Marketing Strategy营销战略
Virtual Learning Resource Centre Marketing strategy and planning
Overview
Introduction
Stage one: Defining strategic marketing objectives
Stage two: Determining strategic focus
Stage three: Defining customer targets
Stage four: Competitor analysis
Stage five: Differential advantage
Stage six: Marketing mix
Stage seven: Implementation
Stage eight: Monitoring market performance
Introduction
The terms marketing strategy and strategic market planning are often used interchangeably, which sometimes leads to confusion. We will use the term marketing strategy to mean the overall strategy of an organisation in relation to a particular market. In this learning guide we will explore the process of analysis and decision making which organisations go through as they define and implement their approach to that market. Marketing plans will form part of this process, in particular when it comes to implementation.
Key aspects of the process are that it is cyclical, ie subject to constant review and reiteration; that it is dynamic, subject to changes in the environment (including customers and competition); and that it should be shared within the organisation, rather than being the sole preserve of the marketing department, if it is to be wholeheartedly adopted and implemented by the whole organisation.
Two interrelated trends in marketing approaches have changed the emphasis of marketing strategy in recent years. These are relationship marketing and customer economics. The increased use of sophisticated database information in marketing has helped further the adoption of these two approaches and indeed both require such information in order to be successfully implemented. If you are specifically interested in relationship marketing, there is a further learning guide specifically on this topic.
This overview will introduce a framework for the steps to be followed in a comprehensive marketing strategy process, the information and analysis required at each stage and the decisions to be taken at each stage. There are of course other possible frameworks and approaches which would be equally acceptable, provided all the key steps are included. What is crucial is to see each stage, and the whole process, as dynamic and iterative.
Fig.1 : Components of marketing strategy
Source: Doyle, P. et al. Japanese Marketing Strategies in the UK: A Comparative study, Journal of International Business Studies Vol. 17(1) Spring 1986. Reprinted with permission from Butterworth Heinemann.
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Stage one: Defining strategic marketing objectives
These will to a large extent be determined by corporate strategy, and will answer such questions as: which markets should we compete in? what should be our targets, in terms of market share and profitability, in these markets?
The answer to the first question will be determined by the inherent attractiveness of the market and our ability to compete in it. A market may be attractive for a number of reasons: because there are high profits to be made in it; because it is growing; because it fits in well with or fills a gap in our existing portfolio. It is useful at this stage to carry out some structured analysis using a framework such as Michael Porter's Five Forces of Competition (see Fig. 2. below) or SWOT analysis.
Fig. 2. Porter's "Five Forces of Competition" analysis
? Porter, M.E. (1980) "Competitive Strategy" New York, The Free Press. Reprinted with permission
It is crucial, however, to ask not just whether the market is inherently attractive, but whether it matches our capability profile: in other words, do we have particular strengths which will give us an advantage in the market? A good marketing strategy may be determined as much by those markets we choose not to enter as by those we do.
Targets will be expressed in terms of market share or profitability, or possibly both. For example, in an early stage of the stage in the market life cycle, an organisation may
concentrate on building share at the expense of profitability, or at a later stage may be content for share to remain static whilst profits are high.
Back to the top Stage two: Determining strategic focus
Having decided which markets to compete in, the question of how to compete can be addressed. Should the focus be on growing the overall size of the market, or on taking a bigger share of an existing market (penetration)? In order to do this, should we be concentrating on getting existing customers to use more of our product, or on finding new customers or even new segments? Or can we only increase share by taking customers from our competitors?
The answers to these questions will depend largely on what stage has been reached in the life cycle of the market for this product. This in turn will determine whether the market is fairly homogeneous or divided into segments or sub-segments. The more mature the market, the more fragmented it tends to be.
Fig. 3.
? Arnold, David (1992) The Handbook of Brand Management, Century Business. Reprinted with permission from FT Management.
The product market life cycle
Total sales in a particular product market will tend to follow the curve shown in Fig. 3 above
over a period of time. That period of time may span a hundred years or more (as would be the case for, say, washing powder or banking services) or it may be much shorter, in the case of technological innovations such as the cassette recorder or fashion-related items such as particular types of clothes or music. Each stage in the so called product market life cycle has different characteristics in terms of customers, competition, and company priorities.
1.The introductory phase
Customers: Unfamiliar with or unaware of product category. Those who do buy likely to be more experimentalist by nature. Sales low
Competition: Likely to be low
Company priorities: Encourage trial. Work with customers on product
development to improve aspects such as packaging or documentation, or to
eliminate "teething troubles"
2.The growth phase
Customers: Growing in numbers. Segments begin to appear. May be less price sensitive as category benefits more widely known
Competition: Growing as new entrants appear.
Company priorities: Build share by concentrating on distribution, creating alliances where appropriate to do this
3.Early maturity
Customers: Segmentation is now more distinct and customer loyalty established as repeat purchases take place
Competition: Intense as players attempt to secure their share
Company priorities: Differentiate to attract and retain customers in specific target segments
https://www.wendangku.net/doc/3817961854.html,te maturity
Customers: Knowledgeable, may demand low prices and high service levels
Competition: Intense due to lack of market growth and difficulty of further differentiation. May be price based
Company priorities: Attempt to lengthen life cycle by innovation, re-inventing product category before decline stage
5.Decline
Customers: Late adopters, eg first time buyers of microwaves or VCRs
Competition: May come more from substitute products or services than direct competition, eg plastic instead of steel components; on line services instead of
libraries or hard copy journals
Company priorities: Re-define market whilst milking profits in early part of decline stage.
