.
? Irregular demand (不规则需求 ),to find ways to alter the
pattern of demand through flexible pricing,promotion,and other
incentives,(Synchromarketing)
? Full demand (充分需求 ),to maintain the current level of
demand in the face of changing consumer preferences and
increasing competition.
A broadened view of marketing tasks
对营销任务的一个更拓宽的观点
? Overfull demand（ 超饱和需求 ）, to discourage overall
demand and takes such steps as raising prices and reducing
promotion and service,(demarketing)
? Unwholesome demand（ 不健康需求 ）, to get people
who like unwholesome product to give it up.
The decisions marketers make
营销人员要作出的决策
Consumer markets 消费者市场
Business markets 企业市场
Global markets 全球市场
Nonprofit and government markets 非营利和政府市场
Marketing Concepts and Tools
营销观念与工具
Defining marketing
Core marketing concepts
Defining marketing 定义营销 (P8)
Marketing (management) is the process of planning and
executing the conception,pricing,promotion,and
distribution of ideas,goods,services to create exchanges
that satisfy individual and organizational goals.
American Marketing Association
Definitions of marketing
‘ Marketing is the management process that identifies,anticipates and
satisfies customer requirements profitably’
-The Chartered Institute of Marketing
‘ The right product,in the right place,at the right time,and at the right
price’
-Adcock et al
‘ Marketing is the human activity directed at satisfying human needs and
wants through an exchange process’
-Kotler 1980
‘ Marketing is a social and managerial process by which individuals and
groups obtain what they want and need through creating,offering and
exchanging products of value with others’
-Kotler 1991
Core marketing concepts 核心营销观念
Target markets and segmentation 目标市场与细分 P8
Marketers and prospects 营销者和预期顾客 P11
Needs,wants,and demands 需要、欲望和需求 P11
Product or offering 产品或供应品 P11
Value and satisfaction 价值与满意 P11
Exchange and transactions 交换和交易 P11
Relationships and networks 关系和网络 P13
Marketing channels 营销渠道 P13
Supply chain 供应链 P13
Competition 竞争 P14
Marketing environment 营销环境 P15
Marketing mix 营销组合 P15
Company Orientations Toward the Marketplace
公司对待市场的导向
The production concept
The product concept
The selling concept
The marketing concept
The societal concept
The production concept 生产观念 (P17)
The production concept holds that consumers will prefer
products that are widely available and inexpensive.
Managers of production-oriented businesses concentrate
on achieving high production efficiency,low cost,and
mass distribution.
It is used in developing countries or when a company
wants to expand the market.
The product concept 产品观念 (17)
The product concept holds that consumers will favor
those products that offer the most quality,performance,
or innovative features.
Managers in product-oriented organizations focus on
making superior products and improving them over
time.
The selling concept 推销观念 (P18)
The selling concept holds that consumers and
business,if left alone,will ordinarily not buy enough of
the organization’s products,The organization must,
therefore,undertake an aggressive selling and
promotion effort.
The marketing concept 营销观念 (P19)
The marketing concept holds that the key to achieving its
organizational goal consists of the company being more effective
than competitions in creating,delivering,and communicating
customer value to its chosen target markets.
The marketing concept rests on four pillars:
? Target market
? Customer needs
? Integrated marketing 整合营销
? Profitability 盈利能力
The societal marketing concept
社会营销观念 (P25)
The societal marketing concept holds that the
organization’s task is to determine the needs,wants,
and interests of target markets and to deliver the
desired satisfaction more effectively and efficiently
than competitors in a way that preserve or enhances
the consumer’s and the society’s well-being.
How Business and Marketing Are Changing
商业和营销在如何变化
Company responses and adjustments
Marketer responses and adjustments
Company responses and adjustments
公司反应和调整 (P27)
Reengineering 重组
Outsourcing 利用外部资源
E-commerce 电子商务
Benchmarking 定点超越
Alliances 结盟
Partner-suppliers 伙伴式供应商
Market-centered 市场集中化
Global and local 全球化和本地化
Decentralized 分散化
Marketer responses and adjustments
营销人员的反应和调整 (P27)
Relationship marketing 关系营销
Customer lifetime value 顾客寿命价值
Customer share 顾客份额
Target marketing 目标营销
Individualization 个性化
Customer database 顾客数据库
Integrated marketing communications 整合营销传播
Channels as partner 像合作伙伴一样的渠道
Every employee a marketer 所有的员工都是营销人员
Model-based decision making 模型基础下的决策方案
Ch2,Building Customer Satisfaction,
Value,and Retention
建立 顾 客 满 意、价 值 和 关 系
Defining Customer Value and Satisfaction
The Nature of High-Performance Business
Delivering Customer Value and Satisfaction
Attracting and Retaining Customers
Customer Profitability,The Ultimate Test
Implementing Total Quality Management
Defining Customer Value and Satisfaction
定 义顾 客价 值 和 满 意 (P34)
Customer value
Customer delivered value
=Total customer value – Total customer cost
幻灯片 6
Customer satisfaction
Customer delivered value
Total customer value Total customer cost
Monetary cost
Time cost
Energy cost
Psychic cost
Product value
Service value
Personnel value
Image value
Determinants of customer delivered value （ P35）
顾客让渡价值的决定因素
Tools for Tracking and Measuring
Customer Satisfaction (P38)
顾客满意追踪调查和度量的方法
Complaint and suggestion system
投诉和建议制度
Customer satisfaction survey
顾客满意调查
Ghost shopping
佯装购物者
Lost customer analysis
分析流失的顾客
The Nature of High-Performance Business
高 绩 效 业务 的性 质
Stakeholders
Processes
Resources
Organization and organizational culture
Resources Organization
Processes
Stakeholders
The High Performance Business (P40)
Stakeholders 利益关系方
Stakeholders 股东
Customers 顾客
Employees 员工
Suppliers 供应商
Distributors 分销商
Delivering Customer Value and Satisfaction
让 渡 顾 客价 值 和 满 意
Value chain
Value-delivery network
Attracting and Retaining Customers
吸引和 维 系 顾 客
Attracting customers
Computing the cost of lost customers
The need for customers retention
Relationship marketing,the key
Adding structural ties
Ch3,Winning Markets,
Market-Oriented Strategic Planning
赢得市场：市场导向的战略计划
Corporate and Division Strategic Planning
Business Strategic Planning
The Marketing Process
Product Planning,the Nature and Contents of a
Marketing Plan
Marketing Planning for the Twenty-First Century
Winning Markets,Market-Oriented
Strategic Planning
Marketing-oriented strategic planning (市场导向的战略
计划 ) is the managerial process of developing and
maintaining a viable fit between the
organization’s objectives,skills,and resources
and its changing market opportunities,The aim
of strategic planning is to shape the company’s
businesses and products so that they yield target
profit and growth.
