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1、选用教材 营销管理 美菲利普科特勒著第十一版 上海经济出版社 第四章 市场营销战略与市场细分 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：Chapter 4 Marketing Strategy,Market Segments and Selecting Target Markets In this chapter,we
2、will address the following questions:How can a company make suitable market mix strategies?How can a company identify the segments that make up a market?What criteria can a company use to choose the most attractive target market?Strategic planning:three key areas and four organizational levels Strat
3、egic planning calls for action in three key areas:The first is managing a companys businesses as an investment portfolio.The second involves assessing each businesss strength by considering the markets growth rate and the companys position and fit in that market.The third is establishing a strategy.
4、For each business,the company must develop a game plan for achieving its long-run objectives.To understand marketing management,we must understand strategic planning.Most large companies consist of four organizational levels;the corporate level,the division level,the business unit level,and the prod
5、uct level.Corporate headquarters is responsible for designing a corporate strategic plan to guide the whole enterprise;it makes decisions on the amount of resources to allocate to each division,as well as on which businesses to start or eliminate.Each division establishes a division plan covering th
6、e allocation of funds to each business unit within the division.Each business unit develops a strategic plan to carry that business unit into a profitable future.Finally,each product level(product line,brand)within a business unit develops a marketing plan for achieving its objectives in its product
7、 market.The marketing plan operates at two levels:strategic and tactical.The strategic marketing plan lays out the target markets and the value proposition that will be offered,based on an analysis of the best market opportunities.The tactical marketing plan specifies the marketing tactics,including
8、 product features,promotion,merchandising,pricing,sales channels,and service.The marketing plan is the central instrument for directing and coordinating the marketing effort.Today,the marketing department does not set the marketing plan by itself.Plans are developed by teams,with inputs and sign-off
9、s from every important function.These plans are then implemented at the appropriate levels of the organization.Results are monitored,and corrective action is taken when necessary.Corporate and division strategic planning By preparing statements of mission,policy,strategy,and goals,headquarters estab
10、lishes the framework within which the divisions and business units prepare their plans.Some corporations give a lot of freedom to their business units to set their own sales and profit goals and Strategies,Others set goals for their business units but let them develop their own strategies.Still othe
11、rs set the goals and participate in developing individual business unit strategies.Defining the corporate mission An organization exists to accomplish something:to make cars,lend money,provide a nights lodging,and so on.Its specific mission or purpose is usually clear when the business starts.Over t
12、ime the mission may change,to take advantage of new opportunities or respond to new market conditions.A changed its mission from being the worlds largest online bookstore to aspiring to become the worlds largest online store.eBay changed its mission from running online auctions for collectors to run
13、ning online auctions covering all kinds of goods.Establishing strategic business units Most companies operate several businesses.They often define their businesses in terms of products:They are in the auto business or the clothing business;but Levitt argued that market definitions of a business are
14、superior to product definitions.The purpose of identifying the companys strategic business units is to develop separate strategies and assign appropriate funding.Senior management knows that its portfolio of businesses usually includes a number of yesterdays has-beens as well as”tomorrows breadwinne
15、rs.Yet it cannot rely on impressions;it needs analytical tools to classify its businesses by profit potential.Two of the best-known business portfolio evaluation models are the Boston Consulting Group model and the General Electric model.The boston consulting group approach The Boston Consulting Gro
16、up(BCG),a leading management consulting firm,developed and popularized the growth-share matrix shown in Figure 4.2.The eight circles represent the current sizes and positions of eight business units in a hypothetical company.The size of the circle depends on the dollar volume of each business.Thus,t
17、he two largest businesses are 5 and 6.The location of each business unit indicates its market growth rate and relative market share.THE GROWTH-SHARE MATRIX the market growth rate on the vertical axis indicates the annual growth rate of the market in which the business operates.In Figure 4.2,it range
