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Pn mercados 37
- 1. 1-1 IDENTIFICACIÓN DE MERCADOS El mercado en un mundo cambiante: Cómo crear valor y satisfacción para los clientes MARIA CELENE VALLEJO PEREZ
- 2. ¿Qué es mercado? 1-2 • Proceso por el cual individuos y grupos obtienen lo que necesitan y desean mediante la creación e intercambio de productos y valor con otros. • En términos más sencillos, el mercado consiste en satisfacer a los clientes obteniendo utilidades al hacerlo. MARIA CELENE VALLEJO PEREZ
- 3. ¿Qué motiva aun consumidor 1-3 para actuar? • Nnecesidades – estado en que se percibe una carencia de artículos básicos como alimentos y ropa, o necesidades complejas como pertenecer a un grupo. Por ejemplo: “Tengo sed.” • Deseos – formaa que adopta una necesidad humana moldeada por la cultura y la personalidad individual. Por ejemplo: “Quiero una Coca-Cola.” • Demandas – deseos humanos respaldados por el poder de compra. Por ejemplo: “Tengo dinero para comprar una Coca-Cola.” MARIA CELENE VALLEJO PEREZ
- 4. ¿Qué satisfará lasnecesidades 1-4 y deseos del consumidor? • Productos – cualquier • Servicios – actividades cosa que se puede o beneficios que se ofrecer a un mercado venden y son para su atención, básicamente adquisición, uso o intangibles, y que no consumo y que podría tienen como resultado satisfacer una la propiedad de algo. necesidad o un deseo. • Ejemplos: bancos, • Ejemplos: personas, líneas aéreas, organizaciones, peluquerías y hoteles. lugares, actividades e ideas. MARIA CELENE VALLEJO PEREZ
- 5. ¿Cómo escogen losconsumidores 1-5 entre los productos y servicios? • Valor para el cliente – beneficio que el cliente obtiene por poseer y usar un producto, en comparación con el costo de obtenerlo. • Satisfacción de los clientes – depende de cómo se percibe que un producto proporciona valor, relativo a las expectativas del comprador. Está ligada con la Calidad y con la Administración de la calidad total. MARIA CELENE VALLEJO PEREZ
- 6. ¿Cómo obtienen productos 1-6 y servicios los consumidores? •Intercambios – acto de obtener de alguien un objeto deseado ofreciéndole algo a cambio. • Transacciones – intercambios de valores entre dos partes. Por lo regular intervienen dinero y una respuesta. • Relaciones – establecer relaciones a largo plazo con consumidores, distribuidores, concesionarios y proveedores. MARIA CELENE VALLEJO PEREZ
- 7. ¿Quiénes compran productos 1-7 y servicios? Mercado – Compradores compradores que reales comparten una necesidad o deseo específico que los productos o servicios de una compañía Compradores en pueden potencia satisfacer. MARIA CELENE VALLEJO PEREZ
- 8. Sistema de mercadomoderno 1-8 Proveedores Competidores Empresa Entorno Entorno Intermediarios del mercado Mercado de usuario final MARIA CELENE VALLEJO PEREZ
- 9. Identificación del 1-9 mercado Dirección Poner en práctica programas para crear intercambios con compradores meta y así alcanzar los objetivos de la organización Administración de demanda Hallar y aumentar la demanda, y también modificar o reducir la demanda Relaciones redituables con los clientes Atraer nuevos clientes y conservar los actuales MARIA CELENE VALLEJO PEREZ
- 10. 1-10 Filosofías de la identificacióndel mercado • Los consumidores prefieren produc- Concepto de producción tos disponibles y costeables •Mejorar producción y distribución •Los consumidores prefieren produc- Concepto de producto tos que ofrecen la mejor calidad, desempeño e innovaciones •Los consumidores sólo compran Concepto de vender productos si la compañía los promueve o vende •Se centra en necesidades o deseos Concepto de marketing de los mercados meta y en satisfa- cerlos mejor que los competidores •Se centra en necesidades o deseos Concepto de marketing de los mercados meta y en pro- para la sociedad porcionar un valor superior •Bienestar de la sociedad MARIA CELENE VALLEJO PEREZ
- 11. 1-11 Entorno del mercado •Todos los actores y fuerzas que influyen en la capacidad de la empresa para efectuar transacciones de negocios de manera eficaz con su mercado meta. • Incluye: – Microentorno – fuerzas cercanas a la empresa que afectan su capacidad para servir a sus clientes. – Macroentorno – fuerzas mayores de la sociedad que afectan a todo el microentorno. MARIA CELENE VALLEJO PEREZ
