Session # 1 – Good morning
第一部分：早晨好
Product Concept
产品概念
“Build a better mouse trap and they will buy it”
制作一个更好的诱饵使他们购买
“They can have any car as long as it’s black on black”
由于他们希望要 黑色的，他们可以得到任何车
Emphasis is on product production
在产品生产时强调
Know as “PRODUCT CONCEPT”
称之为产品概念
Examples “Old and new”
举例：老的和新的
Henry Ford (Model T)
福特（T型）
Big Three Auto Makers .
美国三大汽车制造商
Euro-Disney (Create a park – “they” will visit!
欧洲-迪斯尼（建一个他们要参观的公园）
Marketing Concept
市场概念
What
什么
Who
谁
When
什么时候
Why
为什么
Where
在哪
How
如何
Focus shifts from product to CUSTOMER wants and needs
将焦点从产品移向顾客的希望和要求
Examples:
举例：
Honda/Toyota/Datsun entrance into . automaker (small versus large auto)
Honda/Toyota/Datsun进入美国汽车生产（少量的同大量的对比）
Being able to recognize YOUR customers change in wants and needs.
承认你的顾客在希望和需求上的变化
An “ON-GOING PROCESS”
一个持续的过程
Nissan has failed to do so, and has lost market share
Nissan在此失败了，失去了市场份额
Marketing Defined
市场定义
MARKETING IS:
市场是：
A social process
一个社会进程
By which individuals and groups obtain what they need and want
在此个体和团体获得他们的希望和需求
Through creating, offering, freely exchanging products and services of value of others
通过产生、提供自由交换产品和其他价值的服务
Management Must Be Supportive
管理必须具有支持性
Centralization style
集中风格
Will hinder marketing progress
会阻碍市场进程
Decision making is static - not interactive
决策是静止的而不是交互的
One or “only a few” members of the organization is making the decisions
组织中的 一个或“几个”成员决策
Thinking more about “me” then the “customers” perspective
考虑“我”的前景多于“顾客”前景
Big Three – “what kind of car should we build now”
三大制造商“我们现在要制造哪中汽车？”
Decentralization style
分散风格
Encourages “group participation”
鼓励“小组参与”
Many members of the organization bring to table different views
组织中的许多成员带来不同的观点
Thinking about “customer” is broadened.
考虑“顾客”变宽
How can we “as departments” help create a customer organization:
我们如何“作为一个部门”帮助建立一个顾客组织
Marketing-production-shipping-etc.
市场-生产-运输等等
Core Concepts of Marketing
市场的核心概念
Target markets & segmentation
目标市场和分割
Needs, Wants, and Demands
需求、希望和要求
Product Offerings
产品提供
Value and Satisfaction
价值和满意度
Exchange and Transactions
交换和交易
Relationship and Network Building
关系和网络建立
Marketing Channels (Distribution)
市场通道（分配）
Supply Chain
供应链
Competition
竞争
Marketing Environment
市场环境
Simple Marketing System
单一市场系统
INDUSTRY – a collection of sellers.
工业和销售员的聚集
MARKET – a collection of buyers.
市场和购买人员的聚集
RELATIONSHIPS BEING CREATED:
产生关系：
Goods and Services provided by industry –
工业提供产品和服务
Money (capital) is provided by buyers –
购买人员提供金钱（资本）
Communication is being provided by industry (advertising/promotion)–
工业提供联络（广告/促销）
Information is being provided by customers (to buy or not to buy (what, when, why, where, who)
顾客提供信息（买或不买（什么、何时、为什么、何处、谁）
Structure of Flows
流动结构
Manufacturer markets create “goods and services” for
制造商市场---制造“产品和服务”
Intermediary markets who disperse “goods and services” for
中间商市场---传播“产品和服务”
Consumer markets who provide “money” for
顾客市场---提供“金钱”
Intermediary markets who provide “money” for
中间商市场---提供“金钱”
Manufacturers provide “money” for
制造商---提供“金钱”
Resource Markets who provide “money” for
资源市场---提供“金钱”
Consumer markets “jobs” and is governed by
顾客市场“工作”由---控制
Government markets who regulate – “services” “product” - “money valuation” – business dealings- and generate tax/revenue bases ;-(
政府市场---规定“服务”“产品”-“金钱价值”-业务处理-产生税收/税票
The Four Ps (. Marketing Mix)
4P（ a k a 市场组合）
Product (tangible and intangible stuff)
产品（有形和无形材料）
Promotion (advertising, direct selling, etc)
促销（广告、直销等）
Place (channels of distribution – goods available where)
地点（分配通道-产品适于何处）
Price (the value of the exchange)
HOW ABOUT THE “cousins” of the 4 Ps – the four Cs
4P的“表姐”4C如何
Customer solution
顾客解决方案
Customer cost
顾客成本
Convenience
方便
Communication
沟通
Company Orientations Toward the Marketplace today!
如今公司以市场为导向！
PRODUCTION CONCEPT – consumer prefer products that are widely available and inexpensive.
生产概念：
顾客喜欢那些用途广泛价格不贵的产品
PRODUCT CONCEPT- consumers favor products that offer the most quality, performance, or innovative features.
产品概念：
顾客喜爱那些质量、效果好或有创新特点的产品
SELLING CONCEPT- consumers will buy products only if the company aggressively promotes/sells these products.
销售概念：
顾客购买那些公司有攻势地促销/销售的产品
MARKETING CONCEPT- focuses on needs/wants of target market and delivering value better than competitors.
市场概念：
集中于目标市场的希望和需求以及带来比竞争对手更好的价值
Customer Delivered Value
交付顾客价值
SELLING CONCEPT
销售概念
Starting point: Factory
起点：工厂
Focus: Existing products
焦点：现有产品
Means: Selling and promotion
方法：销售和促销
Ends: Profits through sales volume
结果：通过销售量的赢利
MARKETING CONCEPT
市场概念：
Starting point: Market
起点：
Focus: Customer needs
焦点：顾客需求
Means: Integrated marketing
方法：整合的市场
Ends: Profits through customer satisfaction.
结果：通过顾客满意的赢利
Traditional Organization Chart
传统组织图
Top Management
最高管理
Middle Management
中级管理
Front-line Management
基层管理
Customers
顾客
Customer-Orientated Organizational Chart
顾客导向的组织图
CUSTOMERS
顾客
Front-line People
基层人员
Middle Management
中级管理
Top Management
高层管理
Evolving Views of Marketing’s Role
“Marketing as an equal function”
市场角色参与观念
“市场作为平等的职能”
Evolving Views of Marketing’s Role
“Marketing as a more important function”
市场角色参与观念
“市场作为更重要的职能”
Evolving Views of Marketing’s Role
“Marketing as the MAJOR function”
Other departments are support units!
市场角色参与观念
“市场作为主要的职能”
其他部门作为支持部门
Evolving Views of Marketing’s Role
“The CUSTOMER as the controlling factor”
市场角色参与观念
“顾客作为控制因素”
Session #1 - continued
第一部分：继续
Determinants of Customer
Delivered Value
“When combined = customer’s delivered valued”
交付顾客价值的判定
“结合时=交付顾客的价值
TOTAL CUSTOMER VALUE determined by:
全部顾客价值由下列确定：
Image value
形象价值
Personal value
个人价值
Services value
服务价值
Product value
产品价值
TOTAL CUSTOMER COST determined by:
全部顾客成本由下列确定：
Monetary cost
金钱成本
Time cost
时间成本
Energy cost
能源成本
Psychic cost
心理成本
So what’s this thing called SATISFACTION
因此什么叫做满意
Is it tangible or intangible, can I touch it, smell it, feel it, or is it a figment of my imagination?
它是有形的还是无形的、摸的着、闻的到、感觉的到？或者还是我的想象中虚构的？
SATISFACTION?
满意？
Is a person’s feelings of pleasure or disappointment resulting from comparing a product’s perceived performance (or outcome) in relation to his or her experience
通过比较产品感觉到的效果（或特点）人的满意或失望的感觉同他或她的经验有关吗？
High Performance Business
高性能的业务
Set strategies to satisfy KEY – “Stakeholders”
设立满意关键策略-- “利益相关者”
By improving critical business – “Processes”
通过改进关键业务-- “进程”
And aligning – “Resources” with the “Organization”
并对齐-- “资源”和“组织”
The Generic Value Chain
“Will mean higher MARGINS”
普通价值链
“将意味着更高的边际”
SUPPORT ACTIVITIES:
支持活动：
Firm infrastructure
公司基础组织
Human resource management
人力资源管理
Technology department
技术部门
Procurement
采购
PRIMARY ACTIVITIES:
初级活动：
Inbound logistics
回本地的物流
Operations
作业
Outbound logistics
开往外地的物流
Marketing and sales
市场和销售
Service departments
服务部门
Example of Value Chain
“Remember – competition is between NETWORKS, not companies. The winner is the company with the better NETWORK!
价值链举例
“记住：竞争是网络间的而不是公司间的，成功者拥有更好网络的公司
Levi Strauss’ Value-Delivery Network:
Levi Strauss的交付价值网络
Starts with Sears (retail) who submits an ORDER to Levi’s (apparel)
Sears（零售商）开始，他将一个订单交给Levi（服装商）
Then Levi’s (apparel) who submits an ORDER to Milliken (fabric maker)
然后Levi（服装商）将订单交给Milliken（织布商）
The Milliken (fabric) DELIVERS fabric to Levi’s (apparel) who DELIVERS (product) to Sears (retail)
Milliken（织布商）将织物交付给Levi（服装商）他将（产品）交付给Sears（零售商）
Example of Value Chain
“Remember – competition is between NETWORKS, not companies. The winner is the company with the better NETWORK!
价值链举例
“记住：竞争是网络间的而不是公司间的，成功者拥有更好网络的公司
DuPont (Fibers) invents new fiber processing, who NOTIFIES Milliken (fabric) who ORDERS new fiber material
DuPont（纤维商）发明了新的新的纤维生产工艺，，他通知了购买新纤维原料的Milliken（织物商）
Sears (retailer) who will eventually sell new “improved” product to CUSTOMER who will ORDER new product if satisfied with the NETWORKS PERFORMANCE
Sears（零售商）最终将销售新“改进”的产品给如果满意网络效果并订购新产品的顾客
SATISFIED CUSTOMERS
顾客满意
Are loyal customers
是忠实的顾客
Buy more (new products & upgrades)
购买更多（新产品和升级产品）
Spread favorable word-of-mouth
传播赞许
Are more brand loyal (less price sensitive)
更忠于品牌（对价格名感度低）
Offer feedback
提供反馈
Reduce transaction costs
降低交易成本
Customer Development
顾客开发
Three TYPES of customers:
三种顾客：
1) Suspects
怀疑型的
2) Prospects
期望型的
3) Disqualified prospects
失望型的
The most important to businesses is:
对业务来说最重要的是：
PROSPECTS!
期望
Prospect evolution:
期望演变
Customer Development
顾客开发
1) First-time customers
第一次的顾客
2) Repeat customers
重复的顾客
3) Clients
客户
4) Advocates
拥护者
5) Partners
伙伴
CAVEAT: If your prospects are MISHANDLED they can become: “Inactive customers” or “EX-customers”
警告：如果你的期望者受到错误处理，他们会变成的怠惰顾客或前顾客
The Profit Triangle
利润三角形
PROFIT (the central focus) is affected by:
利润（中央焦点）受到下列的影响：
1) Internal operations
内部作业
2) Competitive advantage
竞争优势
3) Value creation
价值产生
Good Stuff Right?
Well, let’s talk QUALITY
好材料？
让我们谈谈质量
What is QUALITY? Think about it a moment (considering your field of work) and create a definition for us – START NOW!
质量是什么？想一想（考虑以下你的工作领域）给我们一个定义--现在开始
GENERIC DEFINITION of “Quality”
产生“质量”的定义
Is the totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs.
同产品或服务的满足能力以及潜在需求相关的性质和特点的总和
Session #1 continued
第一部分-- 继续
Market-Oriented Strategic Planning
市场导向的策略规划
Contains FIVE “components” or “CONCERNS:
包含五个“成份”或“关切点”
1) Organizational objectives
组织目标
2) Organizational skills
组织技巧
3) Organizational resources
组织资源
4) Organizational opportunities
组织机遇
5) Organizational profit and growth
组织利润和成长
Corporate Headquarters Planning
公司总部规划
Normally has FOUR major components:
通常有4个主要部分：
1) Define the corporate mission
确定公司使命
2) Establish strategic business units (SBUs)
建立战略业务部门（SBUs)
3) Assign resources to SBUs
向SBUs 分配资源
4) Plan new business, downsize older (or less profitable) businesses
计划新业务，老（或利润少的）业务小型化
Strategic-Planning, Implementation, and Control Processes
战略计划、实施和控制过程
As noted by the heading – strategic planning encompasses three sub-sections:
如总部中提到的：战略计划包括三部分
1) Planning – corporate planning; divisional planning; business planning and; product planning.