18、s from 0 percent to 20 percent.A market growth rate above 10 percent is considered high.Relative market share,which is measured on the horizontal axis,refers to the SBUs market share relative to that of its largest competitor in the segment.It serves as a measure of the companys strength in that mar
19、ket segment.A relative market share of 0.1 means that the companys sales volume is only 10 percent of the leaders;a relative share of 10 means that the companys SBU is the leader and has 10 times the sales of the next-strongest competitor in that market.Relative market share is divided into high and
20、 low share,using 1.0 as the dividing line.Relative market share is drawn in log scale,so that equal distances represent the same percentage increase.SBU STRATEGIES The Companys next task is to determine what objective,strategy,and budget to assign to each SBU.Four strategies can be pursued:build,hol
21、d,harvest,or divest.Building is appropriate for question marks whose market shares must grow if they are to become stars.The hold strategy is appropriate for strong cash cows if they are to continue yielding large positive cash flows.THE SBU LIFE CYCLE As time passes;SBUs change their position in th
22、e growth-share matrix.Successful SBUs have a life cycle.They start as question marks,become stars,then cash cows,and finally dogs.For this reason,companies should examine not only their businesses current positions in the growth-share matrix(as in a snapshot)but also their moving positions(as in a m
23、otion picture).If a given SBUs expected trajectory is not satisfactory,the corporation should ask its manager to propose a new strategy and the likely resulting trajectory.The general electric model An Subs appropriate objective cannot be determined solely by its position in the growth-share matrix.
24、If additional factors are considered,General Electric(GE)can see the growth-share matrix as a special case of a multifactor portfolio matrix such as that pioneered.This model is shown in Figure 4.3(a),where one companys seven businesses are plotted.This time the size of each circle represents the si
25、ze of the relevant market rather than the size of the companys business.The dark brown shaded part of the circle represents that businesss market share.Thus,the companys clutch business operates in a moderate-sized market and enjoy Critique of portfolio models In addition to the BCG and GE models,ot
26、her portfolio models have been developed,particularly the Arthur D.Little model and the Shell directional-policy model?Portfolio models have helped managers to think more strategically,understand the economics of their businesses better,improve the quality of their plans,improve communication betwee
27、n business and corporate management,pinpoint information gaps and important issues,eliminate weaker businesses,and strengthen their investment in more promising businesses.However,portfolio models must be used cautiously.They may lead the company to place too much emphasis on market-share growth and
28、 entry into high-growth businesses or to neglect its current businesses.The results are sensitive to the ratings and weights and can be manipulated to produce a desired location in the matrix.Furthermore,because these models use an averaging process,two or more businesses may end up in the same cell
29、 position but differ greatly in underlying ratings and weights.Many businesses will end up in the middle of the matrix as a result of averaging the ratings,and this makes it hard to know what the appropriate strategy should be.Finally,the models fail to show the synergies between two or more busines
30、ses.Companies need to focus on customer segments that buy from several of the companys business units,rather than those that sell one product at a time.There is a danger of terminating a losing business unit that actually provides an essential core competence or market offering needed by several oth
31、er business units?Planning new businesses,downsizing older businesses The companys plans for its existing bus messes allow it to project total sales and profits.Often,these are less than what corporate management wants them to be.If there is a gap between future desired sales and projected sales,cor
32、porate management would have to develop or acquire new businesses to fill it.INTENSIVE GROWTH Corporate managements first course of action should be a review of whether any opportunities exist for improving its existing businesses performance.Ansoff has proposed a useful framework for detecting new
33、intensive growth opportunities called a product-market expansion grid(Figure 4.5)?The company first considers whether it could gain more market share with its current products in their current markets(market-penetration strategy).Next it considers whether it can find or develop new markets for its c