- 12. 1-12 El macroentorno de laempresa • Demográfico – estudia la población en términos de edad, sexo, raza, ocupación, ubicación y otras estadísticas. • Económico – factores que afectan el poder de compra y los patrones de gasto de los consumidores. • Natural – recursos naturales que la empresa Natura requiere como insumos o que son afectados por las actividades de marketing. MARIA CELENE VALLEJO PEREZ
- 13. Entorno 1-13 económico Desarrollo Cambios en económico Inquietudes ingresos econó micas clave de los mercadó logos Cambios en los patrones de gasto de los consumidores MARIA CELENE VALLEJO PEREZ
- 14. 1-14 Entorno natural Más intervención del gobierno Factores que afectan Mayor el entorno Escasez de contaminación natural materiales Mayor costo de la energía MARIA CELENE VALLEJO PEREZ
- 15. El 1-15 macroentorno de • Tecnológico – fuerzas que crean productos y la empresa de mercado nuevas. oportunidades • Político – leyes, dependencias y grupos que influyen en las acciones de marketing o las limitan. • Cultural – fuerzas que afectan los valores, percepciones, preferencias y comporta- mientos básicos de una sociedad. MARIA CELENE VALLEJO PEREZ
- 16. Entorno 1-16 tecnológico Cambios Altos presupuestos vertiginosos Problemas del entorno tecnológico Preferencia a Mayor mejoras menores regulación MARIA CELENE VALLEJO PEREZ
- 17. Entorno 1-17 político Distinto Más modo de leyes hacerlas Tendencias cumplir clave en el entorno político Mayor hincapié en la ética MARIA CELENE VALLEJO PEREZ
- 18. Entorno 1-18 cultural Del De uno De otros Universo mismo Perspectivas que expresan valores De la De la De las Naturaleza sociedad organizaciones MARIA CELENE VALLEJO PEREZ
- 19. Cómo responder 1-19 al entorno • Perspectiva de administración ambiental – Adoptar un enfoque proactivo hacia el manejo del microentorno y el macroentorno para propiciar cambios favorables para la empresa. ¿Cómo? Contratando intermediarios, publicando anuncios que moldean la opinión, presentando demandas y quejas, y firmando convenios. MARIA CELENE VALLEJO PEREZ
- 20. 1-20 La Planeación Estratégica y el proceso de identificación del mercado MARIA CELENE VALLEJO PEREZ
- 21. 1-21 Proceso de planeación estratégica •La planeación estratégica aplicada a la identificación del mercado implica desarrollar una estrategia general para el crecimiento y la supervivencia a largo plazo de la empresa. Este proceso implica: – Definir una misión: Expresión del propósito de la organización; debe estar orientada hacia el mercado. – Fijar los objetivos de la empresa: Metas y objetivos que apoyan y guían a toda la empresa. – Diseñar un portafolio de negocios: Conjunto de negocios y productos que constituyen la empresa. – Planear estrategias funcionales: Planificación detallada para cada departamento, diseñada para lograr los objetivos estratégicos. MARIA CELENE VALLEJO PEREZ
- 22. Características de lamisión 1-22 Orientada hacia el mercado Motivante Realista LA MISIÓN Competencias Específica distintivas Congruente con entorno de mercado MARIA CELENE VALLEJO PEREZ
- 23. 1-23 Diseño de los objetivos •Los mejores objetivos son aquellos que mejor hace encajar los puntos fuertes y débiles de la empresa con las oportunidades del entorno. • Para fijar objetivos la empresa debe: – analizar las Unidades Estratégicas de Negocios (UEN) actuales – decidir cuáles UEN deben recibir más, menos o ninguna inversión – desarrollar estrategias de crecimiento para añadir productos o negocios nuevos a su cartera MARIA CELENE VALLEJO PEREZ
- 24. 1-24 Análisis de las Unidades Estratégicas de Negocios, UEN actuales: Enfoque del Boston Consulting Participación relativa de mercado Tasa de crecimiento del mercado Alta Group Baja Estrellas Incógnitas Alta • Alto crec. y particip. • Alto crec., baja particip. • Potencial de utilidades • Hacer estrella/descontinuar • Podría requerir mucha • Requiere efectivo para con- inversión para crecer servar su participación Vacas lecheras Perros o Hueso • Bajo crec., alta particip. • Bajo crecimiento y Baja • UEN establecidas y con participación éxito • Bajo potencial de •Produce efectivo utilidades MARIA CELENE VALLEJO PEREZ
- 25. 1-25 Creación de estrategias de crecimiento Matriz de expansión de productos/mercados Productos Productos existentes nuevos Mercados existentes 1. Penetración en 3. Desarrollo de el mercado Productos Mercados 2. Desarrollo de nuevos 4. Diversificación mercados MARIA CELENE VALLEJO PEREZ