Back to the top Stage three: Defining customer targets
The first step in defining customer targets will be to understand the structure of the market in
terms of what segments exist and what alternative ways of segmenting the market might be possible. It is important to remember in this context that segmentation is a characteristic of the market, not something which marketeers impose upon it. In seeking to gain a better understanding of different customers' perception of value, marketeers may see certain customers with similar characteristics and perceptions as belonging together as a distinct segment, but unless those similarities actually exist, the segmentation and the target will be meaningless. Customers within one segment should be similar to each other in ways which are important for how, when, what and why they buy, and different from customers in other segments. Organisation's which find new ways of segmenting a market may also find new ways of differentiating their offering in response to a particular segment's perception of value, and will therefore gain an advantage over their competitors.
Once we have a clear view of market structure, we need to decide which segment or segments to target. Certain elements will tend to make a segment attractive:
size.
growth.
profitability.
fit with company strengths.
relative weakness of competition.
The issue of customer economics, or choosing the right customer portfolio, is vital. Organisation's can waste large amounts of resources pursuing customers who are not sufficiently profitable, or are unattractive in other ways. This is even more important given the recent emphasis on building customer relationships. This is usually an expensive and time consuming business, so organisation's need to be sure that they are building relationships with the right customers. It is not usually possible or desirable to build relationships with all customers.
As part of this stage, it will be decided whether to target only one segment, or several segments at once. Clearly this decision will be influenced by such factors as:
available resources.
danger of brand contamination.
opportunity for economies of scale in manufacturing, marketing or distribution.
Back to the top Stage four: Competitor analysis
In practice, it is clear that the analysis of competitors and the selection of customer targets will go hand in hand, since the one will exert a strong influence on the other. The decisions to be taken at this stage will relate to competitive positioning and competitive strategy. Competitor analysis is a big topic and has an important role to play at the level of corporate
strategy as well as in the marketing strategy process. If you want to look more specifically and in greater depth at competitor analysis, there is a separate learning guide on this topic. In the context of developing a marketing strategy, there are particular areas of competitor analysis to be considered. The specific questions which competitor analysis must answer at this market specific level are:
what does the customer buy when he does not buy my product?
what is his perception of these alternatives and how does it compare with his perception of my product?
what do I know or what can I infer about my competitors' strategies in relation to their products?
In answering the first question, it may help to consider at what level does the competition pose a threat in this market? There are a number of different possible levels of competition:
budget level. The customer is choosing between spending his/her budget in two completely different ways, to meet completely different needs. To use an example
from the regional newspaper industry: does the customer buy the local paper or a
bar of chocolate?
generic competition. The competitive product delivers the same benefit but in a different way: instead of buying the local paper, the customer listens to local radio.
product category competition. Here the customer may choose between different product categories within the same industry: the customer buys a national daily
newspaper instead of the local one, or reads the free local paper delivered through
his door, instead going out and buying one.
brand competition. This is the most direct form of competition: does the customer buy one local title or the other?
Organisation's will often be aware of direct brand competition, but less knowledgeable about the encroaching threat of competition at a lower level. The level at which the competitive threat is the strongest will obviously have serious implications for the organisation's strategic priorities.
The second question relates more to the positioning of competitive products in the mind of the customer. The use of perceptual maps may help. Perceptual maps use the results of market research to map consumers' perceptions of competing brands in relation to attributes they consider important in determining value.
They are a useful tool in determining strategies, because marketeers can see the major threats to their brand as well as the different directions in which they could move. Perceptual maps are discussed in more detail in David Arnold's book, The Handbook of Brand Management (1992) Century Business, pp.84 ff.
The third question requires some thinking around the role of the particular competitive product in the competitor's portfolio as a whole. Portfolio management tools such as the Boston Consulting Group Matrix or the Directional Policy Matrix will probably be useful here. They are described briefly below.
Fig. 4. The product portfolio matrix
Source: Perspectives, No. 66, “The product portfolio.” Reprinted by permission from The Boston Consulting Group Inc. Boston MC. ? copyright 1970
The BCG product portfolio matrix classifies products according to two measures, market growth and relative market share. According to their position on the matrix, products are known as problem children (or question marks), stars, cash cows or dogs.
Organisation's will tend to have a number of problem children at once, products at an early stage of the life cycle, having low market share in a fast growing market. They require a great deal of investment and support, but only some of them will survive to become mature products which can contribute to the organisation's overall revenues.
Once products have succeeded in growing their market share, and whilst the market itself is still in its growth phase, they are known as stars. These products still require substantial investment to sustain their high market share position, but they are at the same time generating positive cash flows themselves.
As the market moves into maturity and growth slows down, products with high market share are classified as cash cows, able to generate cash whilst requiring less support than before. These cash flows can therefore be used to support other products in the other categories. Finally, products with low market share in a low growth market are known as dogs. They may still generate some cash, but as the market moves into decline, it will not be worth it for organisation's to invest money or effort in them. Instead they are advised to cut back investment as much as possible (harvesting) or, if possible, to move out of the market (divestment).
Clearly, the BCG matrix can be used by an organisation to analyse its own or its competitors' products. Both will be useful for the purpose of competitive positioning.
The Directional Policy Matrix is also a two dimensional model but incorporates a number of different elements into each dimension. It is therefore more complex and also more subjective than the BCG model. (see Fig.5) It can be used to plot brands, products, geographical areas or market segments and helps managers to think through their strategy for each element in the company's portfolio (or to make assumptions about their competitors' likely strategy). The size of each circle drawn on the matrix may represent size of turnover or, if known, profit margin. Fig. 5. The directional policy matrix
? Adapted from Abell, Derek F. & Hammond, John S. (1979) Strategic Market Planning:
Problems and Analytical Approaches, p213. Reprinted with permission of Prentice Hall Inc.