Winning Markets,Market-Oriented
Strategic Planning (P64)
Most large companies consist of four
organizational levels:
? Corporate level (公司层 ) – Corporate strategic plan
? Division level (部门层 ) – Division plan
? Business unit level (业务层 ) – Business unit
strategic plan
? Product level (产品层 ) – Marketing plan
Winning Markets,Market-Oriented
Strategic Planning (P64)
The marketing plan operates at two levels:
? Strategic marketing plan (战略营销计划 )
? Tactical marketing plan (战术营销计划 )
The strategic-planning,implementation,
and control process (P65)
Corporate planning
Division planning
Business planning
Product planning
Organizing
Implementing
Measuring results
Diagnosing results
Taking corrective
action
Planning Implementing Controlling
Corporate and Division Strategic Planning
公司和部门的战略计划
Defining the Corporate Mission
Establishing Strategic Business Units
Assigning Resources to Each SBU
Planning New Business,Downsizing Older
Businesses
Defining the Corporate Mission
定义公司使命 (P65)
Mission statements (使命说明书 )
Good mission statements have three major
characteristics.
? They focus on a limited number of goals.
? Mission statements stress the major policies and
values that the company wants to honor.
? They define the major competitive scope within
which the company will operate.
Defining the Corporate Mission
Competitive scope:
? Industry scope (行业范围 )
? Products and application scope (产品与应用范围 )
? Competence scope (能力范围 )
? Market-segment scope (市场细分范围 )
? Vertical scope (垂直范围 )
? Geographical scope (地理范围 )
Establishing Strategic Business Units
建立战略业务单位 (P67)
Characteristics of SBU (According to GE):
? It is a single business or collection of related
business that can be planned separately from the
rest of the company.
? It has its own set of competitors.
? It has a manager who is responsible for strategic
planning and profit performance and who controls
most of the factors affecting profit.
Assigning Resources to Each SBU
为每个战略业务单位安排资源
The Boston Consulting Group Approach
The General Electric Model
Critique of Portfolio Models
The Boston Consulting Group Approach (BCG)
波士顿咨询公司模型 (P68)
The General Electric Model,(a) Classification
通用电气公司模型 (P71)
Strong Medium Weak
BUSINESS STRENGTH
Me
diu
m
Hig
h
The General Electric Model,(b) Strategies
Protect Position Build SelectivelyInvest to Build
Build Selectively Selectivity/Managefor Earnings Limited Expansionor Harvest
DivestManage for EarningsProtect and Refocus
Planning New Business,Downsizing Older Businesses
计划新业务工作，放弃老业务 (P73)
Intensive growth
Integrative growth
Diversification growth
Downsizing older businesses
Intensive growth 密集型成长 (P74)
Ansoff’s Matrix (Product/Market Matrix)
Integrative growth 一体化成长 (P92)
Backward integration 后向一体化
Forward integration 前向一体化
Horizontal integration 水平一体化
Diversification growth 多样化成长 (P75)
Concentric diversification strategy
同心多样化战略
Horizontal diversification strategy
水平多样化战略
Conglomerate diversification strategy
跨行业多样化战略
Downsizing older businesses
放弃过时的业务
Business Strategic Planning
业务战略计划 (P76)
Business mission
SWOT analysis
Goal formulation
Strategic formulation
Program formulation
Implementation
Feedback and control
SWOT analysis SWOT 分析
External environment analysis
Macroenvironment forces – PEST analysis
Political/legal
Monopolies legislation
Environmental protection laws
Taxation policy
Employment laws
Government policy
Legislation
Others
Economic Factors
Inflation
Employment
Disposable income
Business cycles
Energy availability and cost
Others
Sociocultural factors
Demographics
Distribution of income
Social mobility
Lifestyle changes
Consumerism
Levels of education
Others
Technological
New discoveries and innovations
Speed of technology transfer
Rates of obsolescence
Internet
Information technology
Others
External environment analysis
Microenvironment actors
Customers
Competitors
Distributions
Suppliers
External environment analysis
外部环境分析 (P77)
Opportunity and threat analysis 机会与威胁分析
? A marketing opportunity is an area of buyer need in
which a company can perform profitably.
? An environment threat is a challenge posed by an
unfavorable trend or development that would lead,
in the absence of defensive marketing action,to
deterioration in sales or profit.
