1、 Chapter 1Marketing:Creating and Capturing Customer Value Creating and Capturing Customer Value What Is Marketing? Understand the Marketplace and Customer Needs Designing a Customer-Driven Marketing Strategy Preparing an Integrated Marketing Plan and Program Building Customer Relationships Capturing
2、 Value from Customers The Changing Marketing Landscape Topic Outline What Is Marketing?Marketing is a process by which companies create value for customers and build strong customer relationships to capture value from customers in return What Is Marketing? The Marketing Process Understanding the Mar
3、ketplaceand Customer Needs Customer Needs, Wants, and Demands Understanding the Marketplaceand Customer Needs Market offerings are some combination of products, services, information, or experiences offered to a market to satisfy a need or want Marketing myopia is focusing only on existing wants and
4、 losing sight of underlying consumer needs Understanding the Marketplaceand Customer Needs Customer Value and Satisfaction Expectations Understanding the Marketplaceand Customer NeedsExchange is the act of obtaining a desired object from someone by offering something in return Understanding the Mark
5、etplaceand Customer NeedsMarkets are the set of actual and potential buyers of a product Designing a Customer-Driven Marketing StrategyMarketing management is the art and science of choosing target markets and building profitable relationships with them What customers will we serve? How can we best
6、serve these customers? Designing a Customer-Driven Marketing StrategyMarket segmentation refers to dividing the markets into segments of customersTarget marketing refers to which segments to go after Selecting Customers to Serve Designing a Customer-Driven Marketing Strategy Choosing a Value Proposi
7、tion Designing a Customer-Driven Marketing Strategy Marketing Management OrientationsDesigning a Customer-Driven Marketing StrategyProduction concept is the idea that consumers will favor products that are available or highly affordable Marketing Management OrientationsDesigning a Customer-Driven Ma
8、rketing StrategyProduct concept is the idea that consumers will favor products that offer the most quality, performance, and features. Organization should therefore devote its energy to making continuous product improvements. Marketing Management Orientations Designing a Customer-Driven Marketing St
9、rategySelling concept is the idea that consumers will not buy enough of the firms products unless it undertakes a large scale selling and promotion effort Marketing Management Orientations Designing a Customer-Driven Marketing Strategy Marketing Management Orientations Designing a Customer-Driven Ma
10、rketing Strategy Marketing Management Orientations Designing a Customer-Driven Marketing Strategy Preparing an Integrated Marketing Plan and ProgramThe marketing mix: set of tools (four Ps) the firm uses to implement its marketing strategy. It includes product, price, promotion, and place.Integrated
11、 marketing program: comprehensive plan that communicates and delivers the intended value to chosen customers. Building Customer Relationships The overall process of building and maintaining profitable customer relationships by delivering superior customer value and satisfaction Customer Relationship
12、 Management (CRM) Building Customer Relationships Relationship Building Blocks: Customer Value and Satisfaction Building Customer Relationships Customer Relationship Levels and Tools Building Customer Relationships Relating with more carefully selected customers uses selective relationship managemen
13、t to target fewer, more profitable customers Relating more deeply and interactively by incorporating more interactive two way relationships through blogs, Websites, online communities and social networks The Changing Nature of Customer Relationships Building Customer RelationshipsCustomer-managed re
14、lationships 客户管理关系Marketing relationships in whichcustomers, empowered by todays newdigital technologies, interact withcompanies and with each other to shapetheir relationships with brands. The Changing Nature of Customer Relationships Building Customer RelationshipsPartner relationship management i
15、nvolves working closely with partners in other company departments and outside the company to jointly bring greater value to customers Building Customer Relationships Partners inside the company is every function area interacting with customers Electronically Cross-functional teams Partners outside
16、the company is how marketers connect with their suppliers, channel partners, and competitors by developing partnerships Partner Relationship Management Building Customer Relationships Supply chain is a channel that stretches from raw materials to components to final products to final buyers Supply c
17、hain management Partner Relationship Management Capturing Value from Customers Customer lifetime value is the value of the entire stream of purchases that the customer wouldmake over a lifetime of patronage Creating Customer Loyalty and Retention Capturing Value from CustomersShare of customer is th