The two axes of this matrix are market attractiveness and relative strength versus the competition. Clearly, an organisation will aim to have as many products as possible in the top left hand corner, ie in a strong competitive position in an attractive market. It will almost certainly have other products in the middle of the matrix (in an attractive market but in a relatively weak competitive position) and even in the right hand corner (a weak product in an unattractive market).
Looking at the portfolio in this way will help with deciding priorities and allocating resources. For example, how much will it cost to keep a product in the top right position? What other products may threaten it? If a product is in the top middle square, what resources or tactical moves would it take to shift it over to the right? And for the product in the bottom left - should it be harvested? or is it possible to shift it?
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Stage five: Differential advantage
Differential advantage, or competitive advantage, describes the ways in which one organisation's offering is different from and better than another's. This gives the company an advantage over its competition. Differential advantage may come from a variety of sources: superior position, superior skills or superior resources.
Superior position
eg lower costs (perhaps due to location); incumbent position (eg distribution network); relationships
Superior skills
eg specialised knowledge, technical expertise, organisational skills such as flexibility
Superior resources
eg financial resources, geographical coverage, exclusive ingredients, experienced people
Whatever the source of differential advantage, it must offer real value to the customer in that it meets his/her needs in a distinctive way, and is in some way better than the competition. It is the meeting point of the three C's of customer, competition and company resources. Differential advantage is at the heart of a marketing strategy and should be based on all of the preceding analysis. It can then be translated into a practical marketing plan covering the four P's of the marketing mix.
Back to the top Stage six: Marketing mix
The "marketing mix" refers to the various elements of a company's offering in the market place: the product or service itself, including its packaging; the price, including any discounts or payment terms; the place, or distribution method; and the promotional mix by which the offering is communicated to the market place.
Fig. 6.
In addition to the traditional "four Ps" (Borden, The Concept of the Marketing Mix, Journal of Advertising Research, Vol. 4, June 1964), subsequent writers have talked about the need to include physical evidence, process and people, particularly where service products are concerned. For example, if buying an intangible financial services product such as a mortgage, the building society's offices, the ease and speed with which an application can be made, and the way in which the society's staff deal with their customers will all influence the customer's perception of the offering.
The marketing plan can be produced at this stage, and will include a definition of the target market segment(s), the source of differential advantage, and a list of actions under each of the marketing mix headings, with timings, budget and responsibilities allocated.
The marketing mix approach simply says that all the messages the customer receives must be consistent with each other and help to communicate the differential advantage (sometimes called the value proposition). Some have argued that the concept is outdated, relying too much on the marketing department to implement it, and needs to be replaced by a more company wide approach. It is certainly true that consistency and an integrated approach are vital in implementing marketing strategy.
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Stage seven: Implementation
The implementation of marketing strategy demands good communication between the marketing function and the other parts of the organisation. The McKinsey "Seven S" model (Peters, T. & Waterman, R. (1982) "In Search of Excellence" New York, HarperCollins) may be used as a checklist to ensure that all the elements involved in implementing the strategy are consistent with each other and with the strategy itself. The "seven S's" are:
Strategy itself - supported by
Skills- what distinctive core tasks (functional or organisational) is the company good at performing?
Shared values - what is the culture of the company? What behaviour or achievements are rewarded?
Style- what is the management style? How do things get done round here?
Staff - what are the people like? What is their educational or business background? What is likely to motivate them? How is their morale?
Systems- what formal systems are in place that may help (or hinder) implementation? (these could be reward systems, monitoring systems, customer service systems?) What about the informal systems?
Structure- what structures are in place that may help (or hinder) implementation? Is there a flat management structure? Are there (for example) project management teams, or is the organisation structured along purely functional lines?
Back to the top Stage eight: Monitoring market performance
Ideally a marketing plan should also include performance targets in terms of sales and contribution, customer satisfaction, or any other measures deemed appropriate. There is a trend towards the use of non-financial measures in monitoring company performance. (Kaplan, R. S. & Norton, D.P. (1996) The Balanced Scorecard, Harvard Business School Press). The information needed for such measurements is often difficult to obtain, but as feedback mechanisms showing whether or not a strategy is being successfully implemented, they may be more useful than traditional quantitative measures. the learning guide on performance management has more information about the balanced scorecard approach.