计划：公司计划、区域计划、业务计划和产品计划
2) Implementation – involves organizing and implementing the vision(s).
实施：涉及组织和实施视角
3) Control function – measures results; diagnosing results (nothing works as planned) and; taking corrective action (remember the operative word here is ‘TIMING’ – TQM observation)
控制功能：衡量结果、诊断结果（所有的都不按计划）采取纠正措施（注：这里的动作词是“适时”-- TQM观察）
FINALLY – REMEMBER THAT THESE AREAS ARE COOPERATIVE AND NOT INDEPENDENT OF EACH OTHER– You’re not in a vacuum!
最后-- 记住在这里要团结不要独立--你不是在真空中！
MISSION STATEMENTS
使命声明
Answer for me what a mission statement is?
回答我使命声明是什么？
GREAT Mission Statement HAVE:
伟大的使命声明具有：
1) Limited number of goals
有限的目标数量
2) Stresses major policies and values
强调主要方针和价值
3) Defines competitive scores
规定有竞争力的得分
Sound too simple?
太简单吗？
It should be SIMPLE and EASILY UNDERSTOOD BY ALL MEMBERS OF YOUR ORGANIZATION
应该简单让你的组织中的所有成员都容易懂得。
Strategic-Planning Gap
战略计划差距
What? Another term? Oh no!
什么？另一个小队？没有！
Simply put: It’s the difference between YOUR COMPANIES “current portfolio-business practices” less the “desired sales”
简单地提出：你的公司间的区别“目前业务量操作”少于“理想销售”
It’s that area that you need to fulfill to achieve the DESIREC SALES area set by your strategic plan.
是那个由你的战略计划中设定的你需要完成达到理想销售的区域
Which involves different levels of growth:
哪个涉及到增长中的不同水平？
Intensive growth, followed by
集中增长，伴随
Integrative growth, followed by
综合增长，伴随
Diversification growth
变化增长
Intensive Growth Strategies:
集中增长战略
Existing products/Existing markets: MARKET PENETRATION
现有产品/现有市场：市场渗透
Existing products/New Markets: MARKET DEVELOPMENT
现有产品/新市场：市场开发
New Products/Existing markets: MARKET DEVELOPMENT
新产品/现有市场：市场开发
New Products/New Markets: DIVERSIFICATION
新产品/新市场：多样化
The McKinsey 7-S Framework
for a successful strategic plan
McKinsey 成功战略计划的7-S 框架
The first three element that MUST interact are:必须相互影响的首先三个成份是
a) strategy-
战略
b) structure of organization-
组织结构
c) systems of organization.
组织系统
These three sub-sections must work closely together – NO GAPS – NO DEPARTMENTAL FIGHTING
这三部分必须紧密地一起工作--没有差距--没有部门之争
Then, when the organization has it ACT together it must insure that EVERONES –
然后，当组织要一起行动时，必须保证每个部分的：
a) skills
技巧
b) shared values
价值共享
c) staff
员工
d) style ARE
风格是
COMPATIBLE AND CAN WORK TOGETHER SMOOTHLY!
有竞争性并可以平滑地一起工作
The Value-Delivery Process
交付价值过程
TRADITIONAL PHYSICAL PROCESS SEQUENCE:
传统自然过程顺序：
Make the product (design product, procure, make)
制作产品（设计产品、采购、制作）
Sell the product (price, sell, advertise/promote, Distribute Services.
销售产品（价格、销售、广告/促销、分配、服务）
VALUE CREATION AND DELIVERY SEQUENCE:
价值产生和交付顺序：
Choose the Value (known as strategic marketing)
选择价值（称作战略市场学）
Provide the Value
提供价值
Communicate the Value
沟通价值
NOTE: Provide the value and communicating the value is known as TACTICAL MARKETING!
注：提供价值和沟通价值称作技术市场学）
The Marketing Plan
市场计划
Executive Summary & Table of Contents
执行小结和内容列表
Current Marketing Situation
目前市场状况
Opportunity & Issue Analysis
机会与事件分析
Objectives
目标
Marketing Strategy
市场战略
Action Programs
行动计划
Projected Profit and Loss (Pro Forma)
设计利润和损失（利润组成）
Controls
控制
Factors Influencing Company Marketing Strategy
影响公司市场战略的因素
WHAT DO YOU THINK IS MOST IMPORTANT?
你认为什么是最重要的？
1) The most important influence is TARGET MARKET
最重要的影响是目标市场
2) Marketing Mix (4Ps) Product, Promotion, Place, Price.
市场组合(4Ps) 产品、促销、地点和价格
3) Internal considerations: a) marketing planning, marketing information systems, marketing organization and implementation and, marketing organization system.
内部考虑： a) 市场计划、市场信息系统、市场组织和实施、市场组织系统
4) External considerations: a) Suppliers, Marketing intermediaries, publics and, competitors.
外部考虑： a) 供应商、市场中间商、公众和竞争对手
5) Environmental considerations: a) demographic/economic considerations; b) Technical/physical environmental considerations; c) Political/legal environment, and; Social/cultural environment.
环境考虑： a) 人口统计学的/经济的； b) 技术的/物理环境的考虑；c) 政治的/法律环境的等等； d) 社会/文化环境
Session # 1 – Good Afternoon
Session # 1 – 下午好
Presented by
Dr. John Bonagofsky
Marketing Information System
市场信息系统
Consists of:考虑
1) People人
2) equipment设备
3) and procedures to
和程序来
4) gather汇总
5) sort筛选
6) analyze分析
7) evaluate, 评价
8) and distribute分配
9) needed按需求
10) timely按时间
11) and accurate 准确
12) information信息
13) to marketing decision makers
对决策者做市场营销
Marketing Intelligence System
市场营销情报系统
Is a set of是一系列
1) procedures程序
2) and sources资源
3) used by managers
被管理者使用
4) to obtain来获得
5) everyday 每天
6) information信息
About developments
关于开发
In the marketing environment.
在市场营销环境下
Defining the Problem and Research Objectives
确定问题和研究目标
Exploratory Research – sheds light on problem; suggest solutions; or new ideas.
探索性研究- 阐明问题的真相，提供答案或新构想
Descriptive Research – Ascertain magnitudes of the problem or surrounding atmosphere.
描述性研究- 查明问题或周围环境的夸张程度
Causal Research – Test cause-and-effect relationships; Test hypotheses about cause-and-effect relationships.
因果性研究 - 测定因果关系；测定因果关系的假设
Marketing Research Approaches
市场营销研究方法
Observational - 观察研究法
Focus-groups - 深度集体研究法
Survey - 调查研究法
Behavioral -行为研究法
Experimental - 实验研究法
Secondary-Data Sources
二手数据资源
Internal sources - 内部资源
Government Publications - 政府发布
Periodicals and books - 期刊杂志和书籍
Commercial Data - 商务数据
On-line -在线
Associations - 协会
Business Information - 商务信息
The Marketing Research Process
市场营销研究过程
Defining the problem and research objectives
确定问题和研究目标
Developing the research plan
开发研究计划
Collecting the information
搜集信息
Analyze the information
分析信息
Present your findings
目前所发现的
Good Marketing Research
完善的市场营销研究
Is scientific 科学的
Is creative 有创意的
Uses multiple methods 使用多种方法
Realizes the interdependence of models and data
实现模式与数据的独立性
Acknowledges the cost and value of information
承认信息的成本与价值
Maintains “healthy” skepticism 保持“健康”的构架
Is ethical 伦理性
Market Demand
市场需求
Who or what is it?
是谁或是什么？
In actuality, it contains two components:
事实上包括两个组成部分：
Components are not of equal size – WHY?
组成部分大小不相等 - 为什么？
Estimating Future Demand
估计未来需求
Survey of Buyers’ Intentions
购买者意愿调查
Composite of Sales Force Opinion
销售人员意见综合法
Expert Opinion
专家意见
Past Sales Analysis
过去的销售分析
Market Test Method
市场测试法
Estimating Market Demand
Marketers Must Consider
估计市场需求，市场人员必须考虑
Total Market Potential 总的市场潜力
Area Market Potential 区域市场潜力
Industry Sales 行业销售情况
Market Share 市场分额
Session #1 afternoon - continued
Session #1 下午 - 继续
Presented by
Dr. John Bonagofsky
Macroenvironmental Forces
宏观力量
World trade enablers 世界贸易得以实现
Asian economic power 亚洲经济强大
Rise of trade blocs 贸易封锁增加
International monetary crisis (will leave no nation untouched)
国际金融危机（波及所有国家）
Use of barter and countertrade (exchange produces for other than cash/monetary currency)
易货交易与相对贸易的使用（除了现金/货币之外，还有产品交换）
Move toward market economies by many nations
许多国家走向市场经济
Global lifestyle “becoming the norm – rather than the exception”
全球生活方式“比预期的更加正常化）”
Microenvironment Forces continue
微观力量（续）
Opening of “new” markets
开放“新”市场
Emerging transnational firms
兼并跨国企业
Cross-border strategic alliances
跨国界战略联盟
Regional ethnic and religious conflict
地区种族和宗教冲突
Global branding (have a preference for product/service that exceeds the national impact – and now becomes a world brand)
国际品牌（对产品/服务喜好程度超过国家的影响 - 现已成为国际品牌）
Demographic Environmental Considerations
人口统计环境的考虑
Worldwide Population Growth 世界人口增长
Population Age Mix 人口年龄结构
Ethnic Markets 种族市场
Educational Groups 教育人口群
Household Patterns 家庭结构
Geographical Shifts in Population 人口的地理迁移
Shift from “Mass” marketing to “Micromarketing”
从“大众”市场迁移到“个体市场”
Economic Environmental Consideration
经济环境考虑
Income Distribution of Nations Shifts: 国家的所得分配
A. Subsistence economies 自己自足的经济
B. Raw-material-exporting economies 原料出口经济
C. Industrializing economies 工业化中的经济
D. Industrial economies 工业化的经济
CAVEAT: As we deal with different nations we must consider their economic state – and mold our marketing plans to fit their needs/wants.
注意：由于我们面对不同的国家，我们必须考虑其经济状况 - 制订适合他们需求/希望的市场营销计划模式。
Issues In The Technological Environment
技术环境的问题
Accelerating Pace of Change
变化的步调加快
Unlimited Opportunities for Innovation
无可限量的重新机会
Varying Research and Development Budgets (R&D)
差异颇大的研究发展预赛
Increased Regulation Expected
增加变动的规章
Political-Legal Environment
政治-法律环境
Increase legislation being enacted by many nations to protect their national interests.
为了保护国家的利益，许多国家增加了管制企业的法令
Special interest groups actively challenging “foreign intervention”
特殊利益团体积极地与“国外的干涉”挑战
Views That Express VALUES
体现价值的观点
Of Oneself - 自我
Of Others - 他人
Of the Universe - 世界
Of Nature -自然
Of Organizations - 组织
Of Society - 社会
Social/Cultural Environment
Considerations
社会/文化环境考虑
High Persistence of Core Cultural Values present in many nations
许多国家核心文化价值观的高持续性
Existence of sub-culture existent in many nations and co-exist in sub-regions (.: Black Americans, Native Americans, Japanese Americans, Chinese Americans, Mexican Americans, etc)
许多国家和地区存在次文化和共同生存的情况（美国：美国黑人，土生土长美国人，美裔华人，美裔墨西哥人，等等）
Shift of Secondary Cultural Values Through Time will affect companies future marketing plans
随着时间的变化，次文化价值观的推移将一向公司未来市场营销计划
Session #1 – Afternoon continue
Session #1 下午 - 继续
Presented by
Dr. John Bonagofsky
Simple Response Model
简单反应模式
Stimulus – must be created
刺激 - 必须有刺激
Organism – who are you trying to reach
有机体 - 你想试图接触谁
Response – what do you want them to do?
反应 - 你想让他们做什么
Simple Model of Buyer Behavior
购买者行为的简单模式
MARKETING STIMULI: 市场营销刺激
a) Product 产品 b) Place 地方
c) Promotion 促销 d) Price 价格
Which are called what?这些称作什么？
MARKETING MIX – Right!市场营销组合 - 对！
OTHER STIMULI: 其他刺激
a) Economic 经济
b) political 政治
c) technological 技术
d) cultural 文化
CAVAET: These considerations must be used to try to affect buyer’s reactions.
