市场营销战略与市场细分

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市场营销战略与市场细分上海经济出版社营销战略与市场细分最牛英语口语培训模式：躺在家里练口语，全程外教一对一，三个月畅谈无阻！太平洋英语，免费体验全部外教一对一课程：http://www.pacificenglish.cn教学目的：通过本章学习使学生理解企业要在制定正确的市场营销战略的基础上学会使这些策略协调配合，得到最佳的市场营销组合战略，基于此进行具体的市场细分与选择目标市场的营销活动。教学重点：市场营销组合战略的含义、编制营销计划、市场细分教学难点：怎样编制营销计划、市场细分的策略教学时数：6学时（讲授、讨论）教学内容与步骤： 市场营销战略与市场细分Chapter4MarketingStrategy,MarketSegmentsandSelectingTargetMarketsInthischapter,wewilladdressthefollowingquestions:■Howcanacompanymakesuitablemarketmixstrategies?■Howcanacompanyidentifythesegmentsthatmakeupamarket?■Whatcriteriacanacompanyusetochoosethemostattractivetargetmarket?Strategicplanning:threekeyareasandfourorganizationallevelsStrategicplanningcallsforactioninthreekeyareas:Thefirstismanagingacompany'sbusinessesasaninvestmentportfolio.Thesecondinvolvesassessingeachbusiness'sstrengthbyconsideringthemarket'sgrowthrateandthecompany'spositionandfitinthatmarket.Thethirdisestablishingastrategy.Foreachbusiness,thecompanymustdevelopagameplanforachievingitslong-runobjectives.Tounderstandmarketingmanagement,wemustunderstandstrategicplanning.Mostlargecompaniesconsistoffourorganizationallevels;thecorporatelevel,thedivisionlevel,thebusinessunitlevel,andtheproductlevel.Corporateheadquartersisresponsiblefordesigningacorporatestrategicplantoguidethewholeenterprise;itmakesdecisionsontheamountofresourcestoallocatetoeachdivision,aswellasonwhichbusinessestostartoreliminate.Eachdivisionestablishesadivisionplancoveringtheallocationoffundstoeachbusinessunitwithinthedivision.Each 市场营销战略与市场细分businessunitdevelopsastrategicplantocarrythatbusinessunitintoaprofitablefuture.Finally,eachproductlevel(productline,brand)withinabusinessunitdevelopsamarketingplanforachievingitsobjectivesinitsproductmarket.Themarketingplanoperatesattwolevels:strategicandtactical.Thestrategicmarketingplanlaysoutthetargetmarketsandthevaluepropositionthatwillbeoffered,basedonananalysisofthebestmarketopportunities.Thetacticalmarketingplanspecifiesthemarketingtactics,includingproductfeatures,promotion,merchandising,pricing,saleschannels,andservice.Themarketingplanisthecentralinstrumentfordirectingandcoordinatingthemarketingeffort.Today,themarketingdepartmentdoesnotsetthemarketingplanbyitself.Plansaredevelopedbyteams,withinputsandsign-offsfromeveryimportantfunction.Theseplansarethenimplementedattheappropriatelevelsoftheorganization.Resultsaremonitored,andcorrectiveactionistakenwhennecessary.CorporateanddivisionstrategicplanningBypreparingstatementsofmission,policy,strategy,andgoals,headquartersestablishestheframeworkwithinwhichthedivisionsandbusinessunitspreparetheirplans.SomecorporationsgivealotoffreedomtotheirbusinessunitstosettheirownsalesandprofitgoalsandStrategies,Otherssetgoalsfortheirbusinessunitsbutletthemdeveloptheirownstrategies.Stillotherssetthegoalsandparticipateindevelopingindividualbusinessunitstrategies.DefiningthecorporatemissionAnorganizationexiststoaccomplishsomething:tomakecars,lendmoney,provideanight'slodging,andsoon.Itsspecificmissionorpurposeisusuallyclearwhenthebusinessstarts.Overtimethemissionmaychange,totakeadvantageofnewopportunitiesorrespondtonewmarketconditions.Amazon.comchangeditsmissionfrombeingtheworld'slargestonlinebookstoretoaspiringtobecometheworld'slargestonlinestore.eBaychangeditsmissionfromrunningonlineauctionsforcollectorstorunningonlineauctionscoveringallkindsofgoods.EstablishingstrategicbusinessunitsMostcompaniesoperateseveralbusinesses.Theyoftendefinetheirbusinessesintermsofproducts:Theyareinthe"autobusiness"orthe"clothingbusiness";butLevittarguedthatmarketdefinitionsofabusinessaresuperiortoproductdefinitions.Thepurposeofidentifyingthecompany'sstrategicbusinessunitsistodevelopseparatestrategiesandassignappropriatefunding.Seniormanagementknowsthatitsportfolioofbusinessesusuallyincludesanumberof'yesterday'shas-beens"aswellas”tomorrow’sbreadwinners.'Yetitcannotrelyonimpressions;itneedsanalyticaltoolstoclassifyits 市场营销战略与市场细分businessesbyprofitpotential.Twoofthebest-knownbusinessportfolioevaluationmodelsaretheBostonConsultingGroupmodelandtheGeneralElectricmodel.ThebostonconsultinggroupapproachTheBostonConsultingGroup(BCG),aleadingmanagementconsultingfirm,developedandpopularizedthegrowth-sharematrixshowninFigure4.2.Theeightcirclesrepresentthecurrentsizesandpositionsofeightbusinessunitsinahypotheticalcompany.Thesizeofthecircledependsonthedollarvolumeofeachbusiness.Thus,thetwolargestbusinessesare5and6.Thelocationofeachbusinessunitindicatesitsmarketgrowthrateandrelativemarketshare.THEGROWTH-SHAREMATRIXthemarketgrowthrateontheverticalaxisindicatestheannualgrowthrateofthemarketinwhichthebusinessoperates.InFigure4.2,itrangesfrom0percentto20percent.Amarketgrowthrateabove10