Marketing opportunity 市场机会
Opportunity matrix (P77)
Environment threat 环境威胁
Threat matrix (P77)
Outcomes:
?Ideal business
?Speculative business
?Mature business
?Trouble business
Internal environment analysis
内部环境分析
Strengths / Weakness analysis 优势 /劣势分析,
Checklist for Performing Strengths/Weakness
Analysis
公司绩效优势 /劣势分析表 (P78)
Goal formulation 目标制定
Manages by objectives (MBO,目标管理,P79)
The unit’s various objectives must meet:
? Hierarchically (有层次的 )
? Quantitatively (数量上的 )
? Realistic (现实的 )
? Consistent (一致的 )
Strategic formulation 战略制定
Three types of strategies (by Michael Porter,P80)
Strategic Alliances 战略联盟 (P81)
Three types of strategies (P80)
Cost leadership 成本领先
Differentiation 差别化
Focus 集中化
Strategic Alliances 战略联盟 (P81)
Marketing alliances:
? Product or service alliances 产品或服务联盟
? Promotional alliances 促销联盟
? Logistics alliances 物流联盟
? Pricing collaborations 价格合作
Implementation 执行
McKinsey 7-S Framework:
? Hardware,
Strategy,Structure,and Systems
? Software:
Style,Skill,Staff,and Shared value
The Marketing Process 营销过程
The value-delivery sequence
Steps in the planning process
The value-delivery sequence
价值让渡过程 (P84)
Traditional physical process sequence
传统实体过程次序
Value creation and delivery sequence
价值创造和传递次序
Japanese further developing concepts
经日本人发展的观点
Steps in the planning process
计划过程中的程序（ P86）
Analyzing market opportunities
分析市场机会
Developing marketing strategies
开发营销战略
Planning marketing programs
计划营销方案
Managing the marketing effort
管理营销努力
Product Planning,
the Nature and Contents of a Marketing Plan
产品计划：营销计划的性质和内容
Contents of the marketing plan (P88)
? Executive summary and table of content
? Current marketing situation
? Opportunity and issue analysis
? Objectives
? Marketing strategy
? Action programs
? Projected profit-loss statement
PART 2
Analyzing Marketing Opportunities
Gathering Information and Measuring Market
Demand
Scanning the Marketing Environment
Analyzing Consumer Markets and Buyer Behavior
Analyzing Business Markets and Business Buying
Behavior
Dealing with the Competition
Identifying Market Segments and Selecting Target
Markets
Ch 9,Identifying Market Segments
and Selecting Target Markets
辨认市场细分和选择目标市场 (P255)
Levels and patterns of market segmentation
Segmenting consumer and business markets
Market targeting
Levels and patterns of market segmentation
市场细分的层次和模式
Levels of market segmentation
Patterns of market segmentation
Market-segmentation process
Levels of market segmentation
市场细分的层次 (P257)
Segment marketing 细分营销
Niche marketing 补缺营销
Local marketing 本地化营销
Individual marketing 个别化营销
Patterns of market segmentation
市场细分的模式
Homogenous preference 同质偏好
Diffused preference 扩散偏好
Clustered preference 集群偏 好
Market-segmentation process
市场细分的程序
Survey stage 调查阶段
Analysis stage 分析阶段
Profiling stage 描绘阶段
Segmenting consumer and business markets
细分消费者和企业市场
Bases for segmenting consumer markets
Bases for segmenting business markets
Effective segmentation
Bases for segmenting consumer markets
细分消费者市场的基础 (P263)
Geographic segmentation 地理细分
Demographic segmentation 人文细分
Psychographic segmentation 心理细分
Behavioral segmentation 行为细分
Multi-attribute segmentation (Geoclustering)
目标化的多重细分
Effective segmentation 有效的细分
Measurable 可衡量性
Substantial 足量性
Accessible 可接近性
Differentiable 差别性
Actionable 行动可能性
Market targeting 市场目标化
Evaluating the market segments
Selecting the market segments
Additional considerations
Selecting the market segments (P274)
Single-segment concentration
Selective specialization
Product specialization
Market specialization
Full market coverage
Additional considerations
其他细分因素 (P279)
Ethical choice of market targets
目标市场的道德选择
Segment interrelationships and supersegments
细分相互关系与超级细分
Segment-by-segment invasion plans
逐个细分市场进入计划
Intersegment cooperation
内部细分合作
PART 3
Developing Marketing Strategies
Positioning the Marketing Offering through
the Product Life Cycle
Developing New Products
Designing Global Market Offerings
Ch 10,Positioning the Marketing Offering
through the Product Life Cycle
在产品生命周期中定位市场供应品 (P285)
How to differentiate
Differentiation tools
Developing and communicating a positioning
strategy
Product life-cycle marketing strategies
Market evolution
Differentiation tools (P287)
差别化的工具
Product differentiation
Service differentiation
Personnel differentiation
Channel differentiation
Image differentiation
Product differentiation (P288)
产品差别化
Form 形式
Feature 特色
Performance quality 性能质量
Conformance quality 一致性质量
Durability 耐用性
Reliability 可靠性
Repairability 可维修性
Style 风格
Design,the integrating force 设计：综合性要素
Service differentiation (P292)
服务差别化
Ordering ease 订货方便
Delivery 交货
Installation 安装
Customer training 客户培训
Customer consulting 客户咨询
Maintenance and repair 维修保养
Miscellaneous service 多种服务
Image differentiation (P296)
形象差别化
Symbols 标志
Media 媒体
Atmosphere 气氛
Events 事件
Developing and communicating a positioning strategy
开发定位战略 (P298)
Positioning according to Ries and Trout
里斯和特劳特的“定位”观念 （ P298）
How many differences to promote?
推出多少差别？（ P299）
Which differences to promote? 推出哪种差别
（ P302）
Communicating the company’s positioning
传播公司的定位 （ P302）
Product life-cycle marketing strategies
(P303)
The concept of the Product Life Cycle (PLC)
Marketing strategies,introduction stage
Marketing strategies,growth stage
Marketing strategies,maturity stage
Marketing strategies,decline stage
The PLC concept, critique (P315)
Market evolution (P316)
市场演进
Stages in market evolution
? Emergence
? Growth
? Maturity
? Decline
Dynamics of attribute competition
PART 4
Making Marketing Decisions
Managing Product Lines and Brands
Designing and Managing Services
Designing Pricing Strategies and Programs
Ch 15,Designing Pricing Strategies
and Program
设计定价战略与方案（ P455 ）
Setting the price
Adapting the price
Initiating and responding to price changes
Setting the price 制定价格 (P457)
Selecting the pricing objective
Determining demand
Estimating costs
Analyzing competitor’s costs,prices,and offers
Selecting a pricing method
Selecting the final price
Determining demand
确定需求 （ P459）
Price sensitivity 价格敏感度 （ P459）
? Nagle’s nine factors
Estimating demand curves
估计需求曲线的方法
Price elasticity of demand
需求的价格曲线
Nagle’s nine factors of identifying price sensitivity
(P459)
Unique-value effect 独特价值效应
Substitute-awareness effect 替代品知名效应
Difficult-comparison effect 难以比较效应
Total-expenditure effect 总开支效应
End-benefit effect 最终利益效应
Share-cost effect 分摊成本效应
Sunk-investment effect 积累投资效应
Price-quality effect 价格质量效应
Inventory effect 存货效应
Estimating costs 估计成本（ P463）
Types of costs and levels of production
? Total cost,fixed cost,and variable cost
Accumulated production
Differentiated marketing offers
Target costing
Selecting a pricing method
选择定价方法 (P465)
The three Cs:
? The customers’ demand schedule 需求表
? The cost function 成本函数
? The competitors’ prices 竞争者价格
Selecting a pricing method
选择定价方法 (P465)
Markup pricing 成本加成定价法 (P465)
Target-return pricing 目标收益定价法 (P466)
Perceived-value pricing 认知价值定价法 (P467)
Value pricing 价值定价法 (P468)
Going-rate pricing 通行价格定价法 (P469)
Sealed-bid pricing 密封投标定价法 (P469)
Selecting the final price (P469)
选定最终价格
Psychological pricing
The influence of other marketing-mix elements
Company pricing policies
Impact of price on other parties
Adapting the price (P471)
修订价格
Geographic pricing (cash,countertrade,barter)
Price discounts and allowances
Promotional pricing
Discriminatory pricing
Product-mix pricing
? Product-line pricing
? Optional-feature pricing
? Captive-product pricing
? Two-part pricing
? By-product pricing
? Product-bundling pricing
Initiating and responding to price changes
发动价格变更和对它的反应 （ P478）
Initiating price cuts
Initiating price increases
Reactions to price changes
? Customers’ reactions
? Competitors’ reactions
Responding to competitors’ price changes
PART 5
Managing and Developing Marketing Programs
Managing Marketing channels
Managing retailing,Wholesaling,and Market
Logistics
Managing Integrated Marketing Communications
Managing Advertising,sales Promotion,Public
Relations
Managing the Sales Force
Managing Direct and On-Line Marketing
Managing the Total Marketing Effort
Ch16 Managing Marketing channels
管理营销渠道（ P489）
What work is performed by marketing channels?