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Last modified: 02/10/2006
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(完整版)“网易公开课”网络推广策划书
网络营销策划书 ——“网易公开课”网络推广策划 客户：网易 策划机构：破釜沉舟策划小组 策划人及所负责部分： 周朦 2008221112110008（一、六、七、九部分） 甘佳伟 2008221112110040（二、七、结束语） 李苏龙 2008221112110027（三、四、五部分） 杨璇 2008221112110038（三、八、调查问卷） 陈昊 2008221112110065（前言、一部分） 谢德兴 2008221112110070（目录、二部分） 策划完成日期： 2011年10月22日 策划适用时间段：2011年10月25日——2012年10月25日 密级：XXX 编号：HD2008123456 页数：14
前言 网易公司，是中国主要门户网站，和新浪网、搜狐网、腾讯网并成为“中国四大门户”。网易在开发互联网应用、服务及其它技术方面始终保持中国内业界的领先地位。自1997年6月创立以来，凭借先进的技术和优质的服务，网易深受广大网民的欢迎，曾两次被中国互联网络信息中心（CNNIC）评选为中国十佳网站之首。目前提供网络游戏、电子邮件、新闻、博客、搜索引擎、论坛、虚拟社区等服务。 2010年11月1日，网易推出“全球名校视频公开课项目”，首批1200集课程上线，其中有200多集配有中文字幕。用户可以在线免费观看来自于哈佛大学等世界级名校的公开课课程。网易已经在公开课项目上投入数百万元人民币，并计划在之后持续招募国内外翻译人才，提供费用组织翻译，免费让用户在线观看和下载。 公益，利用道德的观念来解释，可将其理解为无私的满足某些群体的精神需求。每一个人，都一个关于名校的梦。然而基于各种原因，只有少数人才可能坐在哈佛、耶鲁等名校的课堂。为了圆每一个平凡的人的这个梦，实现知识共享的无国界性、无地域性是网易的追求，更是网易公开课的立足点。 本策划案的形成乃是由于长期以来网易公开课的用户占有率不够，仍然有许多人从未听说过它的存在或者知之甚少。而网易，誓将致力于这项伟大的公益工程的建设，我们迫切追求实现让最多的人在这样一个平台分享一个共同的学习机会。 在彰显公益的同时，网易希望在网站视频竞争中走一条差异化路线，通过品质建树口碑，利用口碑集揽人气。 在这样的背景之下，受网易公司委托，特制定此策划案，将网易公开课的目标群体定位于大学生，用简洁、扼要的语言来提出网易公开课面临的问题、发展方向以及突破口，并最终详细得提出策划方案，以供参考之用。
ExampleMarketingPlan1
Marketing Plan （clothing: jeans） Group Member:
1.0 Executive Summary Jeans are now a very popular article of casual dress around the world. They come in many styles and colors; however, "blue jeans" are particularly identified with American culture, especially the American Old West. Often the term "jeans" refers to a particular style of pants called "blue jeans" and invented by Jacob Davis and Levi Strauss in 1873. Starting in the 1950s, jeans, originally designed for cowboys, became popular among teenagers, especially members of the greaser subculture. The Levi's brand epitomizes classic American style and effortless cool. Since the invention and patent of riveted clothing by Jacob Davis and company founder Levi Strauss in 1873, Levi's jeans have become the most recognizable and imitated clothing in the world - capturing the imagination and loyalty of people for generations. And while the patent has long since expired, the Levi's brand portfolio continues to evolve through a relentless pioneering and innovative spirit that is unparalleled in the apparel industry. Their range of leading Jeanswear and accessories are available in more than 110 countries, allowing individuals around the world to express their personal style. We can choose a style as being an agent of Levi’s brand and sell its product at third-tier city, cause we find that the third-tier cities in per capita disposable income grew faster than the first-tier cities, and also in the future 20 years third-tier city will become the main economy boom point