注意：这些方面的考虑必须用于影响购买者的反应
Simple Model of Buyer Behavior
购买者行为的简单模式
BUYER’S CHARACTERISTICS:购买者的特性
a) Cultural 文化
b) social 社会
c) personal 个人
d) psychological 心理
BUYER’S DECISION PROCESS:购买者的决策过程
1) Problem recognition 问题认知
2) Information search 信息搜集
3) Evaluation 评估
4) Decision 决策
5) Post purchase behavior (try to avoid post-dissonance)
购后行为（试图避免购后不一致）
Simple Model of Buying Behavior
continued
购买行为的简单模式（续）
After Buyer’s decision process – 购买者决策过程之后
THE BUYER’S DECISION IS MADE ON:
购买者做决策：
A) Product choice 产品的选择
B) Brand choice 品牌的选择
C) Dealer choice 经销商的选择
D) Purchase timing 购买时机
E) Purchase amount 购买数量
Cultural Consideration Affecting the BUYER
文化的考虑影响购买者
BUYER at the heart of the circle!
购买者在循环的中心！
Immediately influenced by his “SOCIAL CLASS”
马上受其“社会阶层”影响
Then influenced by his “Sub cultural” influences, and
然后受其“次文化”影响
Finally influenced by his “Cultural” heritage or influences.
最后受“文化”世袭影响
Buyers Affected by Social Factors
购买者受社会因素的影响
Reference Groups (persons held in high esteem – boss, manager, supervisor, etc.
参考群体（出在高层次的人 - 老板，经理，监督者，等）
Family Members (parents, siblings, etc)
家庭成员（父母，同胞，等）
Roles and Status (inherent belief by the buyer(s) that they should act in accordance with set roles or status! In Hawaii – business people don’t wear dress suits to work – more causal! Hence, the sale of suits are limited for business attire.
角色与形势（购买者固有的信仰就是：他们的行为应按照一系列的角色与形势！在Hawaii-生意人在工作时不穿西装 - 更随意！因此，西装的销售很有限）
Influences on Consumer Behavior
消费者行为的影响
Personal Influences might include:
个人因素的影响可能包括：
Age and Family Life Cycle Stages
年龄与生命周期阶段
Occupation and Economic Circumstances of the buyer
购买者的职业与经济状况
Lifestyle of the Buyer
购买者的生活形态
Personality and Self-concept of the buyer
购买者的的人格与自我功能
Buyers Psychological Factors that need to be considered
需考虑购买者的心理因素
Motivation of Buyer(s) - 购买者的动机
Perception of Buyer(s) - 购买者的感觉
Learning status of Buyer(s) - 购买者的了解情况
Beliefs of Buyer(s) - 购买者的信任程度
Attitudes of Buyer(s) - 购买者的态度
Maslow’s Hierarchy of Needs
马斯洛需求理论
From the bottom up:自下而上
1) Psychological needs (food, water, shelter)生理需求（食品，水，避难所）
2) Safety needs (security, protection)安全需求（安全，保护）
3) Social needs (sense of belonging, love, affection)
社会需求（归属感，爱，影响）
4) Esteem-needs (self-esteem, recognition)尊重需求（自我尊重，认可）
5) Self-actualization (self-development and realization)
自我实现（自我发展和实现）
CAVEAT: Maslow stated that no one would ever full satisfy the last need (Self-actualization)
注意：马斯洛指出没有一个人对最后的需求（自我实现）完全满意
Four Types of Buying Behavior
购买行为的四种形式
Significant differences between brands Complex buying behavior
AND high involvement by buyer:
品牌之间显著的差异，购买者高度介入 复杂的购买行为
Significant differences between brands Variety-seeking behavior
AND low involvement by buyer:
品牌之间显著的差异，购买者低度介入 寻求多样化的购买行为
Few differences between brands Dissonance-reducing
AND high involvement by buyer: buying Behavior.
品牌之间显差异甚小，购买者高度介入 降低不协调的购买行为
Few Difference between Brands Habitual Buying Behavior
AND low involvement by buyer:
品牌之间差异甚小，购买者低度介入 习惯性的购买行为
Consumer Buying Process
消费者购买过程
Buyer(s) Problem recognition购买者的问题认知
Buyer(s) Information search购买者的信息搜集
Buyer(s) Evaluation of alternatives购买者的评估方案
Buyer(s) Purchase decision(s)购买者的采购决策
Buyer(s) Postpurchase behavior (happy, sad, dissonance)
购买者的购后行为（高兴，悲伤，不和谐）
Steps Between Evaluation of Alternatives
and a Purchase Decision
评价方案与购买决定的步骤
At the Evaluation stage, the buyer(s) purchase intention is affected by:
评估阶段，购买者的采购意图受如下情况影响：
Attitudes of others
其他人的态度
Unanticipated situational factors (inheritance received, lost job, got promotion, got demoted, etc)
未预料情况因素（受遗传，失业，晋升，降级等）
Finally, the buyer(s) make the DECISION
最后，购买者做决定
How Customers Use or Dispose of Products
顾客如何使用或支配产品
Get Rid of it temporarily – rent it or loan it.
临时放弃 - 出赁或出租
Get rid of it permanently – give it away (to be resold or to be used), trade it, sell it (to direct customers, through middleman, to intermediary), throw it away.
永久放弃 - 舍让（脱手或他人使用），折换，出售（直接卖给顾客，经由中间商，卖给中间商），丢弃
Keep it – Use it for original purpose, convert to new purpose, store it.
继续保留 - 依原用途使用，转换成新品使用，束之高阁
Session 2 – Good Afternoon
第二部分：下午好
Why New Products/Services Fail
为什么新产品/服务失败
Overestimated Demand
过分估计需要
Poor Design
设计低劣
Poor Marketing Execution
市场执行低劣
High Development Costs
高额开发成本
Strong Competitive Reaction (Remember those pesky competitors?)
强烈竞争反应（记得那些讨厌的竞争者吗？）
Challenges in New Product Development
新产品开发中的挑战
Idea Shortage
建议缺欠
Fragmented Markets
分散的市场
Social and Governmental Constraints
社会和政府强制
Cost
成本
Capital Shortage
资本缺欠
Need for Speed
速度需求
Shorter Product Life Cycles
缩短产品生命周期
New Product Development Process
新产品开发过程
Idea Generation
建议产生
Idea Screening
建议筛选
Concept Development and Testing
概念开发和检测
Market Strategy Development
市场战略开发
Business Analysis
业务分析
Product Development
产品开发
Market Testing
市场测试
Commercialization
商业化
Probability of Success
成功的概率
Overall Probability of Success
成功的所有概率
EQUALS
等于
Probability of Technical Completion
技术完成的概率
MULTIPLED BY
乘
Probability of commercialization given technical completion
技术完成的商业化概率
MULTIMPLED BY
乘
Probability of economic success given commercialization
商业化的经济成功概率
Concept Development and Testing
概念开发和检测
Develop Product Ideas into Alternative Product Concepts
将产品概念开发成可替代的产品概念
Concept Testing – Test the Product Concepts with Groups of Target Customers
概念检测--用目标顾客群测试产品概念
Choose the Best One
选择最佳者
Characteristics of the Innovation Rate of Adoption of new Idea
新观点接受的创新率的特性
Relative Advantage – over competition – you’re FIRST
相关优势--通过竞争--你第一
Compatibility – competitors have nothing to compare with
兼容性--竞争者无以为比较
Complexity – yours is the first
复杂性--你的是第一的
Divisibility – you can devise new uses or product lines
可分割性--你可以发明新用途或产品线
Communicability – you are first to communicate the idea
可传达性--你第一个传达观点
Major Decision in International Marketing
国际市场的主要决策
Deciding whether to go abroad
决定是否出国
Deciding which markets to enter
决定进入哪个市场
Deciding how to enter the market
决定如何进入市场
Deciding on the marketing program
决定市场计划
Deciding on the marketing organization
决定市场组织
Challenges in Going Global
全球化的挑战
Shifting borders
边界移动
Unstable governments
政治不稳定
Foreign-exchange rate fluctuations
外汇兑换率动摇
Corruption
腐败
Technological pirating
技术掠夺
Criteria for Entry
进入原则
Market Attractiveness
市场吸引
Risk Free (Minimal risk existing)
没有风险（存在最小危险等级）
Competitive Advantages
竞争优势
New Market potentials
新市场潜力
Product Portfolio Diversification by businesses
基于行业产品多样化
Five Models of Entry Into Foreign Markets
进入外国市场的五种模型
Indirect exporting
间接出口
Direct exporting
直接出口
Licensing
许可证
Joint ventures
合资
Direct investment
直接投资
CAVEAT: Amount of commitment, risk, control, and profit potential increase as you move down the list.
警告：随着你向下移动清单委托、风险、控制和利润潜能数量增长
Joint Venture
合资
LICENSING – sell rights to name brand.
特许--品牌的销售权
CONTRACT MANUFACTURING – make item in host country; manufacturing of product only.
合同制造--在东道主国家制作部件、只生产产品
MANAGEMENT CONTRACTING – hired as management consultant to host company.
合同管理--在东道主国家雇佣为管理专家
JOINT OWNERSHIP – truly partnering with a company in host country, to share expertise and mutual gains.
成为股东--同主权国家公司的真正伙伴，共享专有技术和多重利润
International Process
国际进程
NO EXPORTING
没有出口
Export via agents
通过机构出口
Sales Subsidiaries
销售子公司
Production Abroad
国外生产
Pricing Challenges
价格挑战
Price Escalation – “inflationary concerns”
价格提高--“通货膨胀考虑”
Transfer prices – “exchange rate fluctuations”
转移价格--“汇率动摇”
Dumping charges – charging less than in-countries can produce for.
倾销费用-- 价格低于国内生产成本
Gray Markets – can customers purchase product via this market.
灰色市场--顾客可以通过市场购买产品
Marketing Organization
市场组织
Export Department – specializing ONLY in exporting.
出口部门--专门从事出口
International Division – have only a division (segment) of operation abroad.
国际事业部--在国外作业中只有一个部门（部分）
Global Organization – has manufacturing and retailing outlet outside country of origin.
全球组织--在源国家之外生产和零售产品
Afternoon Session 2 continue
下午部分续2
Components of the Market Offering
市场产品和服务的成份
Attractiveness of the marketing offering affect by:
市场产品和服务的吸引性受……影响：
1) Value-based prices
以价值为基础的价格
2) Product features and quality
产品特点和质量
3) Service mix and quality
服务组合和质量
Five Product Levels
五个产品层次
Potential product
潜在产品
Augmented product (attachments)
增加的产品（附属品）
Expected Product
期望产品
Basic Product
基础产品
Core Benefit
核心利润
Consumer-Goods Classification
消费者产品分类
CONVENIENCE PRODUCTS – buy frequently and immediately
便利产品--经常购买和立刻购买
1) low priced
低价格
2) Many purchase locations
许多购买地点
3) Includes:
包括：
a) staple goods
常用品
b) impulse goods
刺激产品
c) emergency goods
应急产品
Consumer-Goods Classification Continues
消费者产品分类 续
SHOPPING PRODUCTS – buy less frequently
商店产品--购买频率抵
1) gather product information
收集产品信息
2) fewer purchase locations
购买地点较少
3) compare for:
比较
a) suitability and quality
稳定性和质量
b) price and style
价格和风格
Consumer-Goods Classification Continues
消费者产品分类 续
SPECIALITY PRODUCTS – special purchase efforts
特殊产品--特殊购买力
1) Unique characteristics
独特的性质
2) Brand identification
品牌标识
3) Few purchase locations
购买地点很少
Consumer-Goods Classification Continues
消费者产品分类 续
UNSOUGHT PRODUCTS – new innovations
罕见产品--新发明的
1) products consumers don’t want to think about
产品消费者不希望考虑
2) require much advertising and personnel selling
需要更多的广告和个人销售
Product Mix
产品组合
PRODUCT MIX – all the product lines offered.
产品组合--提供所有的产品线
The THREE COMPONENTS make up the products CONSISTENCY
三大部分构成产品的持续性
WIDTH – number of DIFFERENT product lines
广度--不同产品线的数量
LENGTH – total number of items within the lines
长度--产品线中货品的总数
DEPTH – number of versions of each product
深度--每种产品的版本数量
What is a Brand?
什么是品牌？
Is its user
是它的用户
Its culture
它的文化
Its personality
它的个性
Its attributes
它的属性
Its benefits
它的利润
Its values
它的价值
Brand Equity
品牌平等
Devoted to Brand – highest level on hierarchy
忠实的品牌-- 最高等级
Values the Brand – brand as friend.
价值品牌--将品牌作为朋友
Satisfied & Switching cost
满意并交换成本
Satisfied Customer – No reason to change
顾客满意--没有理由去改变
No Brand Loyalty – customer will change
没有品牌忠实--顾客会改变
An Overview of Branding Decisions
品牌决策的浏览
BRANDING DECISIONS: Brand or No Brand.