Channel-design decision
Channel management decisions
Channel dynamics
What work is performed by marketing channels?
Channel functions and flows (P491)
? Channel flows
? Forward flow,physical,title,and promotion flow
? Backward flow,ordering and payment flow
? Both directions,information,negotiation,etc.
Channel levels
Service sector channels
Channel levels (P492)
Manufacturer Manufacturer Manufacturer
Consumer
Retailer
Consumer
Wholesaler
Retailer
Consumer
Wholesaler
Jobber
Retailer
Consumer
Manufacturer
Channel-design decision (P494)
Analyzing customers’ desired service output levels
Establishing objectives and constraints
Identifying major channel alternatives (495)
? Types of intermediaries
? Number of intermediaries
? Terms and responsibilities of channel members
Evaluating the major alternatives (P497)
? Economic criteria
? Control criteria
? Adaptive criteria
Channel management decisions
渠道管理决策（ P499）
Selecting channel members
Training channel members
Motivating channel members
Evaluating channel members
Modifying channel arrangements
Channel dynamics 渠道动态
Vertical marketing systems
Horizontal marketing systems
Multichannel marketing systems
Conflict,cooperation,and competition
Legal and ethical issues in channel relations
Vertical marketing systems
垂直营销系统（ P507）
Corporate VMS 公司式垂直营销系统
Administered VMS 管理式垂直营销系统
Contractual VMS 合同式垂直营销系统
Ch18 Managing Integrated Marketing
Communications
管理整合营销传播 (P549)
The communication process
Developing effective communications
Deciding on the marketing communication mix
Managing and coordinating integrated
marketing communication
The communication process
传播的过程 (P550)
sender encoding decodingmessage
Media
receiver
noise
feedback response
Developing effective communications
开发有效传播 （ P552）
Identifying the target audience
Determining the communication objectives
Designing the message
Selecting communication channels
Establishing the total marketing communications
budget
Determining the communication objectives (P555)
Stages AIDA Model Hierarchy-of –effects Model
Innovation
adoption
Model
Communications
model
Cognitive
stage
Affective
stage
Behavior
stage
Attention
Interest
Desire
Action
Awareness
Knowledge
Liking
Preference
Conviction
Purchase
Awareness
Interest
Evaluation
Trial
adoption
Exposure
Reception
Cognitive response
Attitude
Intention
Behavior
Designing the message
设计信息（ 556）
Message content 信息内容
Message structure 信息结构
Message format 信息形式
Message source 信息源
Selecting communication channels
选择传播渠道（ P559）
Personal communication channels
人员传播渠道
Nonpersonal communication channels
非人员传播渠道
Establishing the total marketing
communications budget（ P561）
编制总营销传播预算
Affordable method 量入为出法
Percentage-of-sales method 销售百分比法
Competitive-party method 竞争对等法
Objective-and-task method 目标任务法
Deciding on the marketing communication mix
营销传播组合决策 (P563)
The promotional tools
Factors in setting the marketing communications
mix
Measuring results
The promotional tools
促销工具 (P564)
Advertising 广告
Sales promotion 销售促进
Public relations and publicity 公共关系与宣传
Personal selling 人员推销
Direct marketing 直接营销
Factors in setting the marketing
communications mix（ P566）
建立营销传播组合的因素
Type of product market 产品市场类型
Push versus pull strategy 推动与拉引战略
Buyer-readiness stage 购买者准备阶段（ P567）
Product Life Cycle stage 产品寿命周期阶段
company market rank 公司的市场排列
Structure of the textbook
Part 1 understanding marketing management
Part 2 analyzing marketing opportunities
Part 3 developing marketing strategies
Part 4 making marketing decisions
Part 5 managing and delivering marketing programs
Process of marketing
Goals and Missions
Tactics,Marketing Mix
Environmental Analysis,internal & External
Evaluating marketing plan
Segmentation,Targeting,and Positioning
Strategies
Implementation
Y
N
College of Economics & Trade,NAU
Xiangyang Chang
Sep,2004
Structure of the textbook
Part 1 understanding marketing management
Part 2 analyzing marketing opportunities
Part 3 developing marketing strategies
Part 4 making marketing decisions
Part 5 managing and delivering marketing programs
PART 1
Understanding Marketing Management
Marketing in the Twenty-First Century
Building Customer Satisfaction,Value,and
Retention
Winning Markets,Market-Oriented Strategic
Planning
Ch.1 Marketing in the Twenty-First Century
21世纪的营销
Marketing Tasks
Marketing Concepts and Tools
Company Orientations Toward the Marketplace
How Business and Marketing Are Changing
Marketing Tasks 市场营销的任务
The scope of marketing
A broadened view of marketing tasks
The decisions marketers make
The scope of marketing
市场营销的范围 (P3)
In fact,marketing people are involved in marketing 10
types of entities,
- Goods 商品 - Places 地点
- Services 服务 - Properties 财产权
- Experiences 经历 - Organizations 组织
- Events 事件 - Information 信息
- Persons 个人 - Ideas 观念
A broadened view of marketing tasks
对营销任务的一个更拓宽的观点 (P5)
Demand states and marketing tasks:
? Negative demand (负需求 ), to analyze why the market
dislikes the product and whether a marketing program
consisting of product redesign,lower prices,and more positive
promotion can change beliefs and attitudes.