percentisconsideredhigh.Relativemarketshare,whichismeasuredonthehorizontalaxis,referstotheSBU'smarketsharerelativetothatofitslargestcompetitorinthesegment.Itservesasameasureofthecompany'sstrengthinthatmarketsegment.Arelativemarketshareof0.1meansthatthecompany'ssalesvolumeisonly10percentoftheleader's;arelativeshareof10meansthatthecompany'sSBUistheleaderandhas10timesthesalesofthenext-strongestcompetitorinthatmarket.Relativemarketshareisdividedintohighandlowshare,using1.0asthedividingline.Relativemarketshareisdrawninlogscale,sothatequaldistancesrepresentthesamepercentageincrease.SBUSTRATEGIESTheCompany’snexttaskistodeterminewhatobjective,strategy,andbudgettoassigntoeachSBU.Fourstrategiescanbepursued:build,hold,harvest,ordivest.Buildingisappropriateforquestionmarkswhosemarketsharesmustgrowiftheyaretobecomestars.Theholdstrategyisappropriateforstrongcashcowsiftheyaretocontinueyieldinglargepositivecashflows.THESBULIFECYCLEAstimepasses;SBUschangetheirpositioninthegrowth-sharematrix.SuccessfulSBUshavealifecycle.Theystartasquestionmarks,becomestars,thencashcows,andfinallydogs.Forthisreason,companiesshouldexaminenotonlytheirbusinesses'currentpositionsinthegrowth-sharematrix(asinasnapshot)butalsotheirmovingpositions(asinamotionpicture).IfagivenSBU'sexpectedtrajectoryisnotsatisfactory,thecorporationshouldaskitsmanagertoproposeanewstrategyandthelikelyresultingtrajectory.ThegeneralelectricmodelAnSub’sappropriateobjectivecannotbedeterminedsolelybyitspositioninthegrowth-sharematrix.Ifadditionalfactorsareconsidered,GeneralElectric(GE)canseethegrowth-sharematrixasaspecialcaseofamultifactorportfoliomatrixsuchasthatpioneered.ThismodelisshowninFigure4.3(a),whereonecompany'ssevenbusinessesareplotted.This 市场营销战略与市场细分timethesizeofeachcirclerepresentsthesizeoftherelevantmarketratherthanthesizeofthecompany'sbusiness.Thedarkbrownshadedpartofthecirclerepresentsthatbusiness'smarketshare.Thus,thecompany'sclutchbusinessoperatesinamoderate-sizedmarketandenjoyCritiqueofportfoliomodelsInadditiontotheBCGandGEmodels,otherportfoliomodelshavebeendeveloped,particularlytheArthurD.LittlemodelandtheShelldirectional-policymodel?Portfoliomodelshavehelpedmanagerstothinkmorestrategically,understandtheeconomicsoftheirbusinessesbetter,improvethequalityoftheirplans,improvecommunicationbetweenbusinessandcorporatemanagement,pinpointinformationgapsandimportantissues,eliminateweakerbusinesses,andstrengthentheirinvestmentinmorepromisingbusinesses.However,portfoliomodelsmustbeusedcautiously.Theymayleadthecompanytoplacetoomuchemphasisonmarket-sharegrowthandentryintohigh-growthbusinessesortoneglectitscurrentbusinesses.Theresultsaresensitivetotheratingsandweightsandcanbemanipulatedtoproduceadesiredlocationinthematrix.Furthermore,becausethesemodelsuseanaveragingprocess,twoormorebusinessesmayendupinthesamecellpositionbutdiffergreatlyinunderlyingratingsandweights.Manybusinesseswillendupinthemiddleofthematrixasaresultofaveragingtheratings,andthismakesithardtoknowwhattheappropriatestrategyshouldbe.Finally,themodelsfailtoshowthesynergiesbetweentwoormorebusinesses.Companiesneedtofocusoncustomersegmentsthatbuyfromseveralofthecompany'sbusinessunits,ratherthanthosethatselloneproductatatime.Thereisadangerofterminatingalosingbusinessunitthatactuallyprovidesanessentialcorecompetenceormarketofferingneededbyseveralotherbusinessunits?Planningnewbusinesses,downsizingolderbusinessesThecompany'splansforitsexistingbus'messesallowittoprojecttotalsalesandprofits.Often,thesearelessthanwhatcorporatemanagementwantsthemtobe.Ifthereisagapbetweenfuturedesiredsalesandprojectedsales,corporatemanagementwouldhavetodeveloporacquirenewbusinessestofillit.INTENSIVEGROWTHCorporatemanagement'sfirstcourseofactionshouldbeareviewofwhetheranyopportunitiesexistforimprovingitsexistingbusinesses'performance.Ansoffhasproposedausefulframeworkfordetectingnewintensivegrowthopportunitiescalleda"product-marketexpansiongrid"(Figure4.5)?Thecompanyfirstconsiderswhetheritcouldgainmoremarketsharewithitscurrentproductsintheircurrentmarkets(market-penetrationstrategy).Nextitconsiderswhetheritcanfindordevelopnewmarketsforitscurrentproducts(market-developmentstrategy).Businessunitstrategicplanning 