Reengineering the University - William F. Massy.pdf
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1、 A Framework for Marketing Management This page intentionally left blank A FrAMework For MArketing MAnAgeMent Sixth Edition Global Edition Philip kotler N o r t h w e s t e r n U n i v e r s i t y kevin Lane keller D a r t m o u t h C o l l e g e Boston Columbus Indianapolis New York San Francisco A
2、msterdam Cape Town Dubai London Madrid Milan Munich Paris Montral Toronto Delhi Mexico City So Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Vice President, Business Publishing: Donna Battista Editor-in-Chief: Stephanie Wall Acquisitions Editor: Mark Gaffney Senior Acquisitions Editor, Global
3、Editions: Steven Jackson Development Editor: Elisa Adams Program Manager Team Lead: Ashley Santora Program Manager: Jennifer Collins Editorial Assistant: Daniel Petrino Assistant Project Editor, Global Editions: Paromita Banerjee Vice President, Product Marketing: Maggie Moylan Director of Marketing
4、, Digital Services and Products: Jeanette Koskinas Executive Product Marketing Manager: Anne Fahlgren Field Marketing Manager: Lenny Ann Raper Senior Strategic Marketing Manager: Erin Gardner Project Manager Team Lead: Judy Leale Project Manager: Becca Groves Senior Manufacturing Controller, Global
5、Editions: Trudy Kimber Operations Specialist: Carol Melville Creative Director: Blair Brown Senior Art Director: Janet Slowik Interior and Cover Designer: Integra Software Services Pvt Ltd. Vice President, Director of Digital Strategy in the drugstore we sell hope.” Products and services are plat- f
6、orms for delivering some idea or benefit. Social marketers promote such ideas as “Friends Dont Let Friends Drive Drunk” and “A Mind Is a Terrible Thing to Waste.” Who Markets? A marketer is someone who seeks a responseattention, a purchase, a vote, a donationfrom another party, called the prospect.
7、If two parties are seeking to sell something to each other, we call them both marketers. Increasingly, marketing is not done only by the marketing department. Marketers now must properly manage all possible touch points (where a customer directly or indirectly interacts with the company), including
8、store layouts, package designs, product functions, employee training, and shipping and logistics. To create a strong marketing organization, marketers must think like executives in other departments, and executives in other departments must think more like mar- keters. Interdepartmental teamwork tha
9、t includes marketers is needed to manage key processes like production innovation, new-business development, customer acquisition and retention, and order fulfillment. What Is a Market? Traditionally, a “market” was a physical place where buyers and sellers gathered to buy and sell goods. Economists
10、 describe a market as a collection of buyers and sellers who transact over a particular product or product class (such as the housing market or the grain market). Marketers use the term market to describe customer groups. They talk about need markets (the diet- seeking market), product markets (the
11、shoe market), demographic markets (the “millennium” youth market), geographic markets (the Chinese market), or voter markets, labor markets, and donor markets. Four key customer markets are consumer, business, global, and nonprofit. Figure 1.1 shows how sellers and buyers are connected by four flows
12、. Sellers send goods and services and communications such as ads and direct mail to the market; in return they re- ceive money and information such as customer attitudes and sales data. The inner loop shows an exchange of money for goods and services; the outer loop shows an exchange of information.
13、 Money Information Goods/services Communication Market (a collection of buyers) Industry (a collection of sellers) Figure 1.1 A Simple Marketing System Chapter 1 Scope of Marketing for New Realities 29 Core Marketing Concepts To understand the marketing function, we need to understand the following
14、core set of concepts. Needs, Wants, and Demands Needs are the basic human requirements such as for air, food, water, clothing, and shelter. Humans also have strong needs for recreation, education, and entertainment. These needs be- come wants when directed to specific objects that might satisfy the
15、need. A U.S. consumer needs food but may want a Chicago-style “deep-dish” pizza and a craft beer. A person in Afghanistan needs food but may want rice, lamb, and carrots. Our wants are shaped by our society. Demands are wants for specific products backed by an ability to pay. Many people want a Merc
16、edes; only a few can buy one. Companies must measure not only how many people want their product, but also how many are willing and able to buy it. These distinctions shed light on the criticism that “marketers get people to buy things they dont want.” Marketers do not create needs: Needs pre-exist
17、marketers. Marketers might promote the idea that a Mercedes satisfies a persons need for social status. They do not, however, create the need for social status. Some customers have needs of which they are not fully conscious or that they cannot articu- late. What does the customer mean in asking for
18、 a “powerful” lawn mower or a “peaceful” hotel? We can distinguish five types of needs: 1. Stated needs (The customer wants an inexpensive car.) 2. Real needs (The customer wants a car whose operating cost, not initial price, is low.) 3. Unstated needs (The customer expects good service from the dea
19、ler.) 4. Delight needs (The customer would like the dealer to include an onboard GPS system.) 5. Secret needs (The customer wants friends to see him or her as a savvy consumer.) Responding only to the stated need may shortchange the customer.12 Consumers did not know much about tablet computers when
20、 they were first introduced, but Apple worked hard to shape consumer perceptions of them. To gain an edge, companies must help customers learn what they want. Target Markets, Positioning, and Segmentation Not everyone likes the same cereal, restaurant, university, or movie. Marketers therefore ident
21、ify distinct segments of buyers by identifying demographic, psychographic, and behavioral differences between them. They then decide which segment(s) present the greatest opportunities. For each of these target markets, the firm develops a market offering that it positions in target buyers minds as
22、delivering some key benefit(s). Porsche targets buyers who seek pleasure and excitement in driving and want to make a statement about their wheels. Offerings and Brands Companies address customer needs by putting forth a value proposition, a set of benefits that satisfy those needs. The intangible v
23、alue proposition is made physical by an offering, which can be a combination of products, services, information, and experiences. A brand is an offering from a known source. A brand name such as Apple carries many different kinds of associations in peoples minds that make up its image: creative, inn
24、ovative, easy-to-use, fun, cool, iPhone, and iPad to name just a few. All companies strive to build a brand image with strong, favorable, and unique brand associations. 30 Part 1 Introduction to Marketing Management Marketing Channels To reach a target market, the marketer uses three kinds of market
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