品牌决策：品牌或非品牌
BRAND-SPONSOR DECISION: Manufacturer brand, Distributor (Private) brand, or Licensed brand.
品牌-支持者的决策：生产商品牌、分销商品牌（私人的）或注册的品牌
BRAND-NAME DECISION: Individual brand names, Blanket Family name, Separate Family name, Company-individual names.
品牌-名称决策：单独品牌名称、家族系列名称、分开的家族名称、公司-单独名称
BRAND-STRATEGY DECISION: Line extension, brand extension, multi-brands, new brands, co brands.
品牌战略决策：线路伸展、品牌延伸、多重品牌、新品牌、同样品牌
BRAND-REPOSITIONING DECISIONS: Repositioning or No reposition
品牌重新定位决策：重新定位或没有重新定位
Brand Strategies
品牌战略
Existing brand name/Existing Product category: Line extension
现有品牌名称/现有产品种类：线路延伸
Existing brand name/New Product category: Brand extension.
现有品牌名称/新产品种类：品牌延伸
New Brand name/Existing Product Category: Multi brands
新品牌名称/现有产品种类：多重品牌
New brand name/New Product Category: New brands
新品牌名称/新产品种类：新品牌
Good Brand Names
良好品牌名称
Distinctive
有特色的
Suggest Product Qualities
建议产品质量
Suggest Product Benefits
建议产品利润
Lack Poor Foreign Language Meanings
外语意义优良
Easy to Pronounce
易于朗读
Easy to Recognize
易于辨认
Easy to Remember
易于记忆
Why Packaging is Crucial as a Marketing Tool
为什么包装物作为市场工具是决定性的
Enable Self-service
可以自我服务
Establishes consumer affluence
建立消费者丰富
Establishes company and brand image
建立公司和品牌形象
Opportunity for innovation
机会创新
How to use Labels
如何使用标签
Make sure it PROMOTES
保证宣传
Make sure it DESCRIBES
保证描述
Make sure it IDENTIFIES
保证标识
Make sure it CATCHES CUSTOMERS ATTENTION
保证吸引顾客
Session # 2 – Good Morning
第二部分--早晨好
Two Quotes to consider when considering Competition
考虑到竞争时两个引述需要考虑
“Induce your competitors not to invest in those products, markets and services where you expect to invest the most…. That is the fundamental rule of strategy.” Bruce Henderson
Bruce Henderson提出的“引诱你的竞争对手不要在你最希望投资的产品、市场和服务….方面进行投资，这是战略的基本规则”
“There is nothing more exhilarating than to be shot at without result.” Winston Churchill
Winston Churchill提出的“没有比没被射中更令人高兴的。”
Five Forces Determining Segment Structural Attractiveness
决定部门细分吸引性的五个因素
Potential Entrants - Considering the “Threat of Mobility”
潜在新加入者--考虑“变动的威胁”
Suppliers – Consider the suppliers “power”
供应商--考虑供应商的“能力”
Buyers – Consider the buyers “power”
购买方--考虑购买者的“能力”
Industry Competitors – Consider the “Segments rivalry”
工业竞争者--考虑“部门对抗”
Substitutes – What are the “Threats of substitute products/services” available
替代品--“替代产品/服务的威胁”可能是什么
Analyzing YOUR Competitors
分析你的竞争对手
What are your competitors actions
你的竞争者的行动是什么
What are your competitors strategies
你的竞争者的战略是什么
What are your competitors objectives
你的竞争者的目标是什么
What are you competitors reaction patterns to new entrants.
你的竞争者对新加入者的反应形式是什么
What are your competitors strengths and weaknesses
你的竞争者对新加入者的优势和劣势是什么
What about your competitors that might create OPPORTUNITIES or might create WEAKNESSES for YOUR company or product?
你的竞争者对你的公司或产品可能产生的机会或劣势是什么
Barriers and Profitability Considerations
壁垒与利益率的考虑
Low Entry Barriers/Low Exit Barriers: Low and stable returns.
进入壁垒低/现有壁垒低：回报低而稳定
Low Entry Barriers/High Exit Barriers: Low, and risky returns.
进入壁垒低/现有壁垒高：回报低而有风险
High Entry Barriers/Low Exit Barriers: High, stable returns.
进入壁垒高/现有壁垒低：回报高而稳定
High Entry Barriers/High Exit Barriers: High, risky returns.
进入壁垒高/现有壁垒高：回报高而有风险
When Considering Industry Competition – YOU MUST!
考虑行业竞争时--你必须！
Consider the number of sellers and degree of differentiation (how many types of the same product/service is available)
考虑销售商的数量和不同等级（可能的相同产品服务有多少）
Consider the competitors entry, mobility, and exist barriers.
考虑竞争者的进入、变动和现有的壁垒
Consider the competitors cost structure (can they produce it less expensive)
考虑竞争者的成本结构（他们可以降低费用生产它吗）
Consider the degree of vertical integration of your competitors
考虑你的竞争者 的垂直综合等级
Consider the degree of globalization of your competitors
考虑你的竞争者的全球化等级
Hypothetical Market Structure and Strategies
假定市场结构和战略
If you are a MARKET LEADER you can:
如果你是一个市场领先者你可以：
1) Expand the market
扩展市场
2) Defend the your market share
保护你的市场份额
3) Expand your market share
扩展你的市场份额
If you are a MARKET CHALLENGER you can:
如果你是一个市场挑战者，你可以：
1) Attack the leader(s)
攻击领先者
2) Remain in a Status quo position
保持一个份额的位置
If you are a MARKET FOLLOWER you can:
如果你是市场追随者，你可以：
1) Imitate
模仿
If you are a MARKET NICHER you can:
如果你是市场利基主义者，你可以：
1) Specialize
专业化
Defensive Strategies
防御战略
When attacked by competitors you can:
受到竞争者的攻击时，你可以：
1) Position defense – dig in and defend your product/service
地位防御--专心致志防护你的产品/服务
2) Flank defense – defend your outside perimeter
侧面防御-- 防护你的外部边界
3) Preemptive defense – be constantly alert to situations that you can create “preventive measures”
优先防御-- 经常对地位进行报警那样你会产生“预防措施”
4) Counter-offensive defense – duplicate what competitors are doing (you can do it “better” or “cheaper”
相对攻击性防御--复制竞争者所制作的（你可以做的“更好”或更“便宜”）
5) Mobile Defense – possibly move your product/service
移动防御--必要地移动你的产品/服务
6) Contraction defense – leave the area – relocate to another location.
收缩防御--离开那个区域-重新进行另一个定位
Offensive “Attack” Strategies
攻击性的“攻击”战略
Frontal attack – meeting and willing to attack your competitors where they are and/or what they do.
正面攻击--对竞争者所在位置和/或所做的进行接触并乐于进攻
Flank attack – slight intrusion upon your competitors minor locations
侧面攻击-- 少量地闯入你的竞争者的微小位置
Encirclement attack – slowly surround your competitors main base
包围攻击--缓慢地保卫竞争者的主要基地
Bypass attack – completely doing something different than you competitor
旁路攻击--完全做一些区别于竞争者的事情
Guerilla attack – hit them where and how they least expect it. “Surprise attack”
游击队式攻击-- 攻击他们最不希望和他们感觉“令人惊讶的攻击”的地方
Specific Attack Strategies
特殊攻击战略
Provide Price-discounts
提供价格折让
Provide Cheaper Goods/Services
提供更廉价的货物/服务
Provide Prestige Goods
提供有威信的货物
Provide Product Innovation
提供产品创新
Provide Distribution Innovation
提供分销创新
Create Manufacturing Cost Reductions
产生制造成本降低
Provide Intensive Advertising Promotions
提供集中的广告促销
Creating “Nichemanship”
产生“利基主义者”
Become End-user specialist
成为最终用户专家
Become Customer-size specialist
成为顾客方面专家
Become Specific-customer specialist
成为特殊顾客专家
Become Geographic specialist
成为地理学的专家
Become Product or product-line specialist
成为产品或产品线专家
Become Product-feature specialist
成为产品特点专家
Become Quality-price specialist
成为质量-价格专家
Become Service specialist
成为服务专家
Become Channel specialist
成为渠道专家
CREATING A BALANCE
产生一个平衡
CUSTOMERS:
顾客：
Be constantly on the alert for Identifying opportunities
常期处于提防机会识别的状态
Be constantly on the alert for potential for Long-run profits
常期处于提防长期利润可能性的状态
Be constantly on the alert for Emerging needs
常期处于提防应急需求的状态
Be constantly on the alert for Emerging Group needs
常期处于提防应急小组需求的状态
COMPETITION:
竞争
Maintain your Fighter orientation – don’t relax.
保持你的斗士方向--不要松懈
Maintain your ALERTNESS
保持你的警惕性
Constantly be ALERT to EXPLOIT competitors WEAKNESSES
常期警惕利用竞争者的劣势
Constantly be REACTIVE
常期保持活力
Morning Session 2 continued
早晨部分2续
Steps in Market Segmentation, Targeting, and Positioning
步入市场细分、目标和定位
MARKET SEGMENTATION:
市场细分
1) Identify segmentation variables and segment the market.
识别细分变化并细分市场
2) Develop profiles of resulting segments.
开发细分结果的利润
MARKET TARGETING:
市场目标
3) Evaluate attractiveness of each segment.
评估每个市场的吸引性
4) Select the target segment(s)
选择目标细分
MARKET POSTIONING:
市场定位：
5) Identify possible positioning concepts for each target segment.
识别每个目标细分的可能定位概念
6) Select, develop, and communicate the chosen positioning concepts.
选择、开发并沟通选定的定位概念
Basic Market-Preference Patterns
基本市场优先权形式
HOMOGENEOUS PREFERENCES – group acceptance
同质优先权--小组认可
DIFFUSED PREFERENCES – slight differences noted
分散优先权--提到少量的区别
CLUSTERED PREFERENCES – groupings, creations of different product/service offerings, creating of specific uniqueness
连续优先权--不同产品/服务提供的产生、组合、专门唯一性的产生
Market-Segmentation Procedure
市场细分程序
SURVEY
调查
1) Motivations
激励
2) Attitudes
态度
3) Behaviors
行为
ANALYSIS
分析
1) Determine factors
确定因素
2) Identify clustering
识别持续性
PROFILING
描绘
1) Putting in proper prospective
放入适当的期望
Bases for Segmenting Consumer Markets
细分顾客市场的基础
GEOGRAPHIC – region, city, metropolitan, size, density, climate
地理学的--地区、城市、大都市的、大小、密度、空气
DEMOGRAPHIC – age, gender, family size, race, occupation, income.
人口统计学的--年龄、性别、家庭大小、种族、收入
PSYCHOGRAPHIC – lifestyle or personality.
心理学的--生活方式或个性
BEHAVIORAL – occasions, benefits, uses, or attitudes.
行为学的--机会、利润、使用或态度
Bases for Segmenting Business Markets
细分业务市场的基础
Demographic
人口统计学的
Operating variables
操作变量
Purchasing approaches
采购方法
Situational factors
政局因素
Personal characteristics
个人特性
Effective Segmentation
有效的细分
MEASURABLE – size, purchasing power, profiles of segments can be measured.
可衡量的--尺寸、采购能力、可衡量的细分利润
SUBSTANTIAL – segments must be large or profitable enough to serve.
本质-- 细分必须大或有足够的利润来服务
ACCESSIBLE – segments can be effectively reached and served.
可进入的--细分可以有效地达到或服务
DIFFERENTIAL – segments must resound differently to different marketing mix elements and actions.
不同的--对于不同的市场组合要素和行动， 细分必须有不同的反响。
ACTIONABLE – must be able to attract and serve the segments.
可行动的--必须能吸引并服务细分
Five Patterns of Target Market Selection
目标市场选择的五种类型
Single-segment concentration
单部门的集中
Selective specialization
有选择的说明
Product specialization
产品说明
Market specialization
市场说明
Full market coverage
整体市场覆盖
Morning Session 2 continued
早晨部分2续
Elements of Product Differentiation
产品区别的要素
Form
形式
Features
特点
Performance
绩效
Quality
质量
Conformance Quality
合格
Durability
耐用性
Reliability
可靠性
Reparability
可修补性
Style
风格
Design
设计
Elements of Service Differentiation
服务区别的要素
Ordering ease
容易订购
Delivery
交货
Installation
安装
Customer training
顾客培训
Customer consulting
顾客咨询
Maintenance and repair
维护和修理
Miscellaneous services
细微的服务
Basic Differentiation
基本区别
PERSONNEL –
个人--
what can you do to personalize product/service
你可以做什么使产品/服务人格化
What can you and your staff do to make it even more special
你和你的员工可以做什么使它更特殊
CHANNEL –
通道--
What can you do to make delivery seem important
你可以做什么使交货看起来重要
Where and how can the customer get your goods/services
顾客在哪里以及如何得到你的货物/服务
Image Differentiation
形象区别
MEDIA – what medium are you going to use to promote/advertise
媒体--你使用什么样的媒体进行促销/广告
SYMBOLS – what are you going to do to attract/keep your customers attention (Coca-Cola’s color)
符号--你做什么以吸引/保持你的顾客的注意（可口可乐的颜色）
ATMOSPHERE – what are you going to do to create a buying/warm/fuzzy atmosphere
氛围-- --你做什么以产生购买/温暖/模糊的氛围
EVENTS – are you going to promote your service/product by attaching yourself to a sporting event, etc?