市场营销战略与市场细分Thebusinessunitstrategic-planningprocessconsistsoftheeightstepsshowninFigure4.6.Weexamineeachstepinthesectionsthatfollow.Businessmissioneachbusinessunitneedstodefineitsspecificmissionwithinthebroadercompanymission.Thus,atelevisionstudio-lighting-equipmentcompanymightdefineitsmissionas,"Thecompanyaimstotargetmajortelevisionstudiosandbecometheirvendorofchoiceforlightingtechnologiesthatrepresentthemostadvancedandreliablestudiolightingarrangements."Noticethatthismissiondoesnotattempttowinbusinessfromsmallertelevisionstudios,winbusinessbybeinglowestinprice,orventureintonon-lightingproducts.swotanalysisTheoverallevaluationofacompany'sstrengths,weaknesses,opportunities,andthreatsiscalledSWOTanalysis.EXTERNALENVIRONMENTANALYSIS(OPPORTUNITYANDTHREATANALYSIS)ingeneral,abusinessunithastomonitorkeymacroenvironmentforces(demographiceconomic,technological,political-legal,andsocial-cultural)andsignificantmicroenvironmentactors(customers,competitors,distributors,suppliers)thataffectitsabilitytoearnprofits.Thebusinessunitshouldsetupamarketingintelligencesystemtotracktrendsandimportantdevelopments.Foreachtrendordevelopment,managementneedstoidentifytheassociatedopportunitiesandthreats.INTERNALENVIRONMENTANALYSIS{STREN6THS/WEAKNESSESANALYSIS}itisonethingtodiscernattractiveopportunitiesandanothertobeabletotakeadvantageoftheseopportunities.Eachbusinessneedstoevaluateitsinternalstrengthsandweaknesses.Itcandosobyusingaformliketheoneshowninthe"MarketingMemo:ChecklistforPerformingStrengths/WeaknessesAnalysis."Clearly,thebusinessdoesnothavetocorrectitsweaknesses,norshoulditgloataboutallitsstrengths.Thebigquestioniswhetherthebusinessshouldlimititselftothoseopportunitieswhereitpossessestherequiredstrengthsorwhetheritshouldconsiderbetteropportunitieswhereitmighthavetoacquireordevelopcertainstrengths.Sometimesabusinessdoespoorlynotbecauseitsdepartmentslacktherequiredstrengths,butbecausetheydonotworktogetherasateam.Inonemajorelectronicscompany,theengineerslookdownonthesalespeopleas"engineerswhocouldn'tmakeit,"andthesalespeoplelookdownontheservicepeopleas"salespeoplewhocouldn'tmakeit."Itisthereforecriticaltoassessinterdepartmentalworkingrelationshipsaspartoftheinternalenvironmentalaudit.Honeywelldoesexactlythis.GoalformulationOncethecompanyhasperformedaSWOTanalysis,itcanproceedtodevelopspecificgoalsfortheplanningperiod.Thisstageoftheprocessiscalledgoalformulation.Managersusethetermgoalstodescribeobjectivesthatarespecificwithrespecttomagnitudeandtime.Most 市场营销战略与市场细分businessunitspursueamixofobjectivesincludingprofitability,salesgrowth,market-shareimprovement,riskcontainment,innovation,andreputation.StrategicformulationGoalsindicatewhatabusinessunitwantstoachieve;strategyisagameplanforgettingthere.Everybusinessmustdesignastrategyforachievingitsgoals,consistingofamarketingstrategy,andacompatibletechnologystrategyandsourcingstrategy.PORTER'SGENERICSTRATEGIESMichaelPorterhasproposedthreegenericstrategiesthatprovideagoodstartingpointforstrategicthinking:overallcostleadership,differentiation,andfocus.OPERATIONALEFFECTIVENESSANDSTRATEGYAccordingtoPorter,firmspursuingthesamestrategydirectedtothesametargetmarketconstituteastrategicgroup.Thefirmthatcarriesoutthatstrategybestwillmakethemostprofits.Firmsthatdonotpursueaclearstrategyandtrytobegoodonallstrategicdimensionsdotheworst.InternationalHarvesterwentoutofthefarmequipmentbusinessbecause:itdidnotstandoutinitsindustryaslowestincost,highestinperceivedvalue,orbestinservingsomemarketsegment.Porterdrewadistinctionbetweenoperationaleffectivenessandstrategy?STRATEGICALLIANCESCompaniesarealsodiscoveringthattheyneedstrategicpartnersiftheyhopetobeeffective.MARKETINGALLIANCESmanystrategicalliancestaketheformofmarketingalliances.Thesefallintofourmajorcategories.1.Productorservicealliances:Onecompanylicensesanothertoproduceitsproduct,ortwocompaniesjointlymarkettheircomplementaryproductsoranewproduct.Forinstance,H&RBlockandHyattLegalServices--twoservicebusinesses---havealsojoinedtogetherinamarketingalliance.2.Promotionalalliances:Onecompanyagreestocarryapromotionforanothercompany'sproductorservice.McDonald's,forexample,hasoftenteamedupwithDisneytoofferproductsrelatedtocurrentDisneyfilmstopeoplebuyingitsfood.3.Logisticsalliances:Onecompanyofferslogisticalservicesforanothercompany'sproduct.4.Pricingcollaborations:Oneormorecompaniesjoininaspecialpricingcollaboration.ProgramformulationandimplementationOncethebusinessunithasdevelopeditsprincipalstrategies,itmustworkoutdetailedsupportingprograms.Iftheunithasdecidedtoattaintechnologicalleadership,itmustplanprogramstostrengthenitsR&Ddepartment,gathertechnologicalintelligence,developleading-edgeproducts,trainthetechnicalsalesforce,anddevelopadstocommunicateitstechnologicalleadership.Feedbackandcontrol 