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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 Capturin
2、g 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 Ma
3、rketplaceand 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 an
4、d 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 Mar
5、ketplaceand 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 Propos
7、ition Designing a Customer-Driven Marketing Strategy Marketing Management Orientations Designing a Customer-Driven Marketing StrategyProduction concept is the idea that consumers will favor products that are available or highly affordable Marketing Management Orientations Designing a Customer-Driven
8、 Marketing 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
9、 StrategySelling 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
10、 Marketing 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.Integra
11、ted 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 Relations
12、hip 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 manage
13、ment 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
14、 relationships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
15、 involves 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 outsid
16、e 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
17、 chain 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
18、the portion of the customers purchasing that a company gets in its product categories Growing Share of Customer Capturing 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 ri
19、ght customers involves treating customers as assets that need to be managed and maximized Different types of customers require different relationship management strategies Building Customer Equity The Changing Marketing Landscape Uncertain Economic Environment New consumer frugality节俭 Marketers focu
20、s on value for the customer The Changing Marketing LandscapeUncertain Economic Environment New consumer frugality Marketers focus on value for the customer The Changing Marketing LandscapeDigital Age People are connected continuously to people and information worldwide Marketers have great new tools
21、 to communicate with customers Internet + mobile communication devices creates environment for online marketing The Changing Marketing Landscape Rapid Globalization Sustainable Marketing Not-for-Profit Marketing So, What Is Marketing? Pulling It All Together Ch1 Review Questions and answersWhich ste
22、p of the 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 p
23、rocess 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
24、 that 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
25、. demandsWhen 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 foll
26、owing 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
27、are 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 profitabl
28、e and 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 futur
29、e 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 value to him or her. What is customer equity?1. The total combined customer lifetime valu
30、es of 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 product
31、s value 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 pe
32、rformance 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
33、and 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 ne
34、eds.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
35、marketing 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 marketing
36、2. sustainable 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 orien
37、ted 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
38、design 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? W
39、hat 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 w
40、ise 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
41、Assignments 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 o
42、f “the 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
43、 is 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 Cus
44、tomer 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 Re
45、turn 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 i
46、n Strategic 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 Companyw
47、ide Strategic 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 make up the company Designing the Business Portfolio Companywide Strategic PlanningStrategic business units c
