《市场与市场营销环境.ppt》由会员分享，可在线阅读，更多相关《市场与市场营销环境.ppt（43页珍藏版）》请在三一办公上搜索。
1、Chapter 3,The Marketing Environment,Marketing Environment,Marketing Environment-consists of the actors and forces outside marketing that affect marketing managements ability to develop and maintain successful relationships with its target customers.Includes:Microenvironment-forces close to the compa
2、ny that affect its ability to serve its customers.Macroenvironment-larger societal forces that affect the microenvironment.,市场营销环境与分析,市场营销环境指对市场营销有直接和间接影响的外部力量，包括宏观营销环境和微观营销环境。微观环境包括企业本身、供应商、顾客、竞争者、社会公众。,宏观环境是指给企业造成市场机会和环境威胁的主要社会力量。主要包括人口、经济、科技、自然、政治和法律、社会文化因素环境分析的目的在于帮助企业识别环境各要素给企业带来的机会与威胁，采取合理的应对措
3、施。,The Companys Microenvironment,Companys Internal Environment-functional areas inside a company that have an impact on the marketing departments plans.Suppliers-provide the resources needed to produce goods and services and are an important link in the“value delivery system”.Marketing Intermediarie
4、s-help the company to promote,sell,and distribute its goods to final buyers.i.e.resellers.,市场营销环境、营销组合与目标市场,环境的3大特点,企业市场营销活动必须积极地适应环境变化！,企业对机会和威胁的反应,慎重评价市场机会对威胁的反应（1）反抗，扭转不利因素的发展（2）减轻，通过调整市场营销组合环境的威胁（3）转移,一、人口环境,总量衡量市场潜量的重要因素 年龄结构 分布,The Companys Macroenvironment,Demographic-studies populations in t
5、erms of size,density,location,age,gender,race,occupation and other statistics.Economic-factors that affect consumer purchasing power and spending patterns.Natural-natural resources needed as inputs by marketers or that are affected by marketing activities.,Key U.S.Demographic Trends,Changing Age Str
6、ucturePopulation is aging;many divisions,Changing American FamilyLater marriage,fewer children,workingwomen,and nontraditional households,Geographic ShiftsMoving to the Sunbelt,suburbs,“micropolitan areas”,Better-Educated&More White-Collar Increased college attendanceand white-collar workers,Increas
7、ing Diversity72%Caucasian,13%African-American,11%Hispanic&3%Asian,Age Distribution of the U.S.Population,(78 million people born 1946-1964)One of the most powerful forces shaping the marketing environment,30%of population,(45 million people born 1965-1976)More skeptical,cynical of frivolous marketin
8、g pitches promising easy success,(72 million people born 1977-1994)Fluent and comfortable with computer,digital,and Internet technology(Net-Gens),Baby Boomer Generation,Generation X,Echo Boomer Generation,Economic Environment,Natural Environment,Factors Affectingthe NaturalEnvironment,Shortages of R
9、aw Materials,Increased Pollution,GovernmentalIntervention,Environmentally SustainableStrategies,The CompanysMacroenvironment,Technological-forces that create new technologies,creating new product and market opportunities.Political-laws,agencies and pressure groups that influence and limit organizati
10、ons and individuals in a given society.Cultural-institutions and other forces that affect a societys basic values,perceptions,preferences,and behaviors.,Technological Environment,Faster pace of technological change;products are outdated at a rapid pace.Almost unlimited opportunities being developed