市场营销战略与市场细分Asitimplementsitsstrategy,thefirmneeds'totracktheresultsandmonitornewdevelopments.Someenvironmentsarefairlystablefromyeartoyear.Otherenvironmentsevolveslowlyinafairlypredictableway.Stillotherenvironmentschangerapidlyinmajorandunpredictableways.Nonetheless,thecompanycancountononething:Themarketplacewillchange;andwhenitdoes,thecompanywillneedtoreviewandreviseitsimplementation,programs,strategies,orevenobjectives.Compaqisagoodexample.ThemarketingprocessPlanningatthecorporate,division,andbusinessunitlevelsisanintegralpartofthemarketingprocess;buttofullyunderstandthatprocess,wemustfirstlookathowacompanydefinesitsbusiness.Thevalue-deliverysequenceCompaniesthatsubscribetothistraditionalviewhavethebestchanceofsucceedingineconomiesmarkedbygoodsshortageswhereconsumersarenotfussyaboutquality,features,orstyle.However,thetraditionalviewofthebusinessprocesswillnotworkinmorecompetitiveeconomieswherepeoplefaceabundantchoices.The"mass-market”isactuallysplinteringintonumerousmicromarkets,eachwithitsownwants,perceptions,preferences,andbuyingcriteria.Therefore,thesmartcompetitormustdesignanddeliverofferingsforwell-definedtargetmarkets.StepsintheplanningprocessTocarryouttheirresponsibilities,marketingmanagers--whetheratthecorporate,division,business,orproductlevel--followamarketingprocess.Workingwithintheplanssetbythelevelsabovethem,productmanagerscomeupwithamarketingplanforindividualproducts,lines,brands,channels,orcustomergroups.Themarketingprocessconsistsofanalyzingmarketingopportunities;researchingandselectingtargetmarkets;designingmarketingstrategies;planningmarketingprograms;andorganizing,implementing,andcontrollingthemarketingeffort.NALYZINGMARKETOPPORTUNITIESThefirsttaskfacingAtlasistoidentifyitspotentiallong-runopportunitiesgivenitsmarketexperienceandcorecompetencies.Atlascandevelopitsfilmcameraswithbetterfeatures.Itcanalsoconsiderdesigningalineofdigitalcamerasorvideocameras,oritcanuseitscorecompetencyinopticstodesignalineofbinocularsandtelescopes.DEVELOPINGMARKETINGSTRATEGIESSupposeAtlasdecidestofocusontheconsumermarketanddevelopapositioningstrategy(seeChapter11).ShouldAtlaspositionitscamerasasthe"Cadillac"brand,offeringasuperiorcameraatapremiumpricewithexcellentserviceandstrongadvertising?Shoulditbuildasimple,low-pricecameraaimedatmoreprice-consciousconsumers?Shoulditdevelopamedium-quality,medium-pricecamera?Once 市场营销战略与市场细分Atlasdecidesonitsproductpositioning,itmustinitiatenew-productdevelopment,testing,andlaunching(seeChapter12).PLANNINGMARKETINGPROGRAMSTotransformmarketingstrategyintomarketingprograms,marketingmanagersmustmakebasicdecisionsonmarketingexpendbares,marketingmix,andmarketingallocation.First,Atlasmustdecidewhatlevelofmarketingexpenditureswillachieveitsobjectives.Companiestypicallyestablishtheirmarketingbudgetsasapercentageofthesalesgoal.Aparticularcompanymayspendmorethannormalinthehopeofachievingahighermarketshare.Second,thecompanyhastodecidehowtodividethetotalmarketingbudgetamongthevarioustoolsinthemarketingmix:product,price,place,andpromotion?MANAGINGTHEMARKETINGEFFORTThefinalstepinthemarketingprocessisorganizingthemarketingresourcesandthenimplementingandcontrollingthemarketingplan.Thecompanymustbuildamarketingorganizationthatiscapableofimplementingthemarketingplan(seeChapter22).Inasmallcompany,onepersonmightcarryoutallthemarketingtasks.DivisionsoflargecompaniessuchasAtlaswillhaveseveralmarketingspecialists:salespeople,salesmanagers,marketingresearchers,advertisingpersonnel,productandbrandmanagers,market-segmentmanagers,andcustomerservicepersonnel.Productplanning:thenatureandcontentsofamarketingplanEachproductlevel(productline,brand)mustdevelopamarketingplanforachievingitsgoals.Themarketingplanisoneofthemostimportantoutputsofthemarketingprocess.Marketingplansarebecomingmorecustomer-andcompetitor-orientedandbetterreasonedandmorerealisticthaninthepast.Theplansdrawmoreinputsfromallthefunctionsandareteam-developed.Marketingexecutivesincreasinglyseethemselvesasprofessionalmanagersfirst,andspecialistssecond.Planningisbecomingacontinuousprocesstorespondtorapidlychangingmarketconditions.Thetrendswehavediscussedsofarareinfullforceintheworldofmarketing!Atthesametime,marketingplanningproceduresandcontentvaryconsiderablyamongcompanies.Theplanisvariouslycalleda"businessplan,"a"marketingplan,"andsometimesa"battleplan."Mostmarketingplanscoveroneyear.Theplansvaryinlengthfromunder5toover50pages.Somecompaniestaketheirplansveryseriously,whereasothersseethemonlyasaroughguidetoaction.Eisenhoweronceobserved:"InpreparingforbattleIhavealwaysfoundthatplansareuselessbutplanningisindispensable."Themostfrequentlycitedshortcomingsofcurrentmarketingplans,accordingtomarketingexecutives,arelackofrealism,insufficientcompetitiveanalysis,andashort-runfocus.What,then,does 