事件--你把服务/产品的促销放到体育事件中吗？
Differences Worth Establishing
区别值得建立
IMPORTANCE
重要性
DISTINCTIVENESS
差别
SUPERIORITY
高级
PROFTIABILITY
利益率
AFFORDABILITY
可提供性
POSITIONING
定位
What is it? Human or animal?
它是什么？人或者动物
Definition:
定义
Is the act of designing
是设计行为吗
The company’s offering and image
公司的提供和形象
To occupy a distinctive place
占领有利的位置
In the target’s MIND!
以目标的思想
Product Life Cycle (PLC)
产品生命周期（PLC）
Normally a bell-shaped curve.
通常是铃铛状的曲线
First – INTRODUCTION
第一--介绍
Second – GROWTH
第二--成长
Third – MATURITY
第三--成熟
Fourth - DECLINE
第四--衰退
Four Introductory Marketing Strategies
市场战略的四大介绍
High Price/High Promotion: Rapid-skimming strategy.
高价格/高促销：迅速掠过战略
Low Price/High Promotion: Rapid-penetration strategy.
低价格/高促销：迅速渗透战略
High Price/Low Promotion: Slow skimming strategy.
高价格/低促销：缓慢掠过战略
Low Price/Low Promotion: Slow penetration strategy.
低价格/低促销：缓慢渗透战略
Maturity Stage
成熟阶段
MARKET MODIFICATION – making changes to current market (try to maintain market share)
市场成熟--对目前市场进行改变（尽力保持市场份额）
PRODUCT MODIFICATION – making changes to current product (again to maintain market share)
产品成熟--对目前产品进行改变（又是保持市场份额）
MARKETING-MIX MODICATION – changing “price” “place” “promotion” and “creating a new product line”
市场组合成熟--改变“价格”“地点”“促销”并“产生新的产品线”
Decline Stage
衰退阶段
Increase investment
增加投资
Resolve uncertainties – stabilize investment
消除不确定性--稳定投资
Create selective niches
产生可选择的利基
Harvesting
收益
Divesting
剥夺
PLC Characteristics
产品生命周期特性
REVNEUE EXPENSES PROFIT
收益 费用 利润
Introduction Low High Loss
介绍 低 高 失去
Growth High Lowering High
成长 高 正在降低 高
Maturity Stable/Low High Stable/Loss
成熟 稳定/低 高 稳定/低
Decline Low High/Low Loss/None
衰退 低 高/低 失去/没有
Market Evolution
市场演变
Promotion/Advertising Awareness Image
促销/广告 知觉 形象
Emergence High cost Low None
出现 高成本 低 没有
Growth Low cost Increase Some
成长 低成本 增长 一些
Maturity High cost Multiple Attacked
成熟 高成本 多重 受到攻击
Decline Minimal Losing Weak
衰退 微小的 失去 若
Session 3 – Good Afternoon
第三部分--下午好
Major Decisions in Advertising
广告的主要决策
Objectives Setting
目标设立
Budget Decisions: a) Message Decisions and b) Media Decisions
预算决定： a)信息确定 和b) 媒体确定
Campaign Evaluations
活动评估
Advertising Objectives
广告目标
Specific Communication Tasks
特定的联络任务
Accomplished with a Specific Target Audience
通过特定的目标观众完成
During a Specific Period of Time
在一个特定的时间段
INFORMATIVE ADVERTISING – builds PRIMARY Demand
信息性广告--建立初级需求
PERSUASIVE ADVERTISING – builds SELECTIVE Demand
口述广告--建立有选择的需求
COMPARISON ADVERTISING – compares one brand to another
对比广告--将一个品牌同另一个进行比较
REMINDER ADVERTISING – keeps consumers thinking about product.
提示广告--让顾客想到产品
The Five Ms of Advertising
广告的五个M
MISSION – sales goals, advertising objectives, etc?
使命--销售目标、广告目标等等？
MONEY – factors to consider: a) Stage of PLC, b) Market share and consumer base, c) Competition and clutter, d) Advertising frequency, and e) Product substitutability.
金钱--考虑因素： a) 产品生命周期阶段、 b)市场份额和消费者基础、 c) 竞争和混乱、 d) 广告频率和e) 产品替代性
MESSAGE – message generation, message evaluation and selection, message execution, social-responsibility.(AIDA????) Anyone know what this is????
消息-- 消息产生、消息评估和选择、消息执行、社会责任（ AIDA????) 任何人知道这是什么????
MEDIA – Reach, frequency, impact; Major media types, Specific Media vehicles, Media timing, Geographical media allocation.
媒体-- 获得、频率、主要媒体形式、特定的媒体工具、媒体时间计划、地理上媒体的处所
MEASUREMENT – communication impact and sales impact.
衡量--沟通效果和销售效果
Advertising Budget Factors that MUST BE CONSIDERED
必须考虑的广告预算因素
Market Share & Consumer Base
市场份额和消费者基础
Competition & Clutter
竞争和混乱
Advertising Frequency
广告频率
Product Substitutability
产品替代性
Stage in the PLC (Product Life Cycle)
产品生命周期阶段
Profiles of Major Media Types
主要媒体类型的资料
NEWSPAPERS –
报纸--
Advantages: Flexibility, timeliness; good local market coverage; broad acceptance, high believability.
优势：有弹性、适时、优良的地方市场覆盖、广泛的接受性、可信性高
Limitations: Short-life; poor reproduction quality; small pass-along audience.
局限性：生命短、复制质量低劣、少量浏览型读者。
TELEVISION –
电视--
Advantages: Combines sight, sound, motion; high attention; high reach; appealing to senses.
优势：兼有视觉、声音、动作，注意力高、获得性高、有感官吸引力Limitations: High absolute costs; high clutter; fleeting exposure; less audience selectivity.
局限性：成本绝对高、高度混乱、播放短暂、观众选择性少
Profiles of Major Media Types
主要媒体类型的资料
DIRECT MAIL –
直接邮件--
Advantages: Audience selectivity; flexibility, no ad competition within same medium; allows personalization.
优势：读者选择性、有弹性、没有同一媒体内的广告竞争、允许人格化
Limitations: Relative high cost, “junk mail” image.
局限性：成本相对高、“垃圾邮件”形象。
RADIO –
收音机--
Advantages: Mass usage; high geographic and demographic selectivity; relatively low cost per reach.
优势：大量用途、地理上和人口统计学上选择性高、每个获得成本相对低
Limitations: Audio only; fleeting exposure; lower attention; nonstandardized rates; fragmented audiences.
局限性：只是声音的、播放短暂、注意力低、没有标准比率、观众分散
Profiles of Major Media Types
主要媒体类型的资料
MAGAZINES –
杂志--
Advantages: High geographic and demographic selectivity; credibility and prestige; high-quality reproduction; long life; good pass-along readership.
优势：地理上和人口统计学上的选择性高、可信并有威望、复制质量高、生命周期长、良好的浏览读者
Limitations: Long ad purchase lead time; waster circulation; no guarantee of position.
局限性：广告购买前置时间长、发行量浪费、没有定位保障。
Profiles of Major Media Types
主要媒体类型的资料
Wrap-up
覆盖
OUTDOOR EXPOSURE –
外部曝光--
Advantages: Flexibility; high repeat exposure; low cost; low message competition.
优势：有弹性、重复曝光高、低成本、信息竞争低
Limitations: Little audience selectivity; creative limitations.
局限性：读者选择性小、产生局限性
Classification of Advertising Timing Patterns
广告时间模式分类
Concentrated – set at different times a day, month, etc.
集中--在一天内、一个月内的不同时间设定。
Continuous – set to run in morning, afternoon, evening, specific times of year (holiday stuff), etc.
连续--设定在一年（假日填充）中的早晨、下午、晚上和特定时间进行。
Intermittent – set to run occasionally, more random than set pattern… Catching prospective consumer off guard.
间歇的-- 设定偶尔进行、同规定模式相比较随意，使预期消费者不提防。
Simplified Rating Sheet for Ads
广告的简化等级表
ATTENTION?
注意力？
How well does the ad catch the reader’s attention
广告吸引消费者注意力的情况如何( 0 – 20)
READ-THROUGH?
通读吗？
How well does the ad lead the reader to read further (0 – 20)
广告吸引消费者继续读的程度如何( 0 – 20)
AFFECTIVE?
有吸引力？
How effective is the central particular appeal (0 – 20)
具体中心吸引力效果如何(0 – 20)
BEHAVIOR?
行为？
How well does the ad suggest follow-through action (0 –20)
贯穿行动的广告建议如何(0 –20)
GRADING SCALE:
等级范围：
0-20 = Poor ad
0-20 =低劣广告
Mediocre ad
20-40 = 平凡的广告
Average ad
40-60 = 普通的广告
60-80 = Good ad
60-80 = 好的广告
80-100 = Great ad
80-100 =最佳广告
Advertising Strategy Message Execution
消息执行广告战略
GOAL: Turning the “Big Idea” Into an Actual Ad to Capture the Target Market’s Attention and Interest!
目标：将“伟大的主意“变成具体广告获得目标市场的注意和兴趣
TYPICAL MESSAGE EXECUTION STYLES Available:
可行的典型消息执行模式：
Slice of life (making life better)
人生的片段（使生活更好）
Lifestyle (change or modification)
生活方式（变化或改变）
Fantasy
幻想
Mood or Image
情绪或想象
Musical
音乐
Personality Symbol
个性象征
Technical Expertise
技术建议
Scientific Evidence
科学证据
Testimonial Evidence
表扬证据
Advertising Evaluation
广告评估
Advertising Program Evaluation has two considerations:
广告计划评估有两个考虑：
COMMUNICATION EFFECTS –
沟通效果--
is the Ad Communicating Well?
广告沟通好吗？
SALES EFFECTS –
销售效果--
is the Ad Increasing Sales?
广告增加销售了吗？
Why Increase Sales Promotion?
增加销售促销的原因
Growing retailer power
适于增长的零售力
Declining brand loyalty
衰退品牌忠诚度
Increased promotional sensitivity
增加促销感觉
Brand proliferation
品牌增殖
Fragmentation of consumer market
消费者市场分散
Short-term focus
短期集中
Increased managerial accountability
增加管理责任
Competition
竞争
Channels of Sale Promotions
销售促销通道
Manufacturer
生产商
Trade Promotions designed to attract
商业促销设计吸引
Retailer or
零售商或
Consumer Promotions to attract Consumers and
消费者促销来吸引消费者和
Retailers can create Retail Promotions to attract consumers
零售商可以进行零售促销来吸引消费者
Manufacturers can use a PUSH strategy – offering manufacturing discounts.
生产商可以使用推动战略-提供生产折扣
Retailers can use a pull strategy – making product or service so enticing that consumers want to buy
零售商可以使用拉动战略-使产品或服务有吸引力使消费者希望购买。
Manufacturers to consumers can also use Pull strategy
生产商对消费者也可以使用拉动战略
Consumer Promotion
顾客促销
CONSUMER-PROMOTION OBJECTIVES
顾客-促销目标
Entice consumers to try new product
吸引顾客尝试新产品
Lure customers away from competitors’ product
引诱顾客离开竞争者产品
Get consumers to “load-up” on a mature product
使顾客承担成熟产品
Hold & reward Loyal customers
把握并奖励忠诚的顾客
Consumer Relationship building
建立顾客关系
CONSUMER-PROMOTION
TOOLS
顾客-促销工具
Samples 样品
Coupons 赠券
Cash refunds 现金基金
Premiums 奖金
Advertising specialties 专门广告
Patronage rewards 赞助奖励
Contests 竞赛
Sweepstakes 奖金独的
Games 游戏
Point-of-purchase display 购买点展示
“Deal Proneness”
交易倾斜
Liechtenstein, Burton, & Netemeyer, Journal of Retailing, Summer 1997
Liechtenstein, Burton, & Netemeyer、零售时报、1997年夏
Examination of “deal proneness” among consumers in a supermarket setting.