- 26. 1-26 Matriz de expansiónde productos/mercados las ventas de productos • Penetración del mercado: aumentar mercado actuales a clientes actuales. ¿Cómo? Recortar precios, aumentar la publicidad, vender productos en más tiendas. • Desarrollo del mercado: crear nuevos mercados con mercado productos actuales. ¿Cómo? Identificar nuevos mercados demográficos o geográficos. • Desarrollo de productos: ofrecer productos modificados o productos nuevos a los clientes actuales ¿Cómo? Nuevos estilos, sabores, colores o productos modificados. • Diversificación: productos nuevos para mercados nuevos. ción ¿Cómo? Crear o comprar negocios nuevos. MARIA CELENE VALLEJO PEREZ
- 27. 1-27 Papel de la identificación de mercados en la • planeación estratégica Proceso de seleccionar clientes meta – Segmentación del mercado: determinar grupos de comparadores mercado (segmentos) bien definidos con diferentes necesidades. – Determinación de mercados meta: evaluar y seleccionar los segmentos meta en los que se ingresará. – Posicionamiento en el mercado: hacer que productos distintivos y mercado deseables ocupen un lugar en la mente de los segmentos meta, en relación con productos competidores. • Estrategias de la identificación de mercados para obtener ventaja competitiva – Líder de mercado – Retador de mercado – Seguidor de mercado – Ocupador de nicho de mercado MARIA CELENE VALLEJO PEREZ
- 28. 1-28 El procesode identificación de mercados Entorno Intermediarios Entorno demográfico- del mercado tecnológico- económico natural d o de Pl l m de an e ca s l er ta ea rca m li s Producto ci do na ón A Consumido- Proveedores Plaza res meta Precio Públicos do n ca ió Co mer er ac Promoción nt ca m ent ro d o de lem ld el p l Im Entorno Entorno político- Competidores socio- legal cultural MARIA CELENE VALLEJO PEREZ
- 29. 1-29 Las cuatro P´sdel Precio mercado Producto Combinación de “bie- Dinero que los nes y servicios” que consumidores deben una empresa ofrece pagar para obtener a un mercado meta el producto Clientes meta Posicionamiento buscado Actividades de la Actividades que empresa que convencen a los hacen asequible clientes meta de el producto comprar el producto Promoción MARIA CELENE VALLEJO PEREZ Plaza
- 30. 1-30 BIBLIOGRAFÍ • KOTLER, A Administración de Philip. mercados. Ed. Prentice Hall. 8a Edición. México 1996. KINNER, Thomas y TAYLOR, James. Investigación de mercados. 5a edición. Editorial Mc Graw Hill. 1996. DUCKER, Peter. Los desafios de la gerencia para el Siglo XXI. Editorial Norma. Colombia. 1999. MARIA CELENE VALLEJO PEREZ
Notas del editor
- #9 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.
- #10 The Marketing Management Process The marketing concept suggests that businesses must actively manage an on-going relationship with customers. Key concepts of this perspective include: Marketing Management . The text defines marketing management as “the analysis, planning, implementation, and control of programs designed to create, build, and maintain beneficial exchanges with target buyers for the purpose of achieving organizational objectives.” Discussion Note: You might point out to students the influential role played by Professor Kotler in the development of marketing management, in both business and academic settings. Demand Management . Matching supply and demand can be a difficult balancing act. Traditional views of marketing were simplistic: build demand. Now marketers recognize the need to manage demand so that infrastructure resources are not overburdened. Discussion Note: It might help to compare demand management with Just-in-Time Inventory or Supply management. JIT lowers costs by not requiring extra capacity to hold things -- supplies or inventory -- before they are needed. By matching consumer demand to the systems designed to meet needs and wants, overall costs of marketing, and hence, the price of products, is reduced. Building Customer Relationships . Growing markets traditionally mean a plentiful supply of new customers. But as consumers become more sophisticated and as market growth slows, maintaining existing customers is the key to long term marketing success. As pointed out in the text, a continuing customer relationship means years of revenues for a company, not one time only sales. Further, existing customers are less expensive to promote to as they have already processed a great deal of product-specific information. Marketing Management This CTR corresponds to the material on pp. 11 - 12.