of China. All in all, there are lots of potential customers between 17-40 which obtain huge purchasing power, however, cause of economic development speed and inconvenient traffic factors, many of those well-developed third-tier cities don’t exist these big brands, these groups of people can’t consume these products conveniently. Hence what we should to do is to provide these people a chance to get close to Levi’s. In the first 3 years of the business, we expect finding these potential market and to take the largest proportion of jeans market among third-tier cities.
设定目标的七个步骤
设定目标的七个步骤 【本讲重点】 正确理解公司的整体目标并向下属传达 制定符合SMART原则的目标 检查目标是否与上司的目标一致 设定目标的步骤 设定一个好的目标，应该有以下七个步骤。但是许多中层经理在设定目标时往往只重视步骤一、二，步骤三以后的其他步骤常常被忽略，从而造成设定目标失败。 正确理解公司的整体目标并向下属传达 【案例】 某医药企业制定的2002年公司发展目标是： 目标一：公司植物药品的销售占公司销售的50%。 目标二：开发三个以上国家一类新药品种，并进入国家医药目录。 目标三：2002年六月前完成GMP认证。 目标四：公司的营业收入增长60%，达到5亿元。
中层经理只有在正确理解公司整体目标的前提下，才能围绕着这些目标，制定出既符合公司目标，又符合本部门实际情况的部门目标。 例如，他必须了解，为什么公司要把营业目标定在5个亿，为什么比去年增加60%之多。他必须站在高层领导的角度才能正确理解这些问题。在理解这些问题后，才能根据整体目标，制定出相应的部门目标。 在制定部门目标时，要点之一是：让你的下属了解公司的目标。而这往往是中层经理们容易忽略的地方。 一般来说，公司为了让所有的部门，尤其是中层管理人员理解公司的目标，往往要开年度会议，而普通员工则很少有机会了解公司的目标。员工不了解公司的目标，一是可能削弱他们的积极性；二是理解部门目标及制定个人目标时可能出现偏差。
制定符合SMART原则的目标 符合SMART原则的目标才是好目标。 【案例】 根据公司2001年度发展目标，任经理制订出人力资源部2002年度工作目标： 目标一：在2001年12月底以前制订出2002年度公司人力资源规划。 目标二：在2001年3月底以前完成OTC销售队伍、新药开发队伍的招聘工作。 目标三：在2001年4月底以前制订出公司新的考核制度。 目标四：在2001年3月底制订出公司年度培训计划，并按计划开始实施。 在这一步骤,可能出现两类问题：一是目标难以量化的问题；二是目标太多的问题。对于第一类问题,可以参考上一讲中“为什么没有好目标”的讲述。对于第二个问题：符合SMART 原则的目标有太多太多，可以借鉴“20/80原则”，选择最具价值的三个左右的目标，作为最重要的目标。 检查目标是否与上司的目标一致 图17-1 现代企业的目标制定程序 一般而言，现代企业里的目标制定程序可以用上图来表示： 董事会制定战略目标，也就是确定公司的整体发展方向，总经理再根据战略目标制定年度发展目标，部门目标则是对年度总目标的分解，员工根据部门目标制定个人目标。 由于目标是从上至下，层层分解形成的，因而，作为公司的一员，在目标的执行上不存在讨价还价的余地。你的目标必须与上司的目标一致，这是确定无疑的。所以，在目标制定和执行过程中，你要检查你的目标是否与上司的目标发生偏差。主要从两个方面检查你的目标是否与上司的目标发生偏差：一是与谁保持一致；二是针对目标的计划在具体执行方面也应该保持一致。 列出可能遇到的问题和阻碍并找出相应的解决方法
实现目标的六个步骤
实现目标的六个步骤 没有目标，人生就没有方向；而少了计划，目标就没有办法实现；目标和计划一样重要，都是实现梦想不可缺少的步骤，懂得设定目标、拟定计划，才能逐一实现自己的梦想，过上自己想过的人生。 拟定计划、实现目标的六个步骤！ 一、设立明确的目标 「为自己设立目标，才能了解什么是你这辈子最重要的事」 「人，一旦确立了自己的目标，就不应该再因任何事动摇为之奋斗的决心。」 一个人会成功，除了目标明确之外，使命跟理念也要很清楚 梦想一定要远大，但目标的设定却要合理。永远要对自己设立高的标准，而不要让自己甘于接受二流的水平。 无论你想做什么事，都得先替自己设定一个目标，没有目标就找不到人生的方向，我们不必是「足够聪明」才能朝着我们的目标努力。 当你有了一个明确的目标，就会变得很专注，一件事情只要你很想达成，就会想办法找出时间完成它，替自己设定一个长期目标，才能让你的生活更加充实。 二、拟订详细的计划 成功的人都善于规划自己的人生，他们设定目标、拟定计划，然后逐一实现它。 你不只需要长期、中期、短期计划，更需要将计划里面的细节写出来，越详细越好，当你写得越详细，就能够越贴近现实，也才能思考到你平时不会思考到的事情。 三、划分优先级 除了设定目标之外，也要懂得设定优先级，设定了优先级才能让你了解什么是最重要的，什么是次等重要的事。 当你能够划分清楚每个计划的优先级，你才不会因为要做的事情太多，而不知道从哪件事情开始，当你设定了优先级，就可以从最重要的事情开始做，然后逐一完成它，划分优先级，才不会让你手忙脚乱，不知从何开始。 四、订定奖赏及惩处 有了目标、有了计划，知道了优先级，你还必须时时督促自己，而奖赏与惩处就是最好的方式，当你达成了某件事，就给自己一点奖励，当你进度落后了，就给自己一点小惩罚。
蒙牛市场营销策略研究