在一个超级市场的消费者中进行交易倾斜考察
Survey & Grocery Receipts used
使用调研和杂品收据
Eight types of deals:
八种交易类型：
1) cents off, 2) one-free, 3) gift, 4) display, 5) rebate, 6) contest, 7) sale, and 8) coupon
1) 优惠 2) 赠与免费 3) 礼物 4) 展示 5) 折让 6) 比赛 7) 销售 8) 赠券
“Deal Proneness”
Liechtenstein, Burton, & Netemeyer continued
“交易倾斜”
Liechtenstein, Burton, & Netemeyer 续
Cluster analysis yielded two interpretable results:
一串的分析提出两个可判断的结果：
49% are “deal prone,” 51% not
49% 是“交易倾斜” 51% 不是
24% High “deal” prone, 50% intermediate, 26% deal insensitive
24% 高度“交易”倾斜, 50% 中等 26% deal 交易迟钝
“Deal-proneness” a generalized construct – (crosses type of promotion)
“交易倾斜”一个一般化的的构想-（促销的交叉形式）
Younger & Less educated more likely to be deal prone.
年轻人和教育程度低的喜欢交易倾斜
Trade Promotions
商业促销
TRADE-PROMOTION OBJECTIVES:
贸易促销目标：
Persuade Retailers or Wholesalers to Carry a Brand
说服零售商或批发商支持一个品牌
Give a Brand Shelf Space
提供一个品牌货架空间
Promote a Brand in Advertising
用广告促销品牌
Push a Brand to Consumers
将品牌推向消费者
TRADE-PROMOTION TOOLS:
贸易促销工具：
Price-offs 降假
Allowances 折扣
Buy-back guarantees 售后保障
Free goods 免费货物
Contests 竞赛
Premiums 奖金
Displays 展示
Discounts 折让
Push Money 推广费
Specialty Advertising items 特别广告
Business-to-Business
Promotions
行业间的促销
BUSINESS-PROMOTION OBJECTIVES
行业促销目标
Generate Business Leads
产生行业领先
Stimulate Purchases
刺激采购
Reward Customers
奖励顾客
Motivate Salespeople
激励销售人员
BUSINESS-PROMOTION TOOLS:
行业促销工具
Conventions 约定
Trade Shows 商业展示
Sales Contests 销售竞赛
Major Public Relations Tools
主要公共关系工具
Written Materials 书面材料
Audiovisual Materials 视听材料
Corporate Identity Materials 公司身份材料
Public Service Activities 公共服务活动
Web Site 网站
News Bulletins 新闻公告
Speeches 讲话
Special Events 特殊事件
Afternoon Session 3 continued
下午部分3续
When might you decide to use Personal Selling?
你什么时候决定使用人员销售
Right budget (straight commission) 合适的预算（直接委托）
Concentrated Market – 集中的市场-
A) few buyers 购买者很少
B) High value product 产品量很大
Product must be customized to succeed 产品必须成功地商业化
Personal contact is important 个人接触是重要的
Must demonstrate product 必须示范产品
Product involves trade-in/up features 产品涉及折价特点
Designing the Sales Force
销售人员设计
Sales force objectives clearly distinguished
销售人员目标有明显区别
Sales force strategy outlined
销售人员战略描述
Sales force structure designed
销售人员结构设计
Sales force size determined
销售人员规模决定
Sales force compensation set
销售人员薪金设定
Sales Force Structures
销售人员结构
Territorial
区域
Product
产品
Market
市场
Complexity (might involve a combination of the above)
复杂的（可能涉及上述的组合）
Workload Approach to Sales Force Size
销售人员规模的工作负荷法
Classify customers by size
用规模将顾客分类
Determine desirable call frequencies
确定理想的拜访频率
Determine total sales calls needed per year
确定每年销售拜访总数
Determine average number of sales calls per sales representatives per year
确定每个销售代表每年销售拜访平均数
Divide total by number per rep
用每个销售代表的数量除总数
Sales Force Compensation
销售人员薪金
Fixed
固定的
Variable
可变的
Expense Allowances
费用津贴
Benefits
福利
Additional Duties involved in
Managing the Sales Force
涉及销售人员管理的附加职责
Recruiting and selecting sales representatives
销售代表的招募和选择
Training sales representatives
销售代表的培训
Supervising sales representatives
销售代表的指导
Motivating sales representatives
销售代表的激励
Evaluating sales representatives
评估销售代表
Time and Duty Analysis
时间和职责管理
All sales forces must BUDGET time for:
所有的销售人员必须就…进行时间预算
Preparation
准备
Travel
旅行
Food & Breaks
吃饭和休息
Waiting
等待
Selling
行销
Administrative duties
广告职责
Evaluating Salespeople
销售人员的评估
SOURCE OF INFORMATION?
信息来源？
Call reports
拜访报告
Work plans
工作计划
Annual Territory Marketing Plan
年区域市场计划
Improving Sales Force Effectiveness
提高销售人员效果
Training in sales techniques & professionalism
销售技巧和职业化培训
Training in Negotiation skills
谈判技巧培训
Training in Relationship-building skills
关系建立技巧培训
Training in Time management skills
时间管理技巧培训
How is your sales force doing?
Performance Evaluations?
你的销售人员工作如何？
绩效评估？
Current-to-past
现在和过去的销售比较
Customer satisfaction
顾客满意度
Qualitative evaluations
性质上的评估
Benchmarking techniques (others, industry, divisional, etc)
基准技巧（其他、行业、地区、等等）
Steps in the Selling Process
步入行销进程
STEP 1: PROSPECTING AND QUALIFYING
步骤1： 开发与资格确定
Identifying and screening for QUALIFIED POTENTIAL CUSTOMERS.
识别和筛选合格的潜在顾客
STEP 2: PRE-APPROACH
步骤2：事前接触
Learning as much as possible about a prospective customer BEFORE making a sales call.
在进行销售拜访之前尽可能多地了解未来的顾客
STEP 3: APPROACH
步骤3： 接近
Knowing how to meet the buyer to get the REALATIONSHIP off to a GREAT start.
知道如何会晤顾客建立关系以形成一个伟大的开端
STE步P 4: PRESENTATION /DEMONSTRATION
步骤4：展示与说明
Telling the PRODUCT “Story” to the buyer, and SHOWING the PRODUCTS “Benefits”
向顾客讲述产品的”故事”，并展示产品的“利益”
Steps in the Selling Process continued
步入行销进程续
Step 5: HANDLING OBJECTIONS
步骤5：处理异议
Seeking Out, Clarifying and Overcoming customer objections to buying.
寻找、澄清并克服顾客购买异议
Step 6: CLOSING
步骤6：完成交易
Asking the Customer for the Order!
要求顾客下订单
Step 7: FOLLOW-UP
步骤7：追踪与维护
Following up after the sale to ENSURE customer satisfaction and REPEAT BUSINESS
售后跟踪以保证顾客满意并重复业务
Professor B’s Alternative Step Approach????
B教授的可供选择的步骤方法？？？？
Find’em
发现他们
Grab’em
抓住他们
Show’em
展示给他们
Answer’em
答复他们
Sell’em
销售给他们
Keep’em
保持他们
Afternoon Session 3 continued
下午部分3续
Why Growth in Direct Marketing
直线行销成长的原因
Market “Demassification”
市场“大众分离化”
Effort of “Traditional Shopping”
“传统购物”的尝试
Continuous Access
持续访问
Next-day Delivery
转天交货
Specialty Items
特殊物品
Increase in Computer Power
计算机能力的提高
Benefits of Direct Marketing
直接行销的利益
TO CUSTOMERS!
对顾客！
Fun, Convenient & Hassle-Free
有趣、方便以及无争论
Saves Time
省时
Larger Merchandise Selection
更多的商品选择
Comparison Shopping
对照购物
Order Products for Themselves or Others
为他们自己或他人订购产品
TO COMPANIES!
对公司
Mailing Lists for Almost any Market
几乎任何市场的邮购清单
Customized Offers
商业化提供
Ongoing Relationships with Customers
同顾客保持联系
Timed to Achieve Higher Readership & Response
定时以达到更高的阅读群体并反馈
Alternative Media/Message Testing
可供选择的媒体/信息测试
Privacy
保密
Measurable Responses
可衡量的反应
Uses for Databases
数据库的使用
Identify Prospects easier
更容易识别开发
Match customers & offers easier
更容易与顾客相匹配并提供
Deepen customers loyalty easier
更容易深化顾客忠诚度
Reactivate customers easier
更容易使顾客恢复活动
Direct Marketing Channels
直接行销通道
Face-to-Face Selling
面对面销售
Direct-Mail Marketing
直接邮购行销
Catalog Marketing
手册行销
Telemarketing
电话行销
Direct-Response TV Marketing
电视行销
On-line Marketing
在线行销
Benefits of On-Line Marketing
在线行销的利益
CONSUMERS?
消费者？
Convince
信服
Information
信息
Fewer Hassles
争论更少
COMPANIES?
公司
Quick Adjustments to Market Conditions
根据市场条件快速调节
Lower Costs
成本更低
Relationship Building easier
关系建立更容易
Audience Sizing made easy
容易建立听众规模
On-Line Marketing Channels
在线行销通道
ELECTRONIC PRESENCE –
电子式商店
1) Corporate Website or
公司网络或
2) Marketing Website
行销网络
ADVERTISING ONLINE –
在线广告
1) Place Ads in Special sections of On-line services
将广告放入在线服务的特定部分
2) Place Ads in Certain Internet Newsgroups
将广告放入特定的互联网新闻团体中
3) Buy On-line Ads that Pop up While Consumers are Surfing.
当顾客surfing时，购买Pop up 在线广告。
On-Line Marketing Channels continued
在线行销通道
PARICIPATING IN FORUMS, NEWSGROUPS & WEB COMMUNITIES
加入讨论会、新闻团体和网站社区
1) Forums – discussion groups on commercial on-line services
讨论会-关于在线服务的讨论组。
2) Newsgroups – internet version of forums.
新闻团体-讨论会的互联网形式
3) Web communities – sites where members exchange views on-line
社区- 成员交换在线观点的场所
USING E-MAIL AND WEBCASTING
利用电子邮件和网页
1) Customers send questions, suggestions, and complaints via e-mail.
顾客利用电子邮件提问题、建议和投诉
2) Web casting – automatic downloading of information to PC’s
网站- 自动将信息下载到PC上
Challenges facing On-line Marketers
在线行销面临的挑战
Limited consumer exposure & buying
限制顾客参观暴露和购买
Skewed user demographics & psychographics
在人口统计学上和心理上对顾客的扭曲
Chaos & clutter
混乱
Security issues
保密方面
Consumer Issues in Direct Marketing
直接行销的消费者内容
It’s an Irritation
刺激
It’s Unfair business dealings
不公平的业务交易
It’s too deceptive and fraudulent
过于欺骗和欺诈
It’s an invasion of our privacy
对隐私权的侵犯
Afternoon Session 3 continued
下午部分3续
Organizing the Marketing Department
行销部门的组织
Functional Organization
功能性组织
Geographic Organization
地理性组织
Product- or Brand-Management Organization
产品或品牌管理组织
Product Manager’s Interact With
产品经理的作用
Advertising agency 广告机构
Media 媒体
Promotion services 促销服务
Packaging 包装
Purchasing 采购
Publicity 宣传
Sales force 销售人员
Market research 市场调研
Fiscal (that’s those accounting department people) 会计（那些财务部门的人）
Legal 法律
R & D 科研开发
Manufacturing and distribution personnel 生产和分配渠道
Three Types of Product Teams
产品组的三种形式
VERTICAL PRODUCT TEAM
垂直式产品小组
PM (Product Mgr)
产品经理
APM (Associate Product Manager)
副产品经理
PA (Product Assistant)
产品助理
TRIANGULAR PRODUCT TEAM
三角式产品小组
PM
产品经理
Horizontally place below PM are : R (Market Researcher) & C (Communication specialist)
产品经理下面的水平区域是：
R，市场调研员和C，联络专员
HORIZONTAL PRODUCT TEAM
水平式产品小组
PM
产品经理
Below horizontally are: S (Sales manager), D (Distribution specialist), F (Finance/accounting specialist), E (Engineer)
下一个水平是：S，销售经理、D，分配专员、F，财务/会计专员、E，工程师
The Control Process
控制过程
GOAL SETTING –
目标设定-
1) What do we want to achieve?
我们想达到什么？
PERFORMACNE MEASUREMENT –
绩效衡量-
1) What is happening?
发生什么？
PERFORMANCE DIAGNOSIS –
绩效诊断-
1) Why is it happening?
为什么发生？
CORRECTIVE ACTION –
纠正措施-
1) What should we do about it?