- #11 Five Marketing Philosophies This CTR relates to the material on pp. 12-17. Teaching Tip: You may find it useful to ask students to give their definitions of philosophy. How do they use philosophies for studying? dating? planning their time? Work from their examples to the idea that businesses too have philosophies about how to get things done. The Production Concept. One of the oldest concepts, it holds that consumers favor products that are available and affordable. Management emphasizes production and distribution efficiency. Examples from the text include Ford's Model T and Texas Instruments. The Product Concept . This concept focuses on the actual product in an effort to continuously improve quality, performance, and features. May lead to marketing myopia or the tendency to too narrowly define the scope of one's business. Consumers buy products for their benefits, not their features. The Selling Concept . This concept views consumers as unwillingly customers whose inherent opposition must be overcome to make a sale. It is most often used today for unsought goods. The selling concept tends to encourage sellers to misrepresent the true nature of their products or services and can lead to problems in maintaining high customer satisfaction. The Marketing Concept . This concept links the company's success with the consumer's continuing satisfaction. Its "outside-in" approach starts with a well defined target market, an analysis of their needs and wants, and then builds the company's offering around meeting those needs better than the competition (Note: the selling and marketing concepts are contrasted on the following CTR of Figure 1-4). The Societal Marketing Concept . This concept adds to the marketing concept the idea that the company should contribute to the betterment of society as a whole (Note: The societal marketing concept is developed in more detail on a following CTR of Figure 1-5 and the accompanying notes).
- #14 Economic Environment This CTR relates to the material on pp. 79-82. The Economic Environment The Economic Environment consists of factors that affect consumer purchasing power and spending patterns. Key considerations include: Economic Development . Nations vary greatly in their levels of and distribution of income, often as a result of their stage of economic development. Typical distinctions include: Subsistence Economies. These consume most of their own agricultural and industrial output. These countries are poor targets for most products. Industrial Economies. These offer rich markets for many different kinds of goods. Changes in Income . Rising incomes for most consumers have only kept pace with inflation. As a result, consumers are more sensitive to Value Marketing - the careful promotion of a high degree of quality and performance for the price. Income distribution is also of key importance: Upper-class consumers are not affected by current economic events. Middle-class consumers can afford the “good life” most of the time, but are careful about spending. Working-class consumers must budget carefully. Underclass consumers are often unable to participate fully in the marketing system. Changing Consumer Spending Patterns . Knowledge of Engel’s Laws remains important: As income rises, the percentage spent on food declines, the percentage spent on housing remains constant, and the percentage spent on savings and other categories increases.
- #15 Natural Environment There are several areas affecting marketing that stem from the natural environment. Shortages of Raw Materials. Shortages both increase demand and sprout counter-movements aimed at conservation. Discussion Note: Both sides of the "green" movement utilize sophisticated database marketing and lobbying techniques. Energy Costs. The cost of energy makes long-term growth of high energy industries and goods difficult to predict. Increased Pollution . Industrial growth almost always damages the natural environment. The so-called “green movement” seeks to operate businesses in such a way so as not to damage the natural environment. The varying political power of “greens” in different countries is a consideration in global marketing efforts. Government Intervention in Natural Resource Management. Changing philosophies on the role of government in managing natural resources also blends into the legal environment. Marketers must take care in identifying natural environmental trends. Discussion Note: You might further expand this discussion by pointing out that even agencies like the EPA vary greatly in the amount of environmental regulation they perform depending upon funding and the agenda of whoever occupies the White House.