市场营销战略与市场细分amarketingplanlooklike?Whatdoesitcontain?Samplemarketingplan:sonicpersonaldigitalassistantSonic,ahypotheticalstart-upcompany,isgettingreadytointroduceanewmultifunctionpersonaldigitalassistant(PDA),alsoknownasahandheldcomputer:Sonic'snewproductisenteringamarketplacecrowdedwithofferingsfromPalm,Handspring,andotherPDAmakers.ThefollowingisexcerptedfromthemarketingplanthatJaneMelody,Sonic'schiefmarketingofficer,haspreparedforthecomingyear.CURRENTMARKETINGSITUATIONThe$3.7billionPDAmarketisdominatedbyPalm,whichsold13millionunitsinitsfirstfiveyears.Industrywidesalesareexpectedtoaccelerateforatleastthenextfiveyears,withmultifunctiondevicesattractinganever-increasingmarketshare.Analystspredict4millionunitsintotalPDAsalesforthisyearand5millionforthenextyear.OPPORTUNITYANDISSUEANALYSISSoniclicensesPalm'soperatingsystemratherthanusingMicrosoff'sWindowsCEoperatingsystem.ThisallowsitsPDAtoworkwiththousandsofPalm-compatibleapplicationsandperipheralssuchascameras,phones,andglobalpositioningsystems---greatlyexpandingtheappealofitsPDAforbothconsumersandbusinessbuyers.Yetincreasedcompetitionfromhybridssuchasthecellphone-PDAcombinationsofferedbyMitsubishi,Knocker,andSamsungcouldslowacceptanceofSonic'smodel,whichcanusetheoptionalPalm-compatiblecell-phoneattachment.IncreasedcompetitionwillcomplicateSonic'sabilitytodifferentiatetheSonicPDAfromcompetingmodels.AnotherthreatistheongoingdownwardpressureonpricingcausedbytheproliferationofPDAandhybridproducts.AmongtheissuesSonicmustaddressare:(1)Shoulditdevelopaproprietaryoperatingsystem,switchtotheWindowsCEsystem,orcontinuetopaylicensingfeesforthePalmsystem?(2)ShouldSonicoffercustomizedapplicationsforbusinessusers?(3)Shoulditcreateagame-playingperipheraltomaketheSonicPDAcompatiblewithMARKETINGSTRATE6Yontheconsumerside,thetargetmarketismiddle_toupper.Incomeprofessionalswhoneedoneportabledevicetocoordinatetheirbusyschedulesandcommunicatewithfamilyandcolleagues.Theseconsumerspreferlower-pricedPDAswithexpandablememoryandfunctionality.Onthebusinessside,thetargetmarketisamid-tolarge-sizedcorporationthatwantstohelptheirworkforcestayintouchandinputoraccesscriticaldataonthego.Thesebuyerswantdurable,powerful,easy-to-usePDAsthatcanoperatecustomizedbusinessapplications.Acompanycannotserveallcustomersinabroodmarketsuchascomputersnumerousanddiverseintheirbuyingrequirements.Acompanyneedstoidentifythemarketsegmentsitcanserveeffectively.Herewewillexaminelevelsofsegmentation,patternsofsegmentation,market-segmentationprocedures,andbasesforsegmenting 市场营销战略与市场细分consumerandbusinessmarkets,andrequirementsforeffectivesegmentation.Manycompaniesareembracingtargetmarketing.Heresellersdistinguishthemajormarketsegments,targetoneormoreofthesesegments,anddevelopproductsandmarketingprogramstailoredtoeach.Insteadofscatteringtheirmarketingeffort(a"shotgun"approach),theyfocusonthebuyerstheyhavethegreatestchanceofsatisfying(a"rifle"approach).Targetmarketingrequiresmarketerstotakethreemajorsteps:1identifyanprofiledistinctgroupsofbuyerswhodifferintheirneedsandpreferences(marketsegmentation)2selectoneormoremarketsegmentstoenter(markettargeting)3foreachtargetsegmentestablishandcommunicatethekeydistinctivebenefitofthecompany’smarketoffering(marketpositioning).Thischapterwillfocusonthefirsttwosteps.Inthenextchapter,wediscussmarketpositioning.LevelsandpatternsofmarketsegmentationLevelofmarketsegmentationThestartingpointfordiscussingsegmentationismassmarketinginmassmarketing,thesellerengagesinthemassproduction,massdistribution,andmasspromotionofoneproductforallbuyers.HenryFordepitomizedthismarketingstrategywhenheofferedtheModel-TFord"artanycolor,aslongasitisblack."Coca-ColaalsopracticedmassmarketingwhenitsoldorgyonekindofCokeina6.5-ouncebottle.Theproliferationofadvertisingmediaanddistributionchannelsismakingitdifficultandincreasinglyexpensivetoreachamassaudience.Someclaimthatmassmarketingisdying.Notsurprisingly,manycompaniesareturningtomicromarketingatoneoffourlevels:segments,niches,localareas,andindividuals.SEGMENTMARKETINGamarketsegmentconsistsofagroupofcustomerswhoshareasimilarsetofwants.Thuswewoulddistinguishbetweencarbuyerswhoareprimarilyseekingtow-costbasictransportationandthoseseekingaluxuriousdrivingexperience.Wemustbecarefulnottoconfuseasegmentandasector.Acarcompanymightsaythatitwilltargetyoung,middle-incomecarbuyersTheproblemisthatyoung,middle-incomecarbuyerswilldifferaboutwhattheywantinacarSomewillwantalow-costcarandotherswillwantanexpensivecanYoung,middleincomecarbuyersisasector,notasegment.However,evenasegmentispartlyafriction,inthatnoteveryonewantsexactlythesamething.AndersonandNarushaveurgedmarketerstopresentflexiblemarketofferingsinsteadofastandardofferingtoallmembersofasegment.Aflexiblemarketofferingconsistsoftwoparts:anakedSolutioncontouringtheproductandserviceelementsthatallsegmentmember’svalueanddiscretionarythatsomesegmentmember’svalue.Eachoptionmightcarryanadditionalcharge.Forexample,DellaAirlinesoffersalleconomypassengersaseat,food,andsoft&inks.Itcharges 