11、daily in health care,space industry,robotics,and bio-genetic field.Challenge is not only technical,but also commercial make practical,affordable versions of products.Increased regulation concerning product safety,individual privacy,and other areas that affect technological changes.,Increasing Legisl
12、ation,Changing GovernmentAgencyEnforcement,Includes Laws,Government Agencies,Etc.that Influence&Limit Organizations/Individuals in a Given Society,IncreasedEmphasis onEthics&SociallyResponsibleActions,Political Environment,五、政治法律环境,1政治形势2经济政策 财政政策 货币政策 价格政策 对外贸易政策等3立法 国家、地方颁布的法规、法令、条例,The Companys M
13、icroenvironment,Customers-five types of markets that purchase a companys goods and services.Competitors-those who serve a target market with similar products and services against whom a company must gain strategic advantage.Publics-any group that perceives itself having an interest in a companys abi
14、lity to achieve its objectives.,Cultural Environment,Peoples View of Organizations,Peoples View of Nature,Peoples View of Themselves,Peoples View of Society,Peoples View ofthe Universe,Peoples View of Others,Cultural Valuesof a Society,六、文化环境,1语言 语言能力、形体语言（OK）2教育 教育普及程度、教育水平（星巴克店的选址）2000.11.1 10万人口
15、受教育程度 1990年 2000年 大学 1422 3611 高中 8039 11146 初中 23344 33961 小学 37057 35701,3宗教 不同的宗教、宗教节日、宗教禁忌、宗教组织4价值观 价值观念是人们对事物的评价标准“身土不二”的韩国人5风俗习惯 饮食、服饰、婚丧、节庆、伦理等,Responding to the Marketing Environment,Environmental Management Perspective Taking a proactive approach to managing the microenvironment and the mac
16、roenvironment by taking aggressive(rather than passive)actions to affect the publics and forces in the marketing environment.How?Hire lobbyists,run“advertorials”,press law suits,file complaints,and form agreements.,Discussion,Americans are becoming more concerned about the natural environment.Explai
17、nhow this trend would affect a company that markets:(a)sandwich bags,(b)tires,(c)computers,and(d)electrical power.Suggest some effective responses to these concerns.,Types of Customer Markets(Fig.3.2),Government Markets,International Markets,ResellerMarkets,BusinessMarkets,Consumer Markets,Company,T
18、ypes of Publics(Fig.3.3),Company,CitizenActionPublics,LocalPublics,GeneralPublic,Internal Publics,GovernmentPublics,MediaPublics,FinancialPublics,Major Forces in the Companys Macroenvironment(Fig.3.4),4.2.1 企业内部力量,所有的部门都能协调一致吗？,4.2.2 资源供应者,对企业的影响方式,提高价格,能否及时提供低成本的原材料,降低原料质量,提高价格,资源供应者,2999元联想的意义,联想采
19、用AMD的CPU，制造最低价的PC。,英特尔受到联想与AMD合作给予的压力。,哪些因素会导致供应商力量的强大？,4.2.3 营业中介人,储存,保险,运输,广告,咨询,4.2.4 顾客,顾客的竞争者角色,顾客的业务延伸 顾客的力量,购买了整个行业全部产品的一大部分 购买在买方成本中只占很小的比重 能以很低的成本转向另一供应商,Companys Internal Environment(Fig.3.1),4.2.5 社会公众,明智的企业都应采取有力措施来保持与主要公众之间的建设性关系,673.9亿美元的品牌价值是怎么来的？,可口可乐公关宣传的“三张王牌”,4.2.5 社会公众,紧跟奥运,赞助公益活
20、动,把握时事热点新闻,1行业结构类型(销售者的数量及产品差别程度）(1)完全竞争行业 竞争者很多、很小，产品无差别 无一家可自主定价(2)完全垄断行业 行业内仅一家企业，可自由决定供给量及价格,(3)寡头垄断行业 行业内只有少数几家企业(4)垄断竞争行业 比寡头垄断多，比完全竞争少，产品服务有所区别 部分决定价格现在大多数行业可视为垄断竞争行业(掌上电脑),4.2.6 竞争者,4.2.6 竞争者,同里,二、竞争者分析,1识别竞争者 从产品的角度（产品竞争观念）提供同类产品 从市场的角度（市场竞争观念）满足相同需求2确定竞争者的目标 竞争者在市场上追求什么 竞争者的行为推动力是什么,竞争对手分析,4.2.6 竞争者,竞争对手的反击概略对目前的地位满意吗？可能做出什么行动或战略变化？竞争对手的脆弱之处在哪里？迫使竞争对手做出最大的最有效的报复因素是什么？,长远目标各管理层的目标和综合目标,现行战略目前正在如何进行竞争？,假设对其自身和行业所持有的假设,潜在能力优势和劣势,驱使竞争对手行动动机,竞争对手能力,已显现出来的,隐含地,5估计竞争者的反应模式 坐观其变型 选择型 凶暴型 随机型等,