? No demand (无需求 ),to find ways to connect the benefits of
the product with the person’s natural needs and interests.
? Latent demand (潜在需求 ),to measure the size of the
potential market and develop goods and services to satisfy the
demand.
A broadened view of marketing tasks
对营销任务的一个更拓宽的观点
? Declining demand (下降需求 ),to reverse declining demand
through creative remarketing.
? Irregular demand (不规则需求 ),to find ways to alter the
pattern of demand through flexible pricing,promotion,and other
incentives,(Synchromarketing)
? Full demand (充分需求 ),to maintain the current level of
demand in the face of changing consumer preferences and
increasing competition.
A broadened view of marketing tasks
对营销任务的一个更拓宽的观点
? Overfull demand（ 超饱和需求 ）, to discourage overall
demand and takes such steps as raising prices and reducing
promotion and service,(demarketing)
? Unwholesome demand（ 不健康需求 ）, to get people
who like unwholesome product to give it up.
The decisions marketers make
营销人员要作出的决策
Consumer markets 消费者市场
Business markets 企业市场
Global markets 全球市场
Nonprofit and government markets 非营利和政府市场
Marketing Concepts and Tools
营销观念与工具
Defining marketing
Core marketing concepts
Defining marketing 定义营销 (P8)
Marketing (management) is the process of planning and
executing the conception,pricing,promotion,and
distribution of ideas,goods,services to create exchanges
that satisfy individual and organizational goals.
American Marketing Association
Definitions of marketing
‘ Marketing is the management process that identifies,anticipates and
satisfies customer requirements profitably’
-The Chartered Institute of Marketing
‘ The right product,in the right place,at the right time,and at the right
price’
-Adcock et al
‘ Marketing is the human activity directed at satisfying human needs and
wants through an exchange process’
-Kotler 1980
‘ Marketing is a social and managerial process by which individuals and
groups obtain what they want and need through creating,offering and
exchanging products of value with others’
-Kotler 1991
Core marketing concepts 核心营销观念
Target markets and segmentation 目标市场与细分 P8
Marketers and prospects 营销者和预期顾客 P11
Needs,wants,and demands 需要、欲望和需求 P11
Product or offering 产品或供应品 P11
Value and satisfaction 价值与满意 P11
Exchange and transactions 交换和交易 P11
Relationships and networks 关系和网络 P13
Marketing channels 营销渠道 P13
Supply chain 供应链 P13
Competition 竞争 P14
Marketing environment 营销环境 P15
Marketing mix 营销组合 P15
Company Orientations Toward the Marketplace
公司对待市场的导向
The production concept
The product concept
The selling concept
The marketing concept
The societal concept
The production concept 生产观念 (P17)
The production concept holds that consumers will prefer
products that are widely available and inexpensive.
Managers of production-oriented businesses concentrate
on achieving high production efficiency,low cost,and
mass distribution.
It is used in developing countries or when a company
wants to expand the market.
The product concept 产品观念 (17)
The product concept holds that consumers will favor
those products that offer the most quality,performance,
or innovative features.
Managers in product-oriented organizations focus on
making superior products and improving them over
time.
The selling concept 推销观念 (P18)
The selling concept holds that consumers and
business,if left alone,will ordinarily not buy enough of
the organization’s products,The organization must,
therefore,undertake an aggressive selling and
promotion effort.
The marketing concept 营销观念 (P19)
The marketing concept holds that the key to achieving its
organizational goal consists of the company being more effective
than competitions in creating,delivering,and communicating
customer value to its chosen target markets.
The marketing concept rests on four pillars:
? Target market
? Customer needs
? Integrated marketing 整合营销
? Profitability 盈利能力
The societal marketing concept
社会营销观念 (P25)
The societal marketing concept holds that the
organization’s task is to determine the needs,wants,
and interests of target markets and to deliver the
desired satisfaction more effectively and efficiently
than competitors in a way that preserve or enhances
the consumer’s and the society’s well-being.
How Business and Marketing Are Changing
商业和营销在如何变化
Company responses and adjustments
Marketer responses and adjustments
Company responses and adjustments
公司反应和调整 (P27)
Reengineering 重组
Outsourcing 利用外部资源
E-commerce 电子商务
Benchmarking 定点超越
Alliances 结盟
Partner-suppliers 伙伴式供应商
Market-centered 市场集中化
Global and local 全球化和本地化
Decentralized 分散化
Marketer responses and adjustments
营销人员的反应和调整 (P27)
Relationship marketing 关系营销
Customer lifetime value 顾客寿命价值
Customer share 顾客份额
Target marketing 目标营销
Individualization 个性化
Customer database 顾客数据库
Integrated marketing communications 整合营销传播
Channels as partner 像合作伙伴一样的渠道
Every employee a marketer 所有的员工都是营销人员
Model-based decision making 模型基础下的决策方案
Ch2,Building Customer Satisfaction,
Value,and Retention
建立 顾 客 满 意、价 值 和 关 系
Defining Customer Value and Satisfaction
The Nature of High-Performance Business
Delivering Customer Value and Satisfaction
Attracting and Retaining Customers
Customer Profitability,The Ultimate Test
Implementing Total Quality Management
Defining Customer Value and Satisfaction
定 义顾 客价 值 和 满 意 (P34)
Customer value
Customer delivered value
=Total customer value – Total customer cost
幻灯片 6
Customer satisfaction
Customer delivered value
Total customer value Total customer cost
Monetary cost
Time cost
Energy cost
Psychic cost
Product value
Service value
Personnel value
Image value
Determinants of customer delivered value （ P35）
顾客让渡价值的决定因素
Tools for Tracking and Measuring
Customer Satisfaction (P38)
顾客满意追踪调查和度量的方法
Complaint and suggestion system
投诉和建议制度
Customer satisfaction survey
顾客满意调查
Ghost shopping
佯装购物者
Lost customer analysis
分析流失的顾客
The Nature of High-Performance Business
高 绩 效 业务 的性 质
Stakeholders
Processes
Resources
Organization and organizational culture
Resources Organization
Processes
Stakeholders
The High Performance Business (P40)
Stakeholders 利益关系方
Stakeholders 股东
Customers 顾客
Employees 员工
Suppliers 供应商
Distributors 分销商
Delivering Customer Value and Satisfaction
让 渡 顾 客价 值 和 满 意
Value chain
Value-delivery network
Attracting and Retaining Customers
吸引和 维 系 顾 客
Attracting customers
Computing the cost of lost customers
The need for customers retention
Relationship marketing,the key
Adding structural ties
Ch3,Winning Markets,
Market-Oriented Strategic Planning
赢得市场：市场导向的战略计划
Corporate and Division Strategic Planning
Business Strategic Planning
The Marketing Process
Product Planning,the Nature and Contents of a
Marketing Plan
Marketing Planning for the Twenty-First Century
Winning Markets,Market-Oriented
Strategic Planning
Marketing-oriented strategic planning (市场导向的战略
计划 ) is the managerial process of developing and
maintaining a viable fit between the
organization’s objectives,skills,and resources
and its changing market opportunities,The aim
of strategic planning is to shape the company’s
businesses and products so that they yield target
profit and growth.