市场营销战略与市场细分economypassengersextraforalcoholicbeveragesmidearphones.Siemensseesmetal-cistboxeswhosepriceincludesfreedeliveryandawarranty,butalsooffersinstallation,tests,andcommunicationperipheralsasextra-costpotholes.NICHEMARKETINGAnicheisamorenarrowlydefinedgroupseekingadistinctivemixofbenefits.Marketersusuallyidentifyclichésbydividingasegmentintosubsetmeets.Forexample,tilesegmentofheavysmokersincludestwoniches:thosewhoaretryingtostopsmeltingandthosewhodonotcare.Anattractiveitchedischaracterizedasfollows:Thecustomersinthenichehaveadistinctsetofneeds;theywillpayaplenumtothefirmthatbestsatisfiesfilerneeds;thenicheisnotlikelytoattractothercompetitors;theEtchergainscertaineconomiesthroughspecialization;thenichehassize,puffinandgrowthpotential.Whereassegmentsarefairlylargeandnormallyattractseveralcompetitors,nichesarefairlysmallandnormallyattractonlyoneortwo.Largercompanies,suchasIBM,losepiecesoftheirmarkettoEtchers:DialogicandLieulabeledthisconfrontation“guerrillasagainstcoffles?Evensomelargecompanieshaveturnedtonichemarkedson&Johnson,forexample,consistsof170affiliates(businessunits),mix),ofwhichdominatenichemarkets.Herearesomeexamplesoflargecompaniesthathavemovedintonichemarketing.LOCALMARKETINGTargetmarketingisleadingtomarketingprogramstailoredtotheneedsandwantsoflocalcustomergroups(tradingareas,neighborhoods,evenindividualstores),Citibankprovidesdifferentmixesofbankingservicesinitsbranches,dependingonneighborhooddemographics.Krafthelpssupermarketchainsidentifythecheeseassortmentandshelfpositioningthatwilloptimizecheesesalesinlow-,middle-,andhigh-incomestores,andindifferentethnicneighborhoods.Thosefavoringlocalizingacompany'smarketingseenationaladvertisingaswastefullbecauseitfailstoaddresslocalneeds.Thoseagainstlocalmarketingarguethatitdrivesupmanufacturingandmarketingcostsbyreducingeconomiesofscale.Logisticalproblemsbecomemagnifiedwhencompaniestrytomeetlocalrequirements.Abrand'soverallimagenightbedilutediftheproductandmessagedefterindifferentlocalities.INDIVIDUALCUSTOMERMARKETINGtheultimatelevelofsegmentationleadsto“segmentsofone,""customizedmarketing,"or"one-to-onemarketing-'mUltimately,everyindividualhasauniquesetofwantsandpreferences,Inpastcenturies,producerscustomizedtheirofferingstoeachcustomer:Thetailorfittedasuitandacobblermadeshoesforeachindividual.TheIndustrialRevolutionusheredinaneraofmass-production:Nowcompaniesmadestandardgoodsinadvanceofordersandleftittoindividualstofitintowhateverwasavailable.Producersmovedfrombuilt-to-ordermarketingtobuildto-stockmarketing.TodaytheinformationRevolutionisenablingagrowingnumberofcompaniestomass-customizetheirofferings.Mass-customizationistheabilityofacompanytoprepareonamassbasisindividuallydesignedproducts,services,programs,andcommunications,tomeeteachcustomer'srequirements.PatternsofmarketsegmentationHerewewillconsidersegment-centeredmarketing.Marketsegmentscanbebuiltupinmanyways.Onewayistoidentifypreferencesegments.Supposeicecreambuyersare 市场营销战略与市场细分theyvaluesweetnessandcreaminessastwoproductattributes.Threedifferentpatternscanemerge.1、homogeneouspreferences2、diffusedpreferences3、clusteredpreferences.Market-segmentationprocedureMarketsegmentationmustbedoneperiodicallybecausesegmentschange.AtoneTimethepersonalcomputerindustrysegmenteditsproductspurelyonspeedandpower.Later,PCmarketersrecordedanemerging"Soho"market,namedfor"smallOfficeandhomeoffice."Mail-ordercomparessuchasDellandGatewayappealedtothismarket’srequirementforhighperformancecoupledwithlowpriceanduserFriendliness.Shortlythereafter,PCmakersbegantoseeSohoascomprisedofsmallerSegments.EffectivesegmentationTobeuseful,marketsegmentsmustbe:1Measurable:Thesize,purchasingpower,andcharacteristicsofthesegmentscanbemeasured.2Substantial:ThesegmentsarelargeandprofitableenoughtoserveAsegmentshouldbethelargestpossiblehomogeneousgroupworthgoingafterwithatailoredmarketingprogram.Itwouldnotpay,forexample,ironanautomobilemanufacturertodevelopcarsforpeoplewhoareunderfourfeettall.3assessable:Thesegmentscanbeeffectivelyreachedandserved.4Differentiable:Thesegmentsareconceptuallydistinguishableandresponddifferentlytodifferentmarketingmixelementsandprograms.5Actionable:Effectiveprogramscanbeformulatedforattractingandservingthesegments.SegmentingconsumerandbusinessmarketsBasesforsegmentingconsumermarketsTwobroadgroupsofvariablesareusedtosegmentconsumermarkets.Someresearcherstrytoformsegmentsbylookingatconsumercharacteristics:geographic,demographic,andpsychographic,Thontheyexaminewhetherthesecustomersegmentsexhibitdifferentneedsorproductresponses.Forexample,theymightthedifferingattitudesof"professionals,""bluecollars,"andothergroupstoward,say,"safety"asacarbenefit.Otherresearcherstrytoformsegmentsbylookingatconsumerresponsestobeenfits,useoccasions,orbrands.Oncethesegmentsareformed,theresearcherseeswhetherdifferentcharacteristicsareassociatedwitheachconsumer-responsesegment.GEOGRAPHICSEGMENTATIONGeographicsegmentationcallsfordividingthemarketintodifferentgeographicalunitssuchasnations,states,regions,counties,cities,orneighborhoodsThecompanycanoperateinoneorafewgeographicareas,oroperateinallbutpayattentiontolocalvariations.Forexample,HiltonHotelscustomizesroomandlobbiesaccordingtotheinactionofitshotels,Northeasterhotelsaresleekerandmorecosmopolitan.Southwesternhotelsaremorerustic.Take,forexample,CampbellSoup,anexperiencedregionalmarketersince1994,thecompany 