18、e portion of the customers purchasing that a company gets in its product categories Growing Share of CustomerCapturing Value from CustomersCustomer equity is the total combined customer lifetime values of all of the companys customers Capturing Value from Customers Right relationships with the right
19、 customers involves treating customers as assets that need to be managed and maximized Different types of customers require different relationship management strategies Building Customer EquityThe Changing Marketing Landscape Uncertain Economic Environment New consumer frugality 节俭 Marketers focus o
20、n value for the customerThe Changing Marketing LandscapeUncertain Economic Environment New consumer frugality Marketers focus on value for the customerThe Changing Marketing LandscapeDigital Age People are connected continuously to people and information worldwide Marketers have great new tools to c
21、ommunicate with customers Internet + mobile communication devices creates environment for online marketingThe Changing Marketing Landscape Rapid Globalization Sustainable Marketing Not-for-Profit Marketing So, What Is Marketing?Pulling It All Together Ch1 Review Questions and answersWhich step of th
22、e marketing process lets the company reap 获得 the rewards of its strong customer relationships ?1. Building customer relationships.2. Understanding the marketplace and customer needs.3. Capturing value from customers.4. Designing a customer-driven marketing strategy.Which step of the marketing proces
23、s lets the company reap the rewards of its strong customer relationships ?1. Building customer relationships.2. Understanding the marketplace and customer needs.3. Capturing value from customers.4. Designing a customer-driven marketing strategy._ concept holds that consumers will favor products that
24、 are available and highly affordable.1. Product2. Selling3. Marketing4. Production_ concept holds that consumers will favor products that are available and highly affordable.1. Product2. Selling3. Marketing4. ProductionWhen backed by buying power, wants become _.1. benefits2. offerings3. needs4. dem
25、andsWhen backed by buying power, wants become _.1. benefits2. offerings3. needs4. demandsWhich of the following is a result of the recent Great Recession?1. Reduced regulatory intervention2. Move toward frugality3. Increased spending on technology4. Growth of societal marketingWhich of the following
26、 is a result of the recent Great Recession?1. Reduced regulatory intervention2. Move toward frugality3. Increased spending on technology4. Growth of societal marketingWhich group of customers are referred to as “barnacles 难以摆脱的人”1. Those who are highly loyal but not very profitable.2. Those who are
27、both profitable and loyal.3. Those who are potentially profitable but not loyal.4. Those who show low potential profitability and little projected loyalty.Which group of customers are referred to as “barnacles”?1. Those who are highly loyal but not very profitable.2. Those who are both profitable an
28、d loyal.3. Those who are potentially profitable but not loyal.4. Those who show low potential profitability and little projected loyalty.What is customer equity?1. The total combined customer lifetime values of all of the companys current and potential customers.2. The present value of the future ca
29、sh flows attributed to the customer relationship.3. The difference between what a customer gets from a product, and what he or she has to give in order to get it.4. Customers perceived opinion of a products value to him or her. What is customer equity?1. The total combined customer lifetime values o
30、f all of the companys current and potential customers.2. The present value of the future cash flows attributed to the customer relationship.3. The difference between what a customer gets from a product, and what he or she has to give in order to get it.4. Customers perceived opinion of a products va
31、lue to him or her. Which of the following depends on the products perceived performance relative to a buyers expectations?1. Customer-generated marketing2. Customer-managed relationships3. Customer-perceived value4. Customer satisfactionWhich of the following depends on the products perceived perfor
32、mance relative to a buyers expectations?1. Customer-generated marketing2. Customer-managed relationships3. Customer-perceived value4. Customer satisfactionWhich is the first step in the marketing process?1. Designing a customer-driven marketing strategy.2. Preparing an integrated marketing plan and
33、program.3. Understanding the marketplace and customer needs.4. Building customer relationships.Which is the first step in the marketing process?1. Designing a customer-driven marketing strategy.2. Preparing an integrated marketing plan and program.3. Understanding the marketplace and customer needs.