蒙牛企业策划书 前言：随着经济快速发展，人民生活水平也不断水涨船高，健康意识明不断增强；在此大的背景下，中国蒙牛乳业有限公司(简称蒙牛乳业)成立于1999年，公司总部位于内蒙古呼和浩特市，主营乳制品和冰淇淋，乳制品包括液态奶和奶粉。从开创前三年的“平均每天超越一个同类企业”，5年间销售额增长200倍，投资收益率大于5000％，到现在销售额302.65亿元，净利润12.37亿元的中国第一大乳制品企业。纵观蒙牛发展史，其成功的因素有很多，其中市场营销策略无疑是关键 第一章蒙牛经营背景 一、行业背景 我国乳业起步晚，起点低，但发展迅速。特别是改革开放以来，奶类生产量以每年两位数的增长幅度迅速增加，远远高于1%的同期世界平均水平。中国乳业，作为大农业的一个重要子产业，受益于国家三农政策和社会经济文化的快速发展，近十年来获得高速发展，年均增长速度达到了20％，远远超过1．5％的世界平均水平，全球乳业新增部分50％来自中国，中国已经成为世界第三牛奶生产大国 二．公司概况 内蒙古伊利实业集团股份有限公司是全国乳品行业龙头企业之一，是国家520 家重点工业企业和国家八部委首批确定额全国151 家农业产业化龙头企业之一。蒙牛是中国大陆生产牛奶、酸奶和乳制品的领头企业之一，1999 年成立，至2005 年时已成为中国奶制品营业额第二大的公司。2004 年 6 月10 日，蒙牛在香港交易所正式挂牌上市，成为第一家在海外上市的内地乳制品企业。同年，距蒙牛创立仅五年的时间里，蒙牛在全国乳制品企业中的排名由第1116 位上升至第一位 第二章国内乳品行业概况 一、乳品企业的分类
乳品企业一般分为集体国营企业和民营企业，其中绝大多数民营企业规模偏小，效益 低下；产品较为单一，人员素质较低，；营销手段比较单一，主要采用价格战，造成行业整 体利润率严重下滑、行业出现大面积亏损的局面。 二、乳品行业的生产模式 乳品行业的生产模式分为基地型企业和城市型企业，城市型企业大多依托一个城市及其周边地区，一般有自己的牧场，产品以低温奶为主，保质期短，需要冷链（如上海光明、北京三元等）。基地型企业一般位于北方草原地带，企业拥有丰富、优良、低成本的原奶，而当地消费量较小，消费市场主要在外地，产品以常温奶或奶粉为主（如伊利乳业、蒙牛集团等）。现在的乳品企业一般的供应模式有三种，分别为“公司+奶站+奶农”传统模式、“公司+规模牧场”探索模式、“公司+OEM 供应商”创新模式。以自己的牧场为依托的同时，与广大奶农结成购销联盟，保证了奶源的充足供应 三、乳品行业在中国的发展潜力 随着的中国经济快速发展，人民收入水平大幅的提高，人们的健康意识也逐渐提高，对奶制品的需求日益增强，中国乳品行业又依托有利的人口优势，可见的潜在消费市场是非常庞大的 第三章蒙牛乳业的市场分析与定位 蒙牛乳业SWOT分析 一、竞争优势 （一）、蒙牛乳业拥有较强的综合品牌实力和一大批忠诚度很高的消费者 （二）、蒙牛的营销团队对于市场以及消费者心理的把握在国内快速消费品领域无人能出其右。 （三）、蒙牛乳业拥有完善的全国产业布局，奶源的充足保障，为满足市场需求提供了坚实的基础 蒙牛乳业其民营企业自身体制上了优势，使得经营更灵活，决策更迅速 一、竞争劣势 （一）蒙牛乳业的生产基地大多远离注意消费市场，无形中加大了企业在物流运输，供应周期等方面的压力 （二）蒙牛乳业的民营企业性质，使得在处理与政府的关系上，相对于国有企业处于劣势
培训机构市场方案
培训机构市场方案
运营流程方案 一、环境与设施 1、场所环境 2、环境设计 3、配套设施
4、资金规模 二、市场 1、业务流程
制定方案—信息收集-市场调查-市场分析-市场细分-市场评估 2、市场条件 3、信息收集
4、市场调查 ★环境调查 ●人员：市场调查是一切工作开展的必要基础，所以必须由专业/专门人员负责此项工作。 ●内部环境：充分衡量本校的人才数量/水平/优势/劣势、环境/设施、资金、人脉资源、公共关系、行业熟悉度、准备 情况等。 ●宏观环境：要对当地人口数量/结构/素质/文化、经济水平、教育消费习惯、行政部门/法律、法规、地理位置/环境等 情况作详细、周密的调查和了解。 ●竞争环境： ※外部：数量、类型、层次、规模、地理位置、投资人情况 ※内部：课程、课时、收费、教材、班级、学生人数、教学模式、教学效果、管理/服务模式/水平、员工人数、※营销：营销模式、促销手段、广告形式、出版物、营销、促销历史手段、市场人员 ※硬件：教学环境、教学配套设施、管理配套设施、服务配套设施、办公环境与设施 ※综合：影响力、竞争力（优势与劣势）、品牌知名度、办学历史等 ★生源市场调查 ●全面普查：对当地城区中小学的数量、规模、层次等进行调查，从而了解当地的广义 市场规模和容量，为确定潜在目标客户定位打下基础。 ●目标详查：对确定的重点学校（1-2所）、重点年级（如小学4—6年级、小学毕业生、七年级等）和重点班级做 科学、详细的调查和分析，从而确定可能的目标客户和营销策略、促销手段和成本。 ★消费者调查 ●全面调查：采取抽样或访谈方式对当地消费者进行全面调查。 ●目标调查：在全面调查后的基础上，针对潜在目标客户进行有针对性调查。（见下表）
达成目标的12个步骤
达成目标的12个步骤 目标领域： 目标： （1）第一步：目标必须是你热切的愿望。 热切的愿望，是你完成伟大事情的起始点。 你必须面对自己完全诚实，这个目标是否真的是你想要的，想做的，想拥有的？_________________ （2）第二步：目标必须是可以被相信的，可以达到的。 这个目标必须是可以被相信的，也就是你必须相信这个目标是可以达成的。这个目标是否有50%的成功机会？__________________ 假如答案是否定的，重新设定这个目标，使它变成有50%成功机会的目标：（记着，每一个目标都应该建立在通往成功的下一步上。） （3）第三步，将目标写下来 请评估你的目标： 它是否具体？_____________ 它是否清楚？_____________ 它是否明确？_____________ 它是否以生动的文辞，积极的语言描述出来？_____________ 现在，请以个人语气，积极的言词，将你的目标清楚地陈述出来 ___________________________ （4）第四步：你为什么要这么做？你能获得些什么利益？你为什么要达成这个目标？ 将理由依序写在下面，你的理由写得越多，你就越能完成这个目标。 （5）第五步：分析你所在的位置 你现在整装待发的起始点在哪里？请明确注明。 ___________________________________________________________