- #17 Technological Environment This CTR relates to the material on pp. 83-84. Technological Environment Key forces operating in the technological environment include: Fast Pace of Technological Change . Anyone trying to learn all the features of their current software programs before they are updated and outdated understands this force. Teaching Tip: You might point out to students raised on Star Trek and Star Wars how much of yesterday's sci-fi is already coming true. Cellular phones as Star Trek-type communicators might get class discussion going. High R&D Budgets . The United States spends more on research and development than any other country. Placing marketing personnel on research teams can help focus research efforts on consumer needs and practical applications. Focus on Minor Improvements . Risk factors associated with high costs of development often lead to minor improvements over substantive product changes. Discussion Note: While minor improvements help keep products "fresh" to the market, marketers must anticipate that changing consumer needs will limit the competitiveness of too little innovation. Increased Government Regulation . Faster introduction of increasingly complex products often leads to greater regulation as consumers seek assurances that products are tested and safe.
- #18 Political Environment This CTR relates to the material on pp. 84-87. Political Environment The political macroenvironmental forces consist of laws, government agencies, and interest groups that seek regulation of business activities to forward their own interests. Business in general, more than other groups, uses lobbying efforts to try and obtain legislation favorable to their competitive interests. Key considerations include: Legislation. Laws generally attempt to protect companies from each other to create more competition that in turn creates more value for the consumer. Laws also aim at protecting consumers from unfair and sometimes dangerous business practices. Laws sometimes seek to protect society as a whole from practices that endanger whole communities or other publicly owned resources such as rivers, forests, and parks. Enforcement . The effect of laws depends upon the emphasis given to enforcing them within the regulatory agency responsible for administering the law. Regulation varies in intensity with political agendas of sitting presidents and budget allocations. Public interest groups too affect the degree of legislative activity and administrative enforcement. Increased Emphasis on Ethics . At both the grassroots and corporate level, more US companies are showing a greater concern for more ethical conduct and more socially responsible action. Discussion Note: Ethical companies often enjoy better consumer relations and public image. Bottom line contributions can be defensive. For example, when Johnson & Johnson behaved responsibly after the Tylenol poisonings, they did not suffer expensive lawsuits and were able to recapture all of their original market share when the product was re-introduced.
- #19 Technological Environment This CTR relates to the material on pp. 87-92. Cultural Environment The key elements of the cultural macroenvironment include: Persistence of Cultural Values. Core beliefs and values are relatively enduring and must be considered by marketers positioning products. For example, product innovations that conflict with core values are unlikely to be adopted. Shifts in Secondary Values. These change over time and change more often than core values and may provide positioning opportunities. Cultural values are expressed in people’s views on the following: View of Themselves. People vary in their emphasis on how important serving themselves is compared to serving others. Personal ambition and materialism have increased significantly over time in the US. View of Others. Recently, there has been a trend toward more altruistic behavior, at least among some segments of the population. Discussion Note: You might link ambition and altruism to baby boomers and baby busters, respectively. It wont’ hold up forever, but might generate class participation. View of Organizations. Most people are willing to work for large companies but also believe that the companies are out for themselves. View of Society. Trends like “Buy American” are reflects of this view. View of Nature. This trend has changed over the last few decades from dominate and control to coexist and preserve. View of Universe. Linked in the US to religious observance, this trend has seen an overall decline among most and a simultaneous passionate activism among a small, but powerful group, usually called the “religious right.”
- #25 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.
- #26 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.
- #29 The Marketing Process This CTR corresponds to Figure 2-5 on p. 45 and to material on pp. 44-45. Teaching Tip: This material previews the focus on later chapters. You may wish to show this CTR as an introduction to the following discussion on target consumers. The lecture information below is provided if you wish to cover the strategic background information prior to coverage of details. The Marketing Process This begins an extended discussion of planning, organization, and specific-actions that includes slide transparencies on the 4 Ps, factors affecting marketing strategy decisions, and a general outline of the contents of a marketing plan. These topics are covered in more detail on subsequent CTRs. Marketing Analysis (and Planning). Marketing must conduct a complete analysis of its situation and all relevant environmental influences. Further, marketing must provide each functional area of the company with the information from this analysis that affects their area-specific tasks. Selecting Target Markets. In evaluating analysis, it should become clear that the company cannot service each market opportunity equally well. Target market selection occurs by matching strengths and weaknesses identified in analysis to particular target markets. Marketing Implementation. Plans must be coordinated and launched with realistic logistical support if they are to succeed. Marketers must be able to translate plans into concrete action. Marketing Control. The need to measure, assess and evaluate performance all relate to control issues. These are discussed in more detail later.
- #30 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.