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Fundamentos de Meracdotecnia
- 1. Marketing en un mundo cambiante : cómo crear valor y satisfacción para los clientes
- 4. Produc tos y servicios V alor, satisfacción y calidad N ecesidades, deseos y demandas Intercambio, relaciones y transacciones M ercados C onceptos centrales de marketing Conceptos Centrales de Marketing
- 6. pareja
- 12. Proveedores Mercado de usuario final Intermediari o s de m arketing Competi dore s Empresa En torno: Demográficas, económicas, físicas, tecnológicas E ntorno: políticas/legales y sociales/culturales Sistema de Marketing Moderno
- 16. El concepto de vender El concepto de m arketing Punto de p artida Foc o Me dio s Fine s F ábrica Productos existentes Vender y promover Utilidades por volumen de ventas Mercado Necesidades de los clientes Marketing integrado Utilidades al dar satisfacción
- 18. Planeación estratégica y el proceso de marketing Capítulo 2
- 21. Motivante Realista Características de declaración de misión Congruente con entorno de mercado Específica Competencias distintivas Orientada hacia el mercado Declaración de Misión
- 24. 1. Penetración en el mercado 2. Desarrollo de mercados 3. Desarrollo de Productos 4. Diversifica ción Mercados existentes Mercados nuevos Productos existentes Productos nuevos Matriz de expansión de productos/mercados
- 26. Clientes meta Posicionamiento buscado Product o Combinación de “ bienes y servicios ” que una empresa ofrece a un mercado meta Pr ecio Dinero que los consumidores deben pagar para obtener el producto Activi dades que convencen a los clientes meta de comprar el producto Promo ción Actividades de la empresa que hacen disponible el producto Pla za
- 27. Planeación de m arketing Qué y por qué Crear estrategias para lograr los objetivos de m arketing Crear planes y presupuestos de m arketing Implementa ción de m arketing Quién, dónde, Cuándo y cómo Convertir planes de marketing en planes de acción para lograr los objetivos de marketing Análisis de m arketing de la situación de la empresa Control Me dir Result ado s Evalua r Result ado s Tomar medidas correctivas
- 28. Resumen ejecutivo Situación actual de m arketing (FORD) Obje tivos y puntos clave Estrategia de m arketing Program as de acción Presupuestos Control e s
Notas del editor
- Core Concepts This CTR corresponds to Figure 1-1 on p. 4 and relates to the discussion on pp. 3-10. Also to the CTRs numbers 4 - 8 which follow. Core Concepts Needs. These emerge from a state of felt deprivation. Ask students to distinguish among physical, social, and individual needs. Wants . These are the form taken by human needs as they are shaped by culture and individual experience. Have students provide examples for different wants based upon geographical differences, gender, age, wealth. Link culture to socio-economic standing, education. Demands . These are wants backed by buying power. Discuss such popular items as dream vacations or favorite cars to illustrate the difference between wants and demands. You may want an Acura Legend but drive a Subaru Justy. Introduce the idea that demands are often for a bundle or group of benefits and may address a number of related needs and wants. Products . These are anything offered for sale to satisfy a need or want. Have students discuss an extended view of products to include services and ideas. Discuss the role of value in distinguishing products. Discussion Note: Ask students to identify their product choice set for cars, vacations, dating partners, or college professors. Exchanges . These are the act of obtaining desired objects by offering something in return. Link to barter economies and promises to pay (i.e., credit, checks). Transactions. These are an actual trade of value between at least two parties. Transaction marketing is part of the larger concept of relationship marketing in which parties build long-term, economic ties to enhance quality and customer-delivered value. Markets . These are the set of actual and potential buyers of a product. Markets may be decentralized or centralized. Markets exist wherever something of value is desired, such as in the labor market, the money market, even the donor market - for human “products” such as blood or organs.
- Modern Marketing System This CTR corresponds to Figure 1-3 on p.11 and relates to the material on p. 10. The Marketing System A modern marketing system consist of four levels of activity. In a very real sense, each level influences the other levels. Each level adds value to the system. Discussion Note: Consumers add value to the system when they buy products. Their purchase price in turn funds the efforts (as profits) of each of the other layers to create more value as the system continues the cycle. Suppliers . This level provides the inputs to the production of goods and services. Company and Competitors . Each company adds value to supplies to create the products (goods, services, or both) offered to various markets. Marketing Intermediaries . Because of specialization, one or more other firms can get products to consumers more efficiently than most producers can (though there are important exceptions). End User Market . The consumer is the “final cause” of the efforts of each level of the marketing system. Discussion Note: Ask students to comment on whether the schematic should have “dotted line” feedback connection from the end user to each level of the system. What form of communication does that feedback take? Purchase? Satisfaction level? Brand loyalty? Brand switching? You might encourage students to remember this system perspective throughout the course and relate examples back to this CTR from time to time.
- Marketing and Sales Concept Contrasted This CTR corresponds to Figure 1-4 on p. 15 and to the material on pp. 14-16. Comparisons and Contrasts: The Selling Concept takes an inside-out perspective -- looking at the company’s needs and wants in terms of existing products and ways to find customers for them. The Marketing Concept takes an outside-in perspective - identifying the needs and wants of a clearly defined market and adjusting company efforts to make products that meet the needs. Discussion Note: Promotional tone may help indicate whether a company practices the selling or the marketing concept. Selling involves persuasion -- convincing the customer of their need to buy existing products. Marketing, at its best, involves information -- bringing the developed product to the awareness of a target market that recognizes need satisfying products. As the text notes, companies can let their own success lock them into a rigid selling structure. As times change, and they always do, those companies fail to see the need for meeting new and emerging consumer needs. The marketing concept helps companies focus on customer need satisfaction , leading to long-term success by customer retention .