（6）第六步：设定一个期限 在哪一天以前，你会达成这个目标？ ___________________________________________________________ 除了在总目标设定一个期限外，在设定一些迷你目标。 __________________________________________________ （7）第七步：确认你要克服的障碍 在你追求完成目标的过程中，你预期会遇到一些什么障碍？ 请将以上各项障碍，以其重要的优先顺序予以编号。 （8）第八步：确认你所需要额外的知识 你需要去学习什么知识以完成此目标？ ___________________________________________________________ ____ 你如何能获取你所需要的知识？ （9）第九步：确认你需要哪些人的帮助？ 确认有哪些人，哪些团体，哪些机构，你将会需要他们的协助来完成你的目标 记住：你的生活中的回收，永远会相等于你对他人所提供服务的价值。 （10）第十步：制订一个计划 列出了要达成目标所以你必须要做的事情。 接着针对每一件事，每一项活动，设定优先顺序，以及你需要花费多少时间完成哪一件事情，借此你可设定“迷你期限”，来协助你完成总目标。 优先顺序活动事件需要时间 1．#__________________________________________________ ____ 2．#________________________________________________ ______ （11）第十一步：视觉化与情感化 以生动的字眼来描述，当你达成目标时，你将经历到的感觉，你将看见的具体的
蒙牛乳业的市场营销策略及特点
课程名称：国际市场营销 题目：蒙牛乳业的市场营销策略及特点 系别：管理学系 专业：市场营销 班级： 14市本一班 姓名：陈海涛 学号： 2014101100101 任课老师：谢睿萍
日期： 2017年6月8日 蒙牛乳业的市场营销策略及特点摘要：内蒙古蒙牛乳业集团股份有限公司成立，总部设在中国乳都核心区――内蒙古和林格尔经济开发区，拥有总资产100多亿元，职工近3万人，乳制品年生产能力达600万吨。本着“致力于人类健康的牛奶制造服务商”的企业定位，蒙牛乳业集团在短短十年中，创造出了举世瞩目的“蒙牛速度”和“蒙牛奇迹”。 关键词：蒙牛乳业集团发展策略市场营销策略特点 1999年8月，内蒙古蒙牛乳业集团股份有限公司成立，总部设在中国乳都核心区――内蒙古和林格尔经济开发区，拥有总资产100多亿元，职工近3万人，乳制品年生产能力达600万吨。 本着“致力于人类健康的牛奶制造服务商”的企业定位，蒙牛乳业集团在短短十年中，创造出了举世瞩目的“蒙牛速度”和“蒙牛奇迹”。从创业初“零”的开始，至2008年底，主营业务收入实现239亿元，年均递增104％，是全国首家收入过200亿元的乳品企业。主要产品的市场占有率超过35%；UHT牛奶销
量全球第一，液体奶、冰淇淋和酸奶销量居全国第一；乳制品出口量、出口的国家和地区居全国第一。 本文在此浅析蒙牛乳业的市场营销策略及特点。 一、初期发展战略 （1）创意品牌策略 1999年，蒙牛刚刚创立，对于当时乳业它什么都不是，势力单薄。蒙牛选择站到伊利巨人的肩膀上，向对手学习，当做榜样，于是“创内蒙古乳业第二品牌”的创意诞生了。人人都知道内蒙古乳业第一品牌是伊利，但是没有人知道第二品牌是谁，蒙牛一出世就提出创“第二品牌”，不做第一，做第二，把其余竞争对手视而不见，一人之下，万人之上的势头。想好了这么做之后，就是造势传播，向外界推广蒙牛这个品牌，牛根生的想法是：“既要轰动，又不能多花钱。” 当时呼和浩特的路牌广告刚刚萌芽，没什么人做，牛根生意识到这是一个机会，于是便找到了路牌广告的负责人，他说：“你的牌子长时间没人上广告，那就会无限期的荒下去，小荒会引起大荒；如果蒙牛铺天盖地的做上3个月，就会有人认识到它的价值，一人购引起百人购。品牌如果想有好的知名度，就要有创意，懂得宣传。所以，我们大批量用你的媒体，其实也是在为你做广告，你只收工本费就会成为大赢家。”该负责人认为这话说得有理，于是便以成本价卖给了蒙牛300多块路牌广告3个月的发布权。结果那年，呼和浩特市所有主街道都竖满了“蒙牛乳业，创内蒙古第二品牌”的大红广告牌。就
市场细分公开课教案
市场细分与目标市场 ——市场细分 教学目标：【知识与技能】在掌握营销环境构成要素及营销 调研方法及技巧的知识基础上，进一步掌握细分市场的方法，以 为企业选择并进入目标市场及目标市场定位打下理论基础。 【过程与方法】整个教学活动以学生探究、合作互动的形式 完成，教师从旁引导，最后做出分析、点评与总结。 【情感、态度与价值观】让学生体验合作的欢乐,培养团队 精神，鼓励学生充分发挥想象力与创造力，提高学员分析问题、 解决问题及综合表达的能力，锻炼学生创新思维。 教学重点：通过引出营销案例，抛出问题激发学生积极思考，掌握市场细分标准。 教学难点：市场细分实践操作。 教学过程：
1、抛出问题 师：通过上面的案例，请大家谈谈： 这德国人是怎样细分市场的？ 该公司的目标市场选择策略是什么? 该公司怎样进行市场定位的？ 任务一市场细分 一、市场细分的含义 市场细分就是指企业依据消费者需求的差异性和类似性，把整体消费者划分为若干个不同的消费群，把整体市场划分为若干个分市场或子市场的过程。 互动空间： 细分市场是对企业的产品进行细分（） （1）对（2）错 企业选择目标市场的前提是进行市场细分（） （1）对（2）错 二、市场细分的作用 1、有利于企业发现市场机会，开拓新市场 2、有利于企业充分利用自身优势，扬长避短，取得最佳经济效益 3、有利于更好地满足消费者的需求 案例讨论： “小说旅馆”生意兴隆 在美国，有一家名叫西尔维亚.奇的小旅馆，共有20间客房，其布置和摆设都极为奇特。每个房间的设计都以世界一位著名作家为主题。旅客通过房间中的摆设联想到不同作家名作品的精辟句子和情节，从而引起一连串遐想。这家“小说旅馆”吸引了众多爱好读书的游客，生意十分兴隆。 [试析] “小说旅馆”生意兴隆的原因？ 三、市场细分的标准（分别案例讨论并点评） 细分标准具体变量 地理环境国别、城乡、气候、交通、地理位置等 人口因素年龄、性别、职业、收入、教育程度等 心理因素个性、兴趣、爱好、生活方式等 购买行为购买动机、追求利益、使用频率、品牌 与商标的信赖程度等
最新公开课教案《市场营销基础》