我们要做什么？
CAVEAT: Corrective action and performance sections must be closely linked to allow marketers respond quickly!
注意：纠正措施和绩效部分必须密切联系以便市场人员快速反应！
The Marketing Audit!
行销审计
1) Marketing Environmental Audit
行销环境审计
2) Marketing Strategy Audit
行销战略审计
3) Marketing Organization Audit
行销组织审计
4) Marketing Systems Audit
行销系统审计
5) Marketing Productivity Audit
行销生产力审计
6) Marketing Function Audit
行销功能审计
Session 3 – Good Morning
第三部分-早晨好
Categories of Service Mix
服务组合的分类
Pure Tangible Goods
单纯的有形商品
Tangible Good with Services
附加服务的有形货物
Hybrid
混合的
Major Service with Goods
主要服务为主附加商品
Pure Service
单纯的服务
Four Service Characteristics
四种服务特性
INTANGIBILITY – Services cannot be seen, tasted, felt, heard, or smelled before purchase.
无形性-在购买前，服务不能被看见、品尝到、感觉到、听到或闻到
INSEPRABILITY – Services cannot be separated from their providers.
不可分割性-服务不能被从所提供者处分离出来
VARIABILITY – Quality of services depends on who provides them and when, where and how they are provided.
可变性- 服务的质量基于谁、在什么地方、什么时间提供以及如何提供
PERISHABILITY – Services cannot be stored for later sale or use.
易逝性 - 服务不能为将来的销售和使用而储存
Overcoming Service Challenge Stigma
克服服务挑战烙印
INTANGIBILITY – use cues to make it tangible.
无形性 - 利用线索使之有形
INSEPARABILITY – increase productivity of providers.
不可分割性 - 增加提供者的生产力
VARABILITYE – standardize services production and delivery.
可变性 - 生产和交货服务标准化
PERISHABIITY – match supply and demand.
易逝性 - 与供应和需求相匹配
Determinants of Service Quality
服务质量的判定
Reliability (make it memorable)
可靠性（使之难忘）
Responsiveness (make it quick and painless)
反应性（使之迅速并无痛）
Assurance (make sure they can rely on you)
保证性（ 保证他们依赖你）
Empathy (have compassion)
同情心（有同情心）
Tangibles (do something to make it touchy and feely)
有形性（采取措施使之可以触摸和感觉）
Complaint Resolution
投诉解答
Hiring Criteria and Training for Employees will mitigate complaints
雇佣条件和员工培训会缓和抱怨
Develop Guidelines for Fairness (when dealing with customers)
开发公平指南（在对待顾客时）
Remove Complaint Barriers (make it easy for customer to reach proper party to complain – think of complaint as an improvement tool!)
移开投诉壁垒（使顾客易于向适当的方面投诉-将投诉认为是改进工具）
Analyze Types and Sources of Complaints CONSTANTLY!
不断分析投诉的种类和来源
Designing Pricing Strategies and Programs
for Product and Service Companies
为产品和服务公司 设计价格策略和方案
Setting Pricing Strategy
价格策略的设立
STEPS TO BE TAKEN:
采取步骤：
1) Selecting the pricing objective
选择价格目标
2) Determining demand
决定需求
3) Estimating costs
估计成本
4) Analyzing competitors’ costs, prices, and offers
分析竞争者的成本、价格和产品
5) Selecting a pricing model
选择订价模式
6) Selecting final price
选定最终价格
Types of Costs to consider in Pricing Strategies
在价格策略中需考虑的成本种类
FIXED COSTS – also known as “Overhead” costs – costs that don’t vary with level of sales or production level.
固定成本 - 也称做“管理费用”成本 -那些不随销售水平或生产水平变化而变化的成本
VARIABLE COSTS – costs that DO VARY with the level of sales and level of production.
变动成本 - 成本随销售水平或生产水平的变化而变化
TOTAL COSTS – the sum of the fixed and variable costs for a given level of product.
总体成本 -产品在指定产品水平的固定成本和变动成本之和
Breakeven Analysis – tool to be used to determine at what point that a company can SURVIVE and MAKE A PROFIT!
损益平衡分析 - 用于确定公司的生存点和创利并的工具
The Three C’s Model for Price Setting
价格设定的三C模式
On the pricing continuum we have Low prices (no possible profit at this level) and High prices (no possible demand at this price), and as managers – it’s our job to find a happy medium.
在价格持续中，我们有低价格（在这个水平上不可能获利）和高价格（在次水平，需求不足），作为管理者我们的工作是寻求令人满意的折中
Setting a pricing model involves looking at:
设订价格方法涉及到观察：
1) Total Cost consideration for service or product.
服务或产品的总体成本考虑
2) Competitors’ prices and prices of substitutes available to customers.
适于顾客的竞争者的价格和替代品的价格
3) Customers’ assessment of unique product features – and what this means their buying habits.
顾客对独特的产品特点的评价 - 和 他们的购买习惯是什么
Pricing Methods Available
可行的订价方法
Markup Pricing
成本加成订价法
Target Return Pricing
目标报酬订价法
Perceived Value Pricing
认知价值订价法
Value Pricing
价值订价法
Going-Rate Pricing
现行水准订价法
Sealed-Bid Pricing
投标订价法
Some Important Pricing Definitions
一些重要的订价定义
UTILITY – the attribute that makes it capable of want satisfaction.
效用 - 需求能满足的属性
VALUE – the worth in terms of other products.
价值 - 以其他产品角度的价值
PRICE – the monetary medium of exchange
价格 - 相互交换中的金钱媒体
VALUE EXAMPLE:
价值举例：
Caterpillar Tractor is $110,000 vs. Market $90,000.
Caterpillar Tractor同市场上$90,000. 相比是$110,000
$90,000 if equal
如果相等，$90,000
7,000 extra durable
7,000更持久
6,000 reliability
6,000可靠性
5,000 service
5,000服务
2,000 warranty
2,000保证
$110,000 benefits
$110,000利益
$10,000 discount price offering.
$10,000提供的折让价格
Promotional Pricing
促销性订价
Loss-leader pricing
亏本订价
Special-events pricing
特殊事件订价
Cash rebates
现金回扣
Low-interest financing
低息融资
Longer payment terms
较长期的付款期限
Warranties & service contracts
保证和服务合同
Psychological discounting
心理折扣
Psychological Pricing
心理订价
Have product A: 32 oz. Selling for $
拥有产品A： 32 oz. 以$销售
Have product B: 26 oz. Selling for $
拥有产品B： 26 oz. 以$ 销售
ASSUME EQUAL QUALITY FOR EACH PRODUCT OFFERING
假设提供的每种产品质量相等
MOST ATTRACTIVE?
最吸引人？
BETTER VALUE?
较好的价值？
PSYCHOLGICAL reason to price this way?
这样订价的心理原因？
CLASS – WHAT DO YOU THINK????
教室– 你认为如何????
Discriminatory Pricing
差别订价
Customer segmentation – selecting a particular group.
顾客细分 - 选定特别的群组
Product-form – concentrating on creating a product (Ferrari autos!)
产品-型式 - 集中于 创立一个产品（Ferrari 汽车!)
Location – product or service offered in a specific location ONLY
地点 - 只是在特定的地点提供产品或服务
Time – product or service offered this time ONLY
时间 - 仅在这个时间提供产品或服务
Price-Reaction Program for Meeting a Competitor’s Price Cut
对付竞者降价的价格-反应方案
Has Competitor Cut his price?
竞争者降价了吗？
1) No – hold our price at present level; continue to watch competitor’s price.
没有 - 以目前的水平保持我们的价格，继续观察竞争者的价格。
2) Yes – a) is the price likely to significantly hurt our sales? b) Is it likely to be a permanent price cut? c) How much has the price been cut?
是的 - a)价格有可能明显地伤害我们的销售吗？ b) 是永久性地降价吗？ c)价格下降了多少？
By less than 2% - include a cents-off coupon for the next purchase.
少于2% - 包括下次购买的优惠券
By 2-4% - drop price by half of the competitor’s price cut.
等于2-4% - 以竞争者降价的一半降价。
By more than 4% - drop price to competitor’s price
多于4% -以竞争者的价格降价。
Session 3 – morning continued
第三部分 早晨续
Distribution Channel Function
分销渠道的功能
Information 信息
Communication 联络
Negotiation 谈判
Ordering 订购
Financing 融资
Risk Taking 风险承担
Physical Distribution 实体占有
Payments 付款
Transfers 转换
Consumer Marketing Channels
消费者行销通道
Manufacturer (0-level channel): manufacturer – customers.
生产商（0级渠道）生产商 - 消费者
Manufacturer (1-level channel): Manufacturer-retailer-customer.
生产商（1 - 级渠道）生产商 - 零售商 - 消费者
Manufacturer (2-level channel): Manufacturer-wholesaler-retailer-customers.
生产商（2 - 级渠道）生产商 -批发商 - 零售商 - 消费者
Manufacturer (3-level channel): Manufacturer-wholesaler-jobber-retailer-customers.
生产商（3 - 级渠道）生产商 - 批发商 - 批发商 - 零售商 - 消费者
Industrial Marketing Channels
行业行销渠道
Two Options:
两个选择：
1) Manufacturer - Manufacturer’s representative-industrial distributors-customers.
生产商 - 生产商的代表 - 行业分销商 - 消费者
2) Manufacturer – Manufacturer’s sales branch who can:
生产商 - 生产商的销售分支机构，他可以：
A. Go to industrial distributors – customers
.到 行业分销商 - 顾客处
B. Go directly to the customers
直接到顾客处
When Determining Channel Distribution – also consider!
在确定渠道分销时也要考虑！
Customer’s Desired Service Levels!
顾客理想的服务水平
1) Lot size – the amount of goodies he/she will buy.
批量 - 他/她要购买的商品数量
2) Waiting time – amount of time customer willing to wait
等候时间 - 顾客乐于等候的时间长度
3) Spatial convenience – how quickly can he get the stuff when he wants it
空间便捷 - 当他想要时他能多快地得到东西
4) Product variety – is there a selection available
产品多样性 - 有可能选择
5) Service backup – after acquisition, will he get the product serviced and FROM WHOM?
后备服务 - 获得后，他可以得到服务吗？从谁那得到？
Channel Management Decisions
渠道管理决策
1) Selecting the right channel member
选定正确的渠道成员
2) Training the channel member PROPERLY
适当地培训渠道成员
3) Motivating the channel member to perform at YOUR LEVEL OF EXPECTATION
激励成员以你期待的水平表现
4) Evaluating the channel member
评估渠道成员
CAVEAT: A constant feedback is required between step number one (selecting process) and step number 4 (evaluation periods) if the channel relationship will prosper
注意：如果渠道成功，需要一个定期的从第一步（选定阶段）和第四步（评估阶段）的反馈
Types of Vertical Marketing Systems
垂直行销系统的类型
CORPORATE – Common Ownership at Different Levels of the Channel.
公司 - 对不同水平的渠道的一般所有
ADMINISTERED – Leadership is Assumed by One or a Few Dominant Members.
行政的 - 由一些占优势的成员假定的领导
CONTRACTUAL – Contractual Agreement Among Channel Members.
合同的 - 渠道成员间的合同协议
Conventional Distribution Channel vs. Vertical Marketing Systems
传统的分配渠道同垂直行销系统的比较
CONVENTIONAL MARKETING CHANNEL:
传统行销渠道
Manufacturer-wholesaler-retailer-consumer
生产商 - 批发商 - 零售商 - 消费者
NOTE: All channel members are independently owned (or at best- some may be owned by one or more of the channel members.
注：所有的渠道成员都受到独立的拥有（或最好）一些也许受到一个或多个渠道成员的拥有
VERTICAL MARKETING CHANNEL:
垂直行销渠道：
Manufacturer-Wholesaler-Retailer-consumer
生产商 - 批发商 - 零售商 - 消费者
NOTE: In the vertical marketing channel – all channel members are OWNED BY THE VERTICAL HIERARCHY – and can CONTROL and INFLUENCE the other members
注：在垂直行销渠道中所有的渠道成员都受到垂直拥有，并可以控制和影响其他成员。
Causes of Channel Conflict
渠道冲突的原因
Incompatibility
目标不相容
Difference in Perception
认知的的差异
Dependence
依赖
Lack of Trust
缺乏信任
Lack of Willingness to Work Together
缺乏一起工作的愿望
Lack of Communication Skills on PARTIES
缺乏各方面沟通的技巧
Inflexibility of Members
成员不灵活
Legal & Ethical Issues in Channel Relationships
渠道关系中法律和道德议题
Exclusive Dealings
独家经销
Exclusive Territories
独家活动
Tying Agreements
束缚协议
Dealer’s Rights
商人的权利
Marketing Plan Worksheet
行销计划工作表
Marketing Implications
行销涵义
Shakespeare said “To be or not to be, that is the question”.
