市场营销战略与市场细分.docx

市场营销战略与市场细分.docx

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市场营销战略与市场细分

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：

Chapter4

MarketingStrategy,MarketSegmentsandSelectingTargetMarkets

Inthischapter,wewilladdressthefollowingquestions:

■Howcanacompanymakesuitablemarketmixstrategies?

■Howcanacompanyidentifythesegmentsthatmakeupamarket?

■Whatcriteriacanacompanyusetochoosethemostattractivetargetmarket?

Strategicplanning:

threekeyareasandfourorganizationallevels

Strategicplanningcallsforactioninthreekeyareas:

Thefirstismanagingacompany'sbusinessesasaninvestmentportfolio.Thesecondinvolvesassessingeachbusiness'sstrengthbyconsideringthemarket'sgrowthrateandthecompany'spositionandfitinthatmarket.Thethirdisestablishingastrategy.Foreachbusiness,thecompanymustdevelopagameplanforachievingitslong-runobjectives.

Tounderstandmarketingmanagement,wemustunderstandstrategicplanning.

Mostlargecompaniesconsistoffourorganizationallevels;thecorporatelevel,thedivisionlevel,thebusinessunitlevel,andtheproductlevel.Corporateheadquartersisresponsiblefordesigningacorporatestrategicplantoguidethewholeenterprise;itmakesdecisionsontheamountofresourcestoallocatetoeachdivision,aswellasonwhichbusinessestostartoreliminate.Eachdivisionestablishesadivisionplancoveringtheallocationoffundstoeachbusinessunitwithinthedivision.Eachbusinessunitdevelopsastrategicplantocarrythatbusinessunitintoaprofitablefuture.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.

Corporateanddivisionstrategicplanning

Bypreparingstatementsofmission,policy,strategy,andgoals,headquartersestablishestheframeworkwithinwhichthedivisionsandbusinessunitspreparetheirplans.SomecorporationsgivealotoffreedomtotheirbusinessunitstosettheirownsalesandprofitgoalsandStrategies,Otherssetgoalsfortheirbusinessunitsbutletthemdeveloptheirownstrategies.Stillotherssetthegoalsandparticipateindevelopingindividualbusinessunitstrategies.

Definingthecorporatemission

Anorganizationexiststoaccomplishsomething:

tomakecars,lendmoney,provideanight'slodging,andsoon.Itsspecificmissionorpurposeisusuallyclearwhenthebusinessstarts.Overtimethemissionmaychange,totakeadvantageofnewopportunitiesorrespondtonewmarketconditions.Achangeditsmissionfrombeingtheworld'slargestonlinebookstoretoaspiringtobecometheworld'slargestonlinestore.eBaychangeditsmissionfromrunningonlineauctionsforcollectorstorunningonlineauctionscoveringallkindsofgoods.

Establishingstrategicbusinessunits

Mostcompaniesoperateseveralbusinesses.Theyoftendefinetheirbusinessesintermsofproducts:

Theyareinthe"autobusiness"orthe"clothingbusiness";butLevittarguedthatmarketdefinitionsofabusinessaresuperiortoproductdefinitions.

Thepurposeofidentifyingthecompany'sstrategicbusinessunitsistodevelopseparatestrategiesandassignappropriatefunding.Seniormanagementknowsthatitsportfolioofbusinessesusuallyincludesanumberof'yesterday'shas-beens"aswellas”tomorrow’sbreadwinners.'Yetitcannotrelyonimpressions;itneedsanalyticaltoolstoclassifyitsbusinessesbyprofitpotential.Twoofthebest-knownbusinessportfolioevaluationmodelsaretheBostonConsultingGroupmodelandtheGeneralElectricmodel.

Thebostonconsultinggroupapproach

TheBostonConsultingGroup（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.

Thegeneralelectricmodel

AnSub’sappropriateobjectivecannotbedeterminedsolelybyitspositioninthegrowth-sharematrix.Ifadditionalfactorsareconsidered,GeneralElectric（GE）canseethegrowth-sharematrixasaspecialcaseofamultifactorportfoliomatrixsuchasthatpioneered.ThismodelisshowninFigure4.3（a）,whereonecompany'ssevenbusinessesareplotted.Thistimethesizeofeachcirclerepresentsthesizeoftherelevantmarketratherthanthesizeofthecompany'sbusiness.Thedarkbrownshadedpartofthecirclerepresentsthatbusiness'smarketshare.Thus,thecompany'sclutchbusinessoperatesinamoderate-sizedmarketandenjoy

Critiqueofportfoliomodels

InadditiontotheBCGandGEmodels,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,downsizingolderbusinesses

Thecompany'splansforitsexistingbus'messesallowittoprojecttotalsalesandprofits.Often,thesearelessthanwhatcorporatemanagementwantsthemtobe.Ifthereisagapbetweenfuturedesiredsalesandprojectedsales,corporatemanagementwouldhavetodeveloporacquirenewbusinessestofillit.

INTENSIVEGROWTHCorporatemanagement'sfirstcourseofactionshouldbeareviewofwhetheranyopportunitiesexistforimprovingitsexistingbusinesses'performance.Ansoffhasproposedausefulframeworkfordetectingnewintensivegrowthopportunitiescalleda"product-marketexpansiongrid"（Figure4.5）?

Thecompanyfirs