- Analyzing Current SBU’s: Boston Consulting Group Approach This CTR corresponds to Figure 2-2 on p. 39 and relates to the discussion on pp. 38-39. Designing the Business Portfolio The business portfolio is the collection of businesses and products that make up the company. In portfolio analysis, management evaluates the businesses for their strategic fit in meeting company objectives. Strategic Business Units (SBUs) consist of separate units of the company that can be planned independently from other company businesses. The BCG Matrix Stars. High growth, high share businesses. Stars often require heavy investment to build/maintain share in rapidly expanding markets. You may wish to discuss the importance of market share to product profitability at this point. Cash Cows . Low growth, high share businesses. Cows generate profits for investment in other businesses. Question Marks. High growth, low share businesses. Strategy must decide between further investment to move question marks to star status or phasing the product out. Dogs . Low growth, low share. Dogs are often targets for divestment, but may still be profitable and/or contribute to other organizational goals.
- Product/Market Expansion Grid This CTR corresponds to Figure 2-4 on p. 41 and relates to the material on pp. 41-42. Developing Growth Strategies Market Penetration. A penetration strategy involves increasing sales to present target customers. The product itself remains unchanged although there may be a substantial change in how the product is promoted. You may wish to link market penetration with other company-wide strategies such as market leader if appropriate to course progress at this time. Market Development. A market development strategy involves identifying new segments for the current products offered by the company. Market development can be successful for old products like Arm & Hammer Baking Soda (used as a refrigerator deodorant). You may wish to link market development to emerging technologies such as geodemographics for identifying new market segments. Product Development. A product development seeks growth by modifying existing products or introducing new products to serve an existing market. Line extensions in snack foods are often useful for illustrating this strategy to students. You may ask your class how many flavors of Doritos they can name as an example. Diversification. This strategy involves taking profits from existing products or businesses to acquire or enter new markets, usually in different industries from previous company efforts. RJR buying Nabisco is an example.
- The Four Ps of Marketing This CTR corresponds to Figure 2-6 on p. 49 and the material on pp. 47-50. The Marketing Mix Product. In the contemporary mix, product is the term for the "goods and service" offering sold by the company. As technology makes everything from stereos to computers more accessible to the average buyer, service increasingly makes the competitive difference, especially in creating brand loyalty and generating repeat customers. Place. Place refers as much to how the product arrives to the final outlet as where the customer actually buys it. Later in the course, when students distinguish between convenience, shopping, and specialty goods the logistics of getting the product to the "place" of purchase can be emphasized again. Discussion Note: You may wish to discuss the role of infrastructure on placing decisions -- highway, rail, and waterway conditions and/or airfreight costs. Price. Price too is an excellent source of discussion content. Students will undoubtedly know about list and discount prices as many will have had shopping experiences in discount malls. The manipulation of price in the channel of distribution through allowances, credit, and payment arrangements may be new to them. Promotion. Promotion covers most of what students will stereotypically identify as "real marketing." While the role of promotion is important you may remind them the dangers of too much emphasis on a single component of the mix.
- Managing the Marketing Effort This CTR corresponds to Figure 2-7 on p. 50 and relates to the material on pp. 50-55. Managing the Marketing Effort Analysis . Tools of analysis include marketing research, marketing information systems, demand forecast models, and systematic if more subjective sources of information such as sales force composites and expert judgments. Even while taking advantage of constantly improving technologies, marketers must know when their own judgment must be relied on as well. If there is much science to marketing, there remains a great deal of art to it as well. Planning . Planning involves deciding on the marketing strategies that will help the company attain its overall objectives. The marketing plan is discussed on the following CTR. Implementation . Through implementation, the company turns the strategic and marketing plans into actions that will achieve the company’s strategic objectives. You may wish to remind students that planning can become a self-absorbing activity that needs constant re-connection to real world marketing constraints. Control . Control consists of measuring and evaluating the results of marketing plans and activities and taking corrective actions to make sure objectives are being reached. Discussion Note: Ask students to discuss how these steps in managing the marketing effort are interdependent and mutually influencing. How example, how does the experience a manager gains from taking corrective actions influence the planning process? Does it in turn affect how analysis is conducted? Resources used for analysis?
- Marketing Planning This CTR relates to the material on pp. 51-52 and corresponds to the information in Table 2-2 on p. 51. Teaching Tip: If you are using a term marketing project in the course, you may wish to handout the assignment at this time. Marketing Plan Components Executive Summary . This opening section provides a short summary of the main goals and recommendations for action. It should prepare the reader in anticipation of full explanations later. Teaching Tip: Hint for students: Write this section after completing the plan. Current Marketing Situation. This section describes the market and the company's position in it. A product review should compare all market entries. A distribution section reports sales trends and channel developments. Threats and Opportunities. This section distills environmental scanning efforts into an appraisal of how those forces and trends affect the company. Marketing plans should both identify and rank threats and opportunities. Objectives and Issues. This section begins the process whereby the manager translates analysis into terms for action. Based upon the preceding two steps the manager can set goals that will successfully implement company strategy. Marketing Strategies. Just as the company has strategies for growth, the manager must define the marketing logic or "game plan" to be used in running the specific business or product. The marketing plan here must provide specific strategies for target markets, the marketing mix, expenditures, and how strategies complement and support overall marketing goals. Action Programs. This section tells the who, what , when, and how much of the plan. Budgets. This section is essentially a projected profit-and-loss statement. You may wish to use it as part of a diagnostic if student plans are used with a simulation. Controls. All marketing plans must specify the means for evaluating their effectiveness. Financial goals by market by quarter are common.