市场营销战略与市场细分hasmarketeditsPacePlanetsauceregionally.PeoplemtheSouthwestdonotneedtobetoldthat"plicate"isacookingingredient,whereasnorthernersconfuseitwithsalsa.Thepackaging,communication,andmarketingeffortaremoreeducationalintheNorth,Moreandmoreregionalmarketingmeansmarketingrightdowntoaspecificzipcode?DEMOGRAPHICSEGMENTATIONIndemographicsegmentation,themarketisdividedintogroupsonthebasisofvariablessuchasage,familysize,familylifecycle,gender,income,occupation,education,religion,race,generation,nationality,andsocialclassDemographicvariablesarethemostpopularbasesfordistinguishingcustomergroups.Onereasonisthatconsumerwants,preferences,andusageratesamoftenassociatedwithdemographicvariables.Anotheristhatdemographicvariablesareeasiertomeasure.Evenwhenthetargetmarketisdescribedinnondemographicterms(say,apersonalitytype),the1inkbacktodemographiccharacteristicisneededinordertoestimatethesizeofthemarketandthemediathatshouldbeusedtoreactitefficiently.PSYCHOORAPHIOSEGMENTATIONInpsychographicsegmentation,buyersisdividedintodifferentgroupsonthebasisoflifestyleorpersonalityorvalues.Peoplewithinthesamedemographicgroupcanexhibitverydifferentpsychographicprofiles.BEHAVIORALSEGMENTATIONInbehavioralsegmentation,buyersisdividedtogroupsonthebasisoftheirknowledge,ofattitudetoward,useof,orresponsetoaproduct.Manymarketersbelievethatbehavioralvariablesoccasions,benefits,userstatus,usagerate,loyaltystatus,buyerreadinessstage,andattitudearethebeststartingpointsforconstructingmarketsegments.MULTIATTRIBUTESEGMENTATION(GEOCLUSTERING)Marketersnolongertalkabouttheaverageorevenlimittheiranalysistoonlyafewmarketsegments.Rather,theyareincreasinglycombingseveralvariablesinanefforttoidentifysmaller,betterdefinedtargetgroups.Thusabankmaynotonlyidentifyagroupofwealthyretiredadults,butwithinthatgroupdistinguishseveralsegmentsdependingoncurrentincome,assets,savings,andriskpreferences.TARGETINGMULTIPLESEGMENTVeryoften,companiesstartmarke0ngtoonesegment,thenexpandtoothers.Manyconsumersarecross-shoppersandcannotbeneatlypigeonholedintoonesegment,considerthepersonwhobuysanexpensiveBillBlasssuitbutshopsatWal-Martforunderwear;ortheonewhoeatsaHealthyChoicefrozendimmerfollowedbyBen&Jerry'sicecreamfordessert.Itisdangeroustointerpretsegmentmembershipbyobservingonlyonepurchase.Segmentationignoresthewholecustomerprofile,whichbecomesclearonlywithindividualprofiling.BasesforsegmentingbusinessmarketsBusinessmarketscanbesegmentedwithsomeofthesamevariablesusedinconsumermarketsegmentation,suchasgeography,benefitssought,andusagerate,butbusinessmarketersalsouseothervariables.BonomaandShapiroproposedsegmentingthebusinessmarketwiththevariablesshowninTable10.3.Thedemographicvariablesarethemostimportant,followedbytheoperatingvariables--downtothepersonalcharacters-ticsofthebuyer. 市场营销战略与市场细分MarkettargetingEvaluatingandselectingthemarketsegmentsInevaluatingdifferentmarketsegments,thefirmmustlookattwofactors:thesegment'soverallattractivenessandthecompany'sobjectivesandresources.Doesapotentialsegmenthavecharacteristicsthatmakeitgenerallyattractive,suchassize,growth,profitability,scaleeconomies,andlowrisk?Doesinvestinginthesegmentmakesensegiventhefirm'sobjectives,competences,andresources?Someattractivesegmentsmaynotmeshwiththecompany'slong-runobjectives,orthecompanymaylackoneormorenecessarycompetenciestooffersuperiorvalue.SINGLE-SEGMENTCONCENTRATIONVolkswagenconcentratesonthesmall-carmarketandPorscheonthesportscarmarket.Throughconcentratedmarketing,thefirmgainsastrongknowledgeofthesegment'sneedsandachievesastrongmarketpresence,Furthermore,thefirmenjoysoperatingeconomiesthroughspecializingitsproduction,distribution,andpromotion.Ifftcapturessegmentleadership,thefirmcanearnahighreturnonitsinvestment.However,concentratedmarketinginvolvesrisksAparticularmarketsegmentcanturnsour.Whenyoungwomensuddenlystoppedbuyingsportswear,BobbleBrooks'searningsfellsharply;oracompetitormayinvadethesegment.Forthesereasons,manycompaniesprefertooperateinmorethanonesegment.SELECTIVESPECIALIZATIONThefirmselectsanumberofsegments,eachobjectivelyattractiveandappropriate.Theremaybelittleornosynergyamongthesegments,buteachpromisestobeamoneymaker.Thismulti-segmentstrategyhastheadvantageofdiversifyingthefirm'srisk.PRODUCTSPECIALIZATIONThefirmmakesacertainproductthatitsellstoseveralsegments.Anexamplewouldbeamicroscopemanufacturerwhosellstouniversity,government,andcommerciallaboratories;thefirmmakesdifferentmicroscopesforthedifferentcustomergroupsandbuildsastrongreputationinthespecificproductarea.Thedownsideriskisthattheproductmaybesupplantedbyanentirelynewtechnology.MARKETSPECIALIZATIONThefirmconcentratesonservingmanyneedsofparticularcustomergroup.Anexamplewouldbeafirmthatsellsanassortmentofproductsonlytouniversitylaboratories.Thefirmgainsastrongreputationfixservingthiscustomergroupandbecomesachannelforadditionalproductsthecustomergroupcanuse,thedownsideriskisthatthecustomergroupmaysufferbudgetcuts.FULLMARKETCOVERAGEThefirmattemptstoseeallcustomergroupswithalltheproductstheymightneed.OnlyverylargefirmssuchasIBM(computermarket),GeneralMotors(vehiclemarket),andCoca-Cola(drinkmarket)canundertakeafullmarketcoveragestrategy.Largefirmscancoverawholemarketintwobroadways:throughundifferentiatedmarketingordifferentiatedmarketing.AdditionalconsiderationsFourotherconsiderationsmustbetakenintoaccountinevaluatingandselectingsegments:ethicalchoiceofmarkettargets,segmentinterrelationshipsandsupersegments,segment-by-segmentinvasionplans,andinter-segmentcooperation. 市场营销战略与市场细分第4章习题一、单项选择题：1、市场营销组合是现代市场学中的一个十分重要的概念。它是由美男哈佛大学教授（）于1964年提出来的。A、德布拉吉．瑞B、尼尔．鲍敦C、米什金D弗里德曼2、市场营销组合是现代市场学中的一个十分重要的概念。它是由美男哈佛大学教授尼尔．鲍敦于（）年提出来的。A、1972B、1964C、1980D19633、市场营销组合的提出与应用，是以（）为中心的市场营销观念为基础的。A、生产者销售B、消费者购买C、消费者需求D、生产者供给4、（）是制定市场营销战略的基础。A、产品策略B促销策略C、市场营销组合D、定价策略5、在制定营销组合时，要突出重点。对于农产品应使用（）作为竞争的主要手段。A、产品因素B、促销C价格D渠道6、在制定营销组合时，要突出重点。对于农产品应使用（）作为竞争的主要手段。A、产品因素B、促销C价格D渠道7、在制定营销组合时，要突出重点。对于家电产品应使用（）作为竞争的主要手段。A、产品因素B、促销C价格D渠道8、在制定营销组合时，要突出重点。对于化妆品应使用（）作为竞争的主要手段。A、产品因素B、促销C价格D渠道9、在编制营销组合策略时，要根据实际情况不断调整营销组合策略。一般情况下，在竞争不激烈时，应偏重于（）。A、低价策略B、高价策略C不考虑价格因素D依旧使用过去的战略10、市场营销计划的内容，因管理者提出的使用要求不同而详略不一。在通常情况下，在市场营销计划的八项内容中，（）是简要概述整个计划的中心内容。A、当前营销状况B、经理摘要C、营销战略D、机会与问题分析 市场营销战略与市场细分11、小天鹅股份有限公司的主导产品小天鹅全自动洗衣机已连续9年在国内销售第一，市场占有率保持在40％以上。特别是1995年1-7月份，小天鹅全自动洗衣机销量达47万台，市场占有率超过52%，深受消费者的欢迎。在编制上述小天鹅股份有限公司的营销计划书时，这是（）内容。A、产品状况B、市场状况C、分销状况D、宏观环境状况12、小天鹅股份有限公司的主要竞争产品有：荣事达、威力、小鸭、金羚、金松、海尔、海棠等品牌洗衣机。竞争方式各有所长：荣事达推出5年整机保修；海尔推出“国际星级标准服务，’；海棠推出整机5年保修、大件10年保修等。在编制上述小天鹅股份有限公司的营销计划书时，这是（）内容。A、产品状况B、市场状况C、竞争状况D、宏观环境状况13、1996年夏季的河南市场：一、结婚者减少；二、夏季衣物单薄，洗涤量减少；三、受国内大商业市场疲软的影响，因此洗衣机销售进入相对淡季。国内洗衣机厂家的夏季促销攻势也相对减缓，歇兵待机，为9月份市场高涨积攒力量。在编制上述小天鹅股份有限公司的营销计划书时，这是（）内容。A、产品状况B、市场状况C、竞争状况D、宏观环境状况14、目标市场：（1）城镇新婚夫妇。（2）收入中等以上的城市家庭。定位：高品质的全自动洗衣机。产品线：带传感器的模糊理论全自动洗衣机；滚桶式洗衣机。另外，还有无氟冰箱、移动通讯设备、取暖器等项目。价格：从淡季的低谷期起，将销售价格下调5%-10%。淡季期逐步每日分期上浮，浮距为2元人民币，9月中旬恢复正常。上述内容是小天鹅股份有限公司在做营销计划时考虑的（）。A、机会与问题分析B、目标C、营销战略D、编制的行动方案15、当前，小天鹅是全国惟一通过5000次无故障运行和获得ISO9001国际质量认证的企业，产品质量好。在全国同行业中率先推出质量信誉卡、整体保修5年等服务承诺。此内容反映有小天鹅股份有限公司的（）。A、主要机会B、主要威胁C、企业主要优势D、企业主要劣势 市场营销战略与市场细分16、我国江苏省生产的芭蕾珍珠霜．曾一度占领竞争激烈的香港化妆品市场，就是因为突出了促销策略在产品进人市场的介绍阶段，针对消费者追求青春健美的心理，在广告中突出介绍太湖是中外闻名的游览胜地太湖淡水珍珠没有污染，且含有多种对皮肤有益的氨基酸及人体所需的矿物质，还附有权威医疗机构的疗效报告，从而增加了消费者的安全感。反应其在制定市场营销组合时遵循了（）原则。A、市场营销组合中的能力水平及其效率必须与竞争企业相比较B、市场营销组合要有反馈效应C、市场营销组合要突出重点D、必须整体地制定市场营销组合17、如某产品相对市场占有率较高，而销售增长率较低，则该产品处于（）A.明星产品B.问题产品C.劣犬产品D.金牛产品E.新产品18、美国福特公司总裁亨利·福特曾傲慢地宣称“不管顾客需要什么颜色的汽车，我只有一种黑色的”。这里体现的市场观念是（）A.生产观念B.产品观念C.推销观念D.营销观念E.大市场营销观念一、多项选择题：1、市场营销组合是企业可以控制的各种市场营销手段的综合运用。将（）进行最佳组合，使他们互相配合起来，综合地发挥作用。A、产品B、定价C、销售渠道D、促进销售2、市场营销组合的特点有（）。A、市场营销组合是指企业可以控制的因素B、市场营销组合是一个变数C、市场营销组合由许多次组合组成D、市场营销组合是各种营销手段的综合运用3、对于企业来说，市场营销组合的作用主要表现在（）。A、是制定市场营销战略的基础B、是对付竞争的有力手段C、是协调企业内部各部门工作的“纽带”D、是获取利润的有力手段1、企业在运用营销组合时必须遵循（）原则。A、必须整体地制定市场营销组合 市场营销战略与市场细分B、要突出要点C、市场营销组合中的能力水平及其效率必须与竞争企业相比较D、市场营销组合要有反馈效应1、市场营销战略通常由（）部分组成。A、目标市场决策B、市场营销组合决策C、营销费用水平决策D、产品的特点2、在营销计划中，确定计划中要达到的目标，一般包括（）。A、销售量B、财务目标C、营销目标D、市场份额与利润3、在编制营销计划时，一般按（）综合编制的程序进行。A、分析现状B、确立目标C、制定战略与策略D、评价与选定战略与策略4、在下列内容中，（）是反映小天鹅股份有限公司的行动方案。A、6月1日起，开展“千里鹅毛百日情”促销活动。从6月1日起，小天鹅洗衣机优惠700元／台，每日上升2元，到9月10日恢复原销售价。B、月、9月份举办两次消费者座谈会A、从淡季的低谷期起，将销售价格下调5%~10%.B、生产高品质的全自动洗衣机9、市场营销学具有以下特点（）A.微观性B.边缘性C.实用性D.宏观性E.综合性10、生产资料市场细分的标准有（）A.地理因素B.人口因素C.心理因素D.购买特点E购买组织.11、美国行为科学家马斯洛提出的需求层次论认为，人类的需要可分为以下几个层次（）A.生理上的需要B.安全上的需要C.心理上的需要D.自尊的需要E.自我实现的需要12、生活资料市场细分的标准主要有（） 市场营销战略与市场细分A.地理因素B.人口因素C.心理因素D.购买特点E购买组织13、广义产品包括三个层次（）A.核心层B.有形层C.延伸层D.无形层E.实质层14、营销组合是指（）A.产品策略B.定价策略C.推销策略D.分销策略E.促销策略15、影响定价的因素主要有（）A.成本B.供求C.竞争D.政策、法规E.通货膨胀16、营业推广中针对中间商的有（）A.赠品B.代销C.批量折扣D.展销E.经销津贴17、促销组合是指（）A.广告B.人员推销C.公共关系D.有奖销售E.营业推广18、显现需求与潜在需求在一定条件下可以互相转化，促使其互相转化的因素主要有（）A.价格B促销手段C.储蓄利率D.质量的变化E.产品结构19、消费者需求的特征有（）A.多样性B.发展性C.伸缩性D.联系性E.替代性20、为实现产品差异化，企业可以通过（）来实现。A.产品质量形象化B.信息传递C.商标D.分销渠道E.服务21、新产品可以分为以下几种（）A.全新产品B.半新产品C.换代新产品D.仿制新产品E.改进新产品 市场营销战略与市场细分三.简答分析题1、简述市场细分的重要意义。2、简述市场细分的步骤。3、进行市场细分的标准主要有哪些？4、简述目标营销三种策略的特点及适用情况。5、请分析宝洁公司是如何细分洗发产品市场的。