34、4. Building customer relationships.The _ concept questions whether the pure marketing concept overlooks possible conflicts between consumer short-run wants and consumer long-run welfare. 1. responsibility marketing2. societal marketing3. selling4. productThe _ concept questions whether the pure mark
35、eting concept overlooks possible conflicts between consumer short-run wants and consumer long-run welfare. 1. responsibility marketing2. societal marketing3. selling4. productWith mature consumerism and environmentalism movements, marketers are called to develop _.1. consumer-generated marketing2. s
36、ustainable marketing practices3. customer-managed relationships4. selling oriented practicesWith mature consumerism and environmentalism movements, marketers are called to develop _.1. consumer-generated marketing2. sustainable marketing practices3. customer-managed relationships4. selling oriented
37、practices ADDITIONAL PROJECTS, ASSIGNMENTS Projects Why is it important to truly understand the customer? Make a list of 10 “wants” that you have. What would have to occur to move each of these from “wants” to “needs”? (Objective 2) Review the five alternative concepts under which organizations desi
38、gn and carry out their marketing strategies. Now, take a look at one of the automobile dealerships in your town. Which one of these five concepts do you believe they are typically employing? Why? (Objective 3) Think of a product or retailer to which you are loyal. What has caused this loyalty? What
39、could a competing product/retailer do to break this loyalty? (Objective 4) Small Group Assignments Form students into groups of three to five. Each group should read the opening vignette to the chapter on Z. Each group should answer the following questions. (Objective 2) In your opinion, is it wise
40、to spend little on media advertising, and rely instead mostly on word of mouth? Explain. Do you believe that customers really want long-term relationships with a company, rather than a short-term shoe bargains? Why or why not? Each group should then share its findings with the class. Individual Assi
41、gnments Companies are realizing that losing a customer means more than losing a single sale. It means losing a stream of revenue from that customer over their lifetime. Reread the story of Stew Leonard (under Capturing Value from Customers, p. 20). (Objective 4) Is it possible to take his idea of “t
42、he customer is always right” too far so that it becomes a negative on the company? Why or why not? Think-Pair-Share Consider the following questions, formulate and answer, pair with the student on your right, share your thoughts with one another, and respond to questions from the instructor. How is
43、marketing different from selling? (Objective 1) Do marketers create needs? (Objective 2) What is Lexus value proposition? (Objective 2) What are two companies with which you have an emotional bond? Describe that bond. (Objective 4)Chapter 2 Company and Marketing Strategy Partnering to Build Customer
44、 Relationships Company and Marketing Strategy Companywide Strategic Planning: Defining Marketings Role Designing the Business Portfolio Planning Marketing: Partnering to Build Customer Relationships Marketing Strategy and the Marketing Mix Managing the Marketing Effort Measuring and Managing Return
45、on Marketing Investment Topic Outline Companywide Strategic PlanningStrategic planning is the process of developing and maintaining a strategic fit between the organizations goals and capabilities and its changing marketing opportunities Strategic Planning Companywide Strategic Planning Steps in Str
46、ategic Planning Companywide Strategic Planning The mission statement is the organizations purpose, what it wants to accomplish in the larger environment Market-oriented mission statement defines the business in terms of satisfying basic customer needs Defining a Market-Oriented Mission Companywide S
47、trategic Planning Setting Company Objectives and Goals Companywide Strategic PlanningThe business portfolio is the collection of businesses and products that make up the companyPortfolio analysis is a major activity in strategic planning whereby management evaluates the products and businesses that
48、make up the company Designing the Business Portfolio Companywide Strategic PlanningStrategic business units can be Company division Product line within a division Single product or brand Analyzing the Current Business Portfolio Companywide Strategic Planning Analyzing the Current Business Portfolio
49、Companywide Strategic Planning: Companywide Strategic Planning Difficulty in defining SBUs and measuring market share and growth Time consuming Expensive Focus on current businesses, not future planning Problems with Matrix Approaches Companywide Strategic PlanningProduct/market expansion grid is a tool for identifying company growth opportunities through market penetration,