Shakespeare说“生存或死亡，这确实是一个问题”
Dr. Bonagofsky says “To do or not to do, that is the question”.
Bonagofsky 博士说“做或不做，这确实是一个问题”
Before entering into any business venture - EVERYONE should use a systematic marketing approach before making that final decision to start/or enter the business!
在进入商业冒险之前，每个人在进行开始/或进入业务的最终决策之前都必须使用系统的行销方法。
SITUATIONAL ANALYSIS - Segmentation Approach
形势分析 - 细分方法
Segmentation techniques required
所需细分技术
Moving from a broad spectrum to a very specific concentration
从广泛的范围移向特别关注的地方
Examples would be:
举例：
A. Focusing upon a National perspective (. National Focus)
集中于国内前途（美国国内焦点）
B. Then focusing upon a state/regional (California/Western region)
然后集中于州/地区（ California/西部地区）
C. Finally- focusing upon a local/city area.
最后集中于地方/城市区域。
Situational Analysis - INDUSTRY ANALYSIS
形势分析 - 行业分析
What are the characteristics of the industry you are CONSIDERING
你所考虑的行业特点是什么
Remember - provide a COMPLETE - and very COMPREHENSIVE APPROACH to your investigation.
记住 - 对你的调查提供一个完整的、非常广泛的方法
Don’t skimp in your investigation - prudence is not needed at this juncture
在投资中不要吝啬 - 在这个关键时刻不需要节俭。
Situational Analysis - INDUSTRY ANALYSIS - Seven Components
形势分析 - 行业分析 - 七个组份
Market
市场
Market Activity
市场活动
Sales, costs, and gross profits on industry product(s)
销售、成本和行业产品的毛利润
Technology
技术
Market characteristics
市场特点
Government and social
政府和社会
Industry attractiveness analysis
行业吸引性分析
INDUSTRY ANALYSIS - Market
行业分析 - 市场
SIZE -
范围：
Share of the market sales history of all producers
所有生产商市场销售历史的份额
Examination of their market shares
他们的市场份额的审查
MARKET POTENTIAL and MAJOR TRENDS -
市场潜力和主要趋势
Discussion of supply and demand consideration of this type and related products
这种和相关产品的供应以及需求考虑的讨论
INDUSTRY ANALYSIS - Market Activity
行业分析 - 市场活动
Investigate pricing history through all levels of distribution and reasons for principals
通过各层分销和资本原因调查研究价格历史
Investigate the distribution channels the industry is using
调查研究行业正在使用的分销渠道
Investigate selling policies and practices of the industry
调查研究销售政策和行业惯例
Investigate advertising and promotion of the industry
调查研究行业的广告和促销
INDUSTRY ANALYSIS - Sales, Costs, and Gross Profit on Industry (Product)
行业分析 - 销售、成本、行业（产品）毛利
Investigate sales history by:
通过…调查研究销售历史
grades
等级
varieties
多样性
sales districts
销售区
end users
最终用户
or by industry in general
或一般行业
Investigate cost history - “Cost of goods sold” considerations.
调查研究成本历史 - ”商品销售成本“考虑
Investigate profit history
调查研究赢利历史
Investigate changes in volume and profit ranking of product lines and items in a product line.
调查研究产品线和产品线上的项目量和利润等级的变化
INDUSTRY ANALYSIS - Technology
行业分析 - 技术
Investigate product and process improvements
调查研究产品和过程改进
Investigate rate of life cycle
调查研究生命周期的比率
Investigate lead time required for design and development of a new product
调查研究设计和开发新产品所需的前置时间
Investigate market impact (primary versus selective demand)
调查研究市场影响（最初的同可选择的需求相比）
Investigate relation of product and process
调查研究产品和过程的关系
INDUSTRY ANALYSIS - Market Characteristics
行业分析 - 市场特点
Develop trends in:
发展趋势：
Industry use patterns of the industry
行业使用的行业类型
End-use patterns of industry
行业的最终使用使用类型
Frequency, quantity, and timing of purchase of the industry
行业采购的频率、质量和时间测定
Buying procedures and practices of the industry
购买程序和行业惯例
Services offered by the industry
行业的服务提供
INDUSTRY ANALYSIS - Government and Social
行业分析 - 政府和社会
Investigate the regulatory climate imposed upon the industry
调查研究干扰行业的统治性社会趋势
Investigate the fiscal and monetary policy of the industry
调查研究行业的财政和货币政策
Investigate any consumerism issues relative to the industry
调查研究任何同行业相关的用户至上主义议题
Investigate any environmental impact issues facing the industry
调查研究任何行业面临的环境影响议题
INDUSTRY ANALYSIS - Industry Attractiveness Analysis Issues
行业分析 - 行业吸引性分析议题
Three sub-components:
三个分支部分
Market Factors
市场因素
Industry Factors
行业因素
Environmental factors
环境因素
Investigate Market factors:
调查研究市场因素 ：
Size
范围
Growth
成长
Cyclicity
周期
Seasonality
季节性
INDUSTRY ANALYSIS -
Industry Attractiveness Analysis continued
行业分析 - 行业吸引性分析议题 续
Investigate Industry factors:
调查研究行业因素：
Capacity
产能
New Product entry prospects
新产品进入希望
Rivalry
对抗
Power of suppliers
供应商能力
Power of buyers
购买者能力
Threat of substitutes
替代品的威胁
Investigate Environmental factors:
调查研究环境因素：
Social concerns
社会考虑
Political concerns
政治考虑
Demographic concerns
人口统计学上的考虑
Technological concerns
技术的考虑
Regulatory concerns
调整的考虑
SALES ANALYSIS
销售分析
Investigate trends of sales, costs, and profits by industry/product(s) specific
根据行业/产品特性 调查销售、成本和利润趋势
Investigate performance of distributors, end-users, key customers, and determine the impact they have on revenue/expenses
调查分销商、最终用户、关键客户的绩效并确定他们在税收和花费上的影响
Investigate “past” versus “current” results by area, product, channel, etc., and effects upon industry.
根据地区、产品、通道和对行业的影响调查“过去”和“现在”的对比
COMPETITOR ANALYSIS
竞争者分析
REMEMBER - It’s the “Industry Competitors”
记住 - 是“行业竞争者”
PART ONE - For each major competitor - and your own company/product, ASK:
第一部分 - 对于主要竞争者和你自己的公司产品，询问：
How are results measured and evaluated?
衡量和评估的结果如何？
How were results achieved and what factors helped or hurt along the way?
结果如何取得以及其中有什么样的帮助因素或伤害因素？
What are the important strengths, weaknesses, opportunities, or threats (SWOT)
最重要的优势、劣势、机会和威胁是什么？
What is the future strategy likely to be?
未来的策略会是什么？
COMPETITOR ANALYSIS continued
竞争者分析 续
PART TWO - Thorough analysis requires the following:
第二部分 - 通过分析需要下列：
Exploration of past results
对过去结果的探测
Reconstruction of past strategy
过去策略的再造
Evaluation of resources - including
资源评估 - 包括
1) Ability to conceive and design new products
构思和设计新产品的能力
2) Ability to produce or manufacture
生产或制造的能力
3) Ability to market
市场能力
4) Ability to finance
财务能力
5) Ability to manage
管理能力
6) Will to succeed in this business
在这个行业会成功
CUSTOMER ANALYSIS
顾客分析
Key questions that must be investigated to understand your INDUSTRY:
必须调查以了解你所处行业的问题是：
1) Who are the customers
顾客是谁
2) What do they buy
他们买什么
3) How do they choose
他们如何选择
4) Why do they select a particular product
他们为什么选择特殊的产品
5) Where do they buy it
他们在哪购买
6) When do they buy it
他们何时购买
CUSTOMER ANALYSIS continued
顾客分析 续
Having identified who the industry customers are - the next questions is:
识别谁是行业的顾客后- 下一个问题是：
So what?
什么？
1) What are the implications of change in your customers’ behavior
在你的顾客行为中变化的暗示是什么
2) What is the expected impact on you and your competitors
对你和你的竞争者所期望的影响
PROFESSOR’S QUOTE REVISITED
教授的引述回顾
Remember what I said before?
记得我以前说的吗？
To do or not to do, that is the question!
做或者不做，这确实是个问题！
After doing a GREAT job of investigation and ANALYSIS – What’s next?
做完一个伟大的调查和分析工作后 - 下一步是什么？
Marketers can now begin THINKING and creating their own VISIONS
市场人员现在可以思考并产生他们的愿景
From this point on - the focus is on YOUR
从这一点开始 - 焦点是你的
BUSINESS, YOUR VISION!
事业，你的愿景！
PLANNING ASSUMPTIONS
规划假设
Time to create YOUR “Mission Statement”
是产生你的“使命声明”的时间了！
Time to make an EXPLICIT statement of assumption of YOUR future/vision
是对你的未来/愿景的假设进行清楚的声明的时间了
Who is your TM (Target Marketing)
你的目标行销是谁
What is your MM (Marketing Mix - 4Ps: Product, Place, Promotion, and Price)
你的市场组合 - （4P 产品、地点、促销和价格）是什么
What is the PLC (Product Life Cycle) and implications of this PLC
产品生命周期是什么并实施这个PLC
FORECASTING
预测
YOU must develop a forecast for:
你必须为….开发一个预测
Your INDUSTRY -
你的行业
1) Where do you see the industry going?
你认为行业的走势在哪？
Your PRODUCT/SERVICE -
你的产品服务 -
1) Where do you see your product going?
你认为你的产品走势在哪？
OBJECTIVES
目标
It’s time to create:
是产生…的时间了：
Corporate Objectives (If applicable)
公司目标（如果适当）
Divisional Objectives (If applicable)
区域目标（如果适当）
Marketing Objectives:
市场目标：
1) Quantity - sales , share, and so on.
数量 - 销售、份额等等
2) Direction
方向
3) Number - how many are you going to select - why
数字 - 你要选择多少 - 为什么
4) Time frame
时间框架
5) Rationale
基本原理
Program Objectives
方案目标
1) Pricing
价格
2) Advertising & promotion
广告和促销
3) Sales & distribution
销售和分销
4) Product
产品
5) Service
服务
CAVEAT: Regardless if you are selling a product - service consideration are needed
警告：无论你是否销售产品 - 服务考虑是必须的
MARKETING STRATEGY
市场策略
The PRIMARY question is - “How is the objective(s) going to be achieved?”
最初的问题是 - “目标将如何达到？”
1) Strategic alternative(s)
策略选择
2) Customer targets
顾客目标
3) Competitor targets
竞争者目标
4) Core strategy
核心策略
MARKETING PROGRAMS
行销方案
How are YOU going to:
你如何做以：
1) Price your product/service
你的产品/服务的订价
2) Promote/advertise - copy, media, trade, etc.
促销/广告 - 复制、媒体、贸易等
3) How are you going to distribute/Sell your product/service
你如何分销/销售你的产品/服务
How are you going to service your product(s)
你如何服务你的产品
What market research are you going to use
你将使用什么样的市场调研
FINANACIAL DOCUMENTATION
财务文件化
Budgets (first 12 month)
预算（头12个月）
1) Revenue
收益
2) Expenses (sales, administrative, general expenses)
花费（销售、行政管理、一般费用）
3) Research & Development expense
研究和开发费用
4) Net Income (Loss)
净收入（损失）
Pro Forma Statements
利润组成表
1) Income statements
损益表
2) Balance Sheet
平衡表
3) Statement of Earnings
收入表
4) Statement of Cash Flows
现金流动表
5) Breakeven analyses
平衡点分析
6) Ratio analyses
比例分析
MONITORS AND CONTROLS
监督和控制
Key Question - How are you going to “monitor” and “control” your business?
关键问题 - 你如何“监督”和“控制”你的业务
Use:
用
1) Secondary Data
第二手材料
a) Sales reports
销售报告
b) Orders
订单
c) Informal sources
信息来源
2) Primary Data
第一手资料
a) Sales records - outside sources: Nielsen, etc.
销售记录 - 外部来源
b) Specialized consulting firms
特殊咨询公司
c) Consumer panels
消费者调查
CONTINGENCY PLANS
不可预见计划
The BIG question: What am I going to do, WHEN my marketing plan DOESN’T work?
最大的问题：我要做什么，什么时候我的计划没效果
Need to list:
需要列出
Contingency plans (best case scenario)
不可预见的计划 （最好的事件情节）
Contingency plan (worse case scenario)
不可预见的计划 （最差的事件情节）
Any alternative strategies that you might consider - mergers, divestitures, etc.
你应考虑的任何替代策略 - 合并、放弃等