34、urrent products(market-development strategy).Business unit strategic planning The business unit strategic-planning process consists of the eight steps shown in Figure 4.6.We examine each step in the sections that follow.Business mission each business unit needs to define its specific mission within
35、the broader company mission.Thus,a television studio-lighting-equipment company might define its mission as,The company aims to target major television studios and become their vendor of choice for lighting technologies that represent the most advanced and reliable studio lighting arrangements.Notic
36、e that this mission does not attempt to win business from smaller television studios,win business by being lowest in price,or venture into non-lighting products.swot analysis The overall evaluation of a companys strengths,weaknesses,opportunities,and threats is called SWOT analysis.EXTERNAL ENVIRONM
37、ENT ANALYSIS(OPPORTUNITY AND THREAT ANALYSIS)in general,a business unit has to monitor key macro environment forces(demographic economic,technological,political-legal,and social-cultural)and significant microenvironment actors(customers,competitors,distributors,suppliers)that affect its ability to e
38、arn profits.The business unit should set up a marketing intelligence system to track trends and important developments.For each trend or development,management needs to identify the associated opportunities and threats.INTERNAL ENVIRONMENT ANALYSIS STREN6THS/WEAKNESSES ANALYSIS it is one thing to di
39、scern attractive opportunities and another to be able to take advantage of these opportunities.Each business needs to evaluate its internal strengths and weaknesses.It can do so by using a form like the one shown in the Marketing Memo:Check list for Performing Strengths/Weaknesses Analysis.Clearly,t
40、he business does not have to correct its weaknesses,nor should it gloat about all its strengths.The big question is whether the business should limit itself to those opportunities where it possesses the required strengths or whether it should consider better opportunities where it might have to acqu
41、ire or develop certain strengths.Sometimes a business does poorly not because its departments lack the required strengths,but because they do not work together as a team.In one major electronics company,the engineers look down on the salespeople as engineers who couldnt make it,and the salespeople l
42、ook down on the service people as salespeople who couldnt make it.It is therefore critical to assess interdepartmental working relationships as part of the internal environmental audit.Honeywell does exactly this.Goal formulation Once the company has performed a SWOT analysis,it can proceed to devel
43、op specific goals for the planning period.This stage of the process is called goal formulation.Managers use the term goals to describe objectives that are specific with respect to magnitude and time.Most business units pursue a mix of objectives including profitability,sales growth,market-share impr
44、ovement,risk containment,innovation,and reputation.Strategic formulation Goals indicate what a business unit wants to achieve;strategy is a game plan for getting there.Every business must design a strategy for achieving its goals,consisting of a marketing strategy,and a compatible technology strateg
45、y and sourcing strategy.PORTERS GENERIC STRATEGIES Michael Porter has proposed three generic strategies that provide a good starting point for strategic thinking:overall cost leadership,differentiation,and focus.OPERATIONAL EFFECTIVENESS AND STRATEGY According to Porter,firms pursuing the same strat
46、egy directed to the same target market constitute a strategic group.The firm that carries out that strategy best will make the most profits.Firms that do not pursue a clear strategy and try to be good on all strategic dimensions do the worst.International Harvester went out of the farm equipment bus
47、iness because:it did not stand out in its industry as lowest in cost,highest in perceived value,or best in serving some market segment.Porter drew a distinction between operational effectiveness and strategy?STRATEGIC ALLIANCES Companies are also discovering that they need strategic partners if they
48、 hope to be effective.MARKETING ALLIANCES many strategic alliances take the form of marketing alliances.These fall into four major categories.1.Product or service alliances:One company licenses another to produce its product,or two companies jointly market their complementary products or a new produ
49、ct.For instance,H&R Block and Hyatt Legal Services-two service businesses-have also joined together in a marketing alliance.2.Promotional alliances:One company agrees to carry a promotion for another companys product or service.McDonalds,for example,has often teamed up with Disney to offer products
50、related to current Disney films to people buying its food.3.Logistics alliances:One company offers logistical services for another companys product.4.Pricing collaborations:One or more companies join in a special pricing collaboration.Program formulation and implementation Once the business unit has