教案 科目:市场营销基础授课者:授课班级: 时间:2016年11月10日地点:教学楼课题项目4 选择产品组合之认识产品的整体 教学目的理解并掌握产品的整体概念 教材分析重点掌握产品的整体概念 难点理解产品的整体概念与同类企业之间的产品竞争教具多媒体、黑板、粉笔等 授课主要内容、课时分配及板书设计 一、课前考勤 二、旧课复习（3分钟） 1.市场细分的概念 指企业通过市场调研，根据消费者需求的差异性，把某一产品的整体市场划分为若干消费者群的市场分类过程。 2.目标市场的概念 是企业决定要进入的市场部分或子市场。即是企业的商品或服务所要满足的特定消费者群。 3.市场定位的概念 是通过为自己的产品创立鲜明的个性，从而塑造出独特的市场形象来实现的。 三、新课导入（5分钟） 想一想、议一议： 1.人们买空调是为了什么 2.从“格力”到“海尔”，再到“西门子”和“美的”，所有这些空调的共 同点是什么？ 3.既然所有空调的“共同点”都是一样的，那么为什么人们会有不同的选择？ 4.假定你确信你要买的空调具备制冷、制热功能，并对规格、价格、款式等都较满意，但是店家告诉你：“该货物自提、自运！产品100%合格，不提供保修！”这样的产品你会购买吗？ 5.如果你是空调制造商，你会采取什么方法与同类企业竞争？ 四、新课讲授（35分钟） （一）产品的整体概念（5分钟） 1.核心产品 是产品的基本效用或利益，是构成产品最本质的核心部分，是顾客要真正购买的东西。 2.有形产品
是核心产品借以实现的形式或目标市场对某种需求的特定满足形式。 3.附加产品 也叫扩展产品，是指顾客购买产品时所能得到的附加服务和附加利益的总和。 （二）合作探究（30分钟） 1.将学生分成八个小组，按抽签的方式选择一种产品并说出此产品的三层概念 （1） 美的电风扇； （2） 雕牌洗洁精； （3） （4） 华为手机； （5） 宝马汽车； （6） （7） 金灶热水壶； （8） （9） 怡宝纯净水； （10） （11） 保健品； （12） （13） 罗马仕充电宝。 2.小组作品展示 3.小组互评 4. 5. 教师点评 五、课堂小结（2分钟） 产品的整体概念以及包含的三个层次 六、课外作业（1分钟） 1.预习下节课内容：产品组合要素 2.P83 如何理解产品的整体概念？它包括哪几个层次？ 核心产品 有形产品 附加产品
Marketing plan presentation模板
[Product Name] Marketing Plan [Name]
Market Summary ?Market: past, present, & future –Review changes in market share, leadership, players, market shifts, costs, pricing, competition Early Adopters/ Pioneers Mass Market/ Followers End of Life Time Number of customers
?Describe product/service being marketed
Competition ?The competitive landscape –Provide an overview of product competitors, their strengths and weaknesses –Position each competitor’s product against new product A B C D Performance P r i c e
Positioning ?Positioning of product or service –Statement that distinctly defines the product in its market and against its competition over time ?Consumer promise –Statement summarizing the benefit of the product or service to the consumer
实现目标的九大步骤
实现目标的九大步骤 [折叠] 1、步骤一：列下实现目标的理由。 2、步骤二：设下时限。 3、步骤三：列下实现目标所需的条件。 4、步骤四：自问“假如要实现目标的话，我自己必须变成为什么样的人？”列下来。 5、步骤五：列下目前不能实现目标的所有原因，从难到易排列其困难度，自问“现在马上用什么办法来解决那些问题？”逐行写下。 6、步骤六：下定承诺，直到实现目标为止，否则绝不放弃。 7、步骤七：设下时间表，从实现目标的最终期限倒推至现在。 8、步骤八：马上采取行动，现在开始。 9、步骤九：衡量每天的进度，每天检查成果。阅读(2)分享(0) 评论(0) 分类：营销资料发表于15:39 正在加载评论... [11/07] 实现目标的六个步骤 [折叠] 所有成功人士，都有一个突出的特征，就是生活的方向性，即始终携带着取得人生成就的行动计划，无一不对自己随时随地的去向一清二楚。他们有目标也有行动，知道自己要做什么，也知道应该怎样去做。他们确定目标，同时又决定通向那个目标要走的道路。而很多人之所以失败就是因为没有目标，就像一艘轮船没有舵一样，只能随波逐流，无法掌握，最终搁浅在绝望、失败、消沉的海滩上。 第一步，用白纸黑字将目标写下来。 唯有将目标写下来，你才能将目标的详细内容规划出来。同时，当你把目标写下来的时候，你就把这个目标具体地呈现在自己面前。这个时候你的潜意识就会突然地觉醒说：“哎，这会儿是来真的了！”你就不能逃避自己对目标的承诺。因为你要追求成功，实在没有什么选择的余地，必须将目标写下来，明确、具体地呈现在你的面前，百分之百地承诺自己会达到目标。 具体就是在纸上用肯定的语气写下：“我一定要实现……的目标”。不必太多，一句话即可，这是你的总目标，或者说是大的方向。 第二步，设定一个期限。 审视你所写的，预期希望达成的时限。你希望何时达成呢？有实现时限的才可能叫目标，没时限的只能叫梦想。 第三步，列出你要达成这个目标的充分理由。 建议你明确地、扼要地、肯定地写下你实现它们的真正理由，告诉你自己能实现目标的把握和它们对你的重要性。如果你做事知道如何找出充分的理由，那你就无所不能，因为追求目标的动机比目标本身更能激励我们。 问你自己这个问题：“我为什么要这么做？”这个问题可以回答两件事。 第一，就是这个问题使你确定这是你的目标而不是别人的。第二，这个问题会增强你达到目标的欲望。因为，你有越多的做事理由，你达到目标的欲望就会越强，你就越能够达成这个目标。 尽可能多的将这些理由一