Winning Markets,Market-Oriented
Strategic Planning (P64)
Most large companies consist of four
organizational levels:
? Corporate level (公司层 ) – Corporate strategic plan
? Division level (部门层 ) – Division plan
? Business unit level (业务层 ) – Business unit
strategic plan
? Product level (产品层 ) – Marketing plan
Winning Markets,Market-Oriented
Strategic Planning (P64)
The marketing plan operates at two levels:
? Strategic marketing plan (战略营销计划 )
? Tactical marketing plan (战术营销计划 )
The strategic-planning,implementation,
and control process (P65)
Corporate planning
Division planning
Business planning
Product planning
Organizing
Implementing
Measuring results
Diagnosing results
Taking corrective
action
Planning Implementing Controlling
Corporate and Division Strategic Planning
公司和部门的战略计划
Defining the Corporate Mission
Establishing Strategic Business Units
Assigning Resources to Each SBU
Planning New Business,Downsizing Older
Businesses
Defining the Corporate Mission
定义公司使命 (P65)
Mission statements (使命说明书 )
Good mission statements have three major
characteristics.
? They focus on a limited number of goals.
? Mission statements stress the major policies and
values that the company wants to honor.
? They define the major competitive scope within
which the company will operate.
Defining the Corporate Mission
Competitive scope:
? Industry scope (行业范围 )
? Products and application scope (产品与应用范围 )
? Competence scope (能力范围 )
? Market-segment scope (市场细分范围 )
? Vertical scope (垂直范围 )
? Geographical scope (地理范围 )
Establishing Strategic Business Units
建立战略业务单位 (P67)
Characteristics of SBU (According to GE):
? It is a single business or collection of related
business that can be planned separately from the
rest of the company.
? It has its own set of competitors.
? It has a manager who is responsible for strategic
planning and profit performance and who controls
most of the factors affecting profit.
Assigning Resources to Each SBU
为每个战略业务单位安排资源
The Boston Consulting Group Approach
The General Electric Model
Critique of Portfolio Models
The Boston Consulting Group Approach (BCG)
波士顿咨询公司模型 (P68)
The General Electric Model,(a) Classification
通用电气公司模型 (P71)
Strong Medium Weak
BUSINESS STRENGTH
Me
diu
m
Hig
h
The General Electric Model,(b) Strategies
Protect Position Build SelectivelyInvest to Build
Build Selectively Selectivity/Managefor Earnings Limited Expansionor Harvest
DivestManage for EarningsProtect and Refocus
Planning New Business,Downsizing Older Businesses
计划新业务工作，放弃老业务 (P73)
Intensive growth
Integrative growth
Diversification growth
Downsizing older businesses
Intensive growth 密集型成长 (P74)
Ansoff’s Matrix (Product/Market Matrix)
Integrative growth 一体化成长 (P92)
Backward integration 后向一体化
Forward integration 前向一体化
Horizontal integration 水平一体化
Diversification growth 多样化成长 (P75)
Concentric diversification strategy
同心多样化战略
Horizontal diversification strategy
水平多样化战略
Conglomerate diversification strategy
跨行业多样化战略
Downsizing older businesses
放弃过时的业务
Business Strategic Planning
业务战略计划 (P76)
Business mission
SWOT analysis
Goal formulation
Strategic formulation
Program formulation
Implementation
Feedback and control
SWOT analysis SWOT 分析
External environment analysis
Macroenvironment forces – PEST analysis
Political/legal
Monopolies legislation
Environmental protection laws
Taxation policy
Employment laws
Government policy
Legislation
Others
Economic Factors
Inflation
Employment
Disposable income
Business cycles
Energy availability and cost
Others
Sociocultural factors
Demographics
Distribution of income
Social mobility
Lifestyle changes
Consumerism
Levels of education
Others
Technological
New discoveries and innovations
Speed of technology transfer
Rates of obsolescence
Internet
Information technology
Others
External environment analysis
Microenvironment actors
Customers
Competitors
Distributions
Suppliers
External environment analysis
外部环境分析 (P77)
Opportunity and threat analysis 机会与威胁分析
? A marketing opportunity is an area of buyer need in
which a company can perform profitably.
? An environment threat is a challenge posed by an
unfavorable trend or development that would lead,
in the absence of defensive marketing action,to
deterioration in sales or profit.
Marketing opportunity 市场机会
Opportunity matrix (P77)
Environment threat 环境威胁
Threat matrix (P77)
Outcomes:
?Ideal business
?Speculative business
?Mature business
?Trouble business
Internal environment analysis
内部环境分析
Strengths / Weakness analysis 优势 /劣势分析,
Checklist for Performing Strengths/Weakness
Analysis
公司绩效优势 /劣势分析表 (P78)
Goal formulation 目标制定
Manages by objectives (MBO,目标管理,P79)
The unit’s various objectives must meet:
? Hierarchically (有层次的 )
? Quantitatively (数量上的 )
? Realistic (现实的 )
? Consistent (一致的 )
Strategic formulation 战略制定
Three types of strategies (by Michael Porter,P80)
Strategic Alliances 战略联盟 (P81)
Three types of strategies (P80)
Cost leadership 成本领先
Differentiation 差别化
Focus 集中化
Strategic Alliances 战略联盟 (P81)
Marketing alliances:
? Product or service alliances 产品或服务联盟
? Promotional alliances 促销联盟
? Logistics alliances 物流联盟
? Pricing collaborations 价格合作
Implementation 执行
McKinsey 7-S Framework:
? Hardware,
Strategy,Structure,and Systems
? Software:
Style,Skill,Staff,and Shared value
The Marketing Process 营销过程
The value-delivery sequence
Steps in the planning process
The value-delivery sequence
价值让渡过程 (P84)
Traditional physical process sequence
传统实体过程次序
Value creation and delivery sequence
价值创造和传递次序
Japanese further developing concepts
经日本人发展的观点
Steps in the planning process
计划过程中的程序（ P86）
Analyzing market opportunities
分析市场机会
Developing marketing strategies
开发营销战略
Planning marketing programs
计划营销方案
Managing the marketing effort
管理营销努力
Product Planning,
the Nature and Contents of a Marketing Plan
产品计划：营销计划的性质和内容
Contents of the marketing plan (P88)
? Executive summary and table of content
? Current marketing situation
? Opportunity and issue analysis
? Objectives
? Marketing strategy
? Action programs
? Projected profit-loss statement
PART 2
Analyzing Marketing Opportunities
Gathering Information and Measuring Market
Demand
Scanning the Marketing Environment
Analyzing Consumer Markets and Buyer Behavior
Analyzing Business Markets and Business Buying
Behavior
Dealing with the Competition
Identifying Market Segments and Selecting Target
Markets
Ch 9,Identifying Market Segments
and Selecting Target Markets
辨认市场细分和选择目标市场 (P255)
Levels and patterns of market segmentation
Segmenting consumer and business markets
Market targeting
Levels and patterns of market segmentation
市场细分的层次和模式
Levels of market segmentation
Patterns of market segmentation
Market-segmentation process
Levels of market segmentation
市场细分的层次 (P257)
Segment marketing 细分营销
Niche marketing 补缺营销
Local marketing 本地化营销
Individual marketing 个别化营销
Patterns of market segmentation
市场细分的模式
Homogenous preference 同质偏好
Diffused preference 扩散偏好
Clustered preference 集群偏 好
Market-segmentation process
市场细分的程序
Survey stage 调查阶段
Analysis stage 分析阶段
Profiling stage 描绘阶段
Segmenting consumer and business markets
细分消费者和企业市场
Bases for segmenting consumer markets
Bases for segmenting business markets
Effective segmentation
Bases for segmenting consumer markets
细分消费者市场的基础 (P263)
Geographic segmentation 地理细分
Demographic segmentation 人文细分
Psychographic segmentation 心理细分
Behavioral segmentation 行为细分
Multi-attribute segmentation (Geoclustering)
目标化的多重细分
Effective segmentation 有效的细分
Measurable 可衡量性
Substantial 足量性
Accessible 可接近性
Differentiable 差别性
Actionable 行动可能性
Market targeting 市场目标化
Evaluating the market segments
Selecting the market segments
Additional considerations
Selecting the market segments (P274)
Single-segment concentration
Selective specialization
Product specialization
Market specialization
Full market coverage
Additional considerations
其他细分因素 (P279)
Ethical choice of market targets
目标市场的道德选择
Segment interrelationships and supersegments
细分相互关系与超级细分
Segment-by-segment invasion plans
逐个细分市场进入计划
Intersegment cooperation
内部细分合作
PART 3
Developing Marketing Strategies
Positioning the Marketing Offering through
the Product Life Cycle
Developing New Products
Designing Global Market Offerings
Ch 10,Positioning the Marketing Offering
through the Product Life Cycle
在产品生命周期中定位市场供应品 (P285)
How to differentiate
Differentiation tools
Developing and communicating a positioning
strategy
Product life-cycle marketing strategies
Market evolution
Differentiation tools (P287)
差别化的工具
Product differentiation
Service differentiation
Personnel differentiation
Channel differentiation
Image differentiation
Product differentiation (P288)
产品差别化
Form 形式
Feature 特色
Performance quality 性能质量
Conformance quality 一致性质量
Durability 耐用性
Reliability 可靠性
Repairability 可维修性
Style 风格
Design,the integrating force 设计：综合性要素
Service differentiation (P292)
服务差别化
Ordering ease 订货方便
Delivery 交货
Installation 安装
Customer training 客户培训
Customer consulting 客户咨询
Maintenance and repair 维修保养
Miscellaneous service 多种服务
Image differentiation (P296)
形象差别化
Symbols 标志
Media 媒体
Atmosphere 气氛
Events 事件
Developing and communicating a positioning strategy
开发定位战略 (P298)
Positioning according to Ries and Trout
里斯和特劳特的“定位”观念 （ P298）
How many differences to promote?
推出多少差别？（ P299）
Which differences to promote? 推出哪种差别
（ P302）
Communicating the company’s positioning
传播公司的定位 （ P302）
Product life-cycle marketing strategies
(P303)
The concept of the Product Life Cycle (PLC)
Marketing strategies,introduction stage
Marketing strategies,growth stage
Marketing strategies,maturity stage
Marketing strategies,decline stage
The PLC concept, critique (P315)
Market evolution (P316)
市场演进
Stages in market evolution
? Emergence
? Growth
? Maturity
? Decline
Dynamics of attribute competition
PART 4
Making Marketing Decisions
Managing Product Lines and Brands
Designing and Managing Services
Designing Pricing Strategies and Programs
Ch 15,Designing Pricing Strategies
and Program
设计定价战略与方案（ P455 ）
Setting the price
Adapting the price
Initiating and responding to price changes
Setting the price 制定价格 (P457)
Selecting the pricing objective
Determining demand
Estimating costs
Analyzing competitor’s costs,prices,and offers
Selecting a pricing method
Selecting the final price
Determining demand
确定需求 （ P459）
Price sensitivity 价格敏感度 （ P459）
? Nagle’s nine factors
Estimating demand curves
估计需求曲线的方法
Price elasticity of demand
需求的价格曲线
Nagle’s nine factors of identifying price sensitivity
(P459)
Unique-value effect 独特价值效应
Substitute-awareness effect 替代品知名效应
Difficult-comparison effect 难以比较效应
Total-expenditure effect 总开支效应
End-benefit effect 最终利益效应
Share-cost effect 分摊成本效应
Sunk-investment effect 积累投资效应
Price-quality effect 价格质量效应
Inventory effect 存货效应
Estimating costs 估计成本（ P463）
Types of costs and levels of production
? Total cost,fixed cost,and variable cost
Accumulated production
Differentiated marketing offers
Target costing
Selecting a pricing method
选择定价方法 (P465)
The three Cs:
? The customers’ demand schedule 需求表
? The cost function 成本函数
? The competitors’ prices 竞争者价格
Selecting a pricing method
选择定价方法 (P465)
Markup pricing 成本加成定价法 (P465)
Target-return pricing 目标收益定价法 (P466)
Perceived-value pricing 认知价值定价法 (P467)
Value pricing 价值定价法 (P468)
Going-rate pricing 通行价格定价法 (P469)
Sealed-bid pricing 密封投标定价法 (P469)
Selecting the final price (P469)
选定最终价格
Psychological pricing
The influence of other marketing-mix elements
Company pricing policies
Impact of price on other parties
Adapting the price (P471)
修订价格
Geographic pricing (cash,countertrade,barter)
Price discounts and allowances
Promotional pricing
Discriminatory pricing
Product-mix pricing
? Product-line pricing
? Optional-feature pricing
? Captive-product pricing
? Two-part pricing
? By-product pricing
? Product-bundling pricing
Initiating and responding to price changes
发动价格变更和对它的反应 （ P478）
Initiating price cuts
Initiating price increases
Reactions to price changes
? Customers’ reactions
? Competitors’ reactions
Responding to competitors’ price changes
PART 5
Managing and Developing Marketing Programs
Managing Marketing channels
Managing retailing,Wholesaling,and Market
Logistics
Managing Integrated Marketing Communications
Managing Advertising,sales Promotion,Public
Relations
Managing the Sales Force
Managing Direct and On-Line Marketing
Managing the Total Marketing Effort
Ch16 Managing Marketing channels
管理营销渠道（ P489）
What work is performed by marketing channels?
Channel-design decision
Channel management decisions
Channel dynamics
What work is performed by marketing channels?
Channel functions and flows (P491)
? Channel flows
? Forward flow,physical,title,and promotion flow
? Backward flow,ordering and payment flow
? Both directions,information,negotiation,etc.
Channel levels
Service sector channels
Channel levels (P492)
Manufacturer Manufacturer Manufacturer
Consumer
Retailer
Consumer
Wholesaler
Retailer
Consumer
Wholesaler
Jobber
Retailer
Consumer
Manufacturer
Channel-design decision (P494)
Analyzing customers’ desired service output levels
Establishing objectives and constraints
Identifying major channel alternatives (495)
? Types of intermediaries
? Number of intermediaries
? Terms and responsibilities of channel members
Evaluating the major alternatives (P497)
? Economic criteria
? Control criteria
? Adaptive criteria
Channel management decisions
渠道管理决策（ P499）
Selecting channel members
Training channel members
Motivating channel members
Evaluating channel members
Modifying channel arrangements
Channel dynamics 渠道动态
Vertical marketing systems
Horizontal marketing systems
Multichannel marketing systems
Conflict,cooperation,and competition
Legal and ethical issues in channel relations
Vertical marketing systems
垂直营销系统（ P507）
Corporate VMS 公司式垂直营销系统
Administered VMS 管理式垂直营销系统
Contractual VMS 合同式垂直营销系统
Ch18 Managing Integrated Marketing
Communications
管理整合营销传播 (P549)
The communication process
Developing effective communications
Deciding on the marketing communication mix
Managing and coordinating integrated
marketing communication
The communication process
传播的过程 (P550)
sender encoding decodingmessage
Media
receiver
noise
feedback response
Developing effective communications
开发有效传播 （ P552）
Identifying the target audience
Determining the communication objectives
Designing the message
Selecting communication channels
Establishing the total marketing communications
budget
Determining the communication objectives (P555)
Stages AIDA Model Hierarchy-of –effects Model
Innovation
adoption
Model
Communications
model
Cognitive
stage
Affective
stage
Behavior
stage
Attention
Interest
Desire
Action
Awareness
Knowledge
Liking
Preference
Conviction
Purchase
Awareness
Interest
Evaluation
Trial
adoption
Exposure
Reception
Cognitive response
Attitude
Intention
Behavior
Designing the message
设计信息（ 556）
Message content 信息内容
Message structure 信息结构
Message format 信息形式
Message source 信息源
Selecting communication channels
选择传播渠道（ P559）
Personal communication channels
人员传播渠道
Nonpersonal communication channels
非人员传播渠道
Establishing the total marketing
communications budget（ P561）
编制总营销传播预算
Affordable method 量入为出法
Percentage-of-sales method 销售百分比法
Competitive-party method 竞争对等法
Objective-and-task method 目标任务法
Deciding on the marketing communication mix
营销传播组合决策 (P563)
The promotional tools
Factors in setting the marketing communications
mix
Measuring results
The promotional tools
促销工具 (P564)
Advertising 广告
Sales promotion 销售促进
Public relations and publicity 公共关系与宣传
Personal selling 人员推销
Direct marketing 直接营销
Factors in setting the marketing
communications mix（ P566）
建立营销传播组合的因素
Type of product market 产品市场类型
Push versus pull strategy 推动与拉引战略
Buyer-readiness stage 购买者准备阶段（ P567）
Product Life Cycle stage 产品寿命周期阶段
company market rank 公司的市场排列
Structure of the textbook
Part 1 understanding marketing management
Part 2 analyzing marketing opportunities
Part 3 developing marketing strategies
Part 4 making marketing decisions
Part 5 managing and delivering marketing programs
Process of marketing
Goals and Missions
Tactics,Marketing Mix
Environmental Analysis,internal & External
Evaluating marketing plan
Segmentation,Targeting,and Positioning
Strategies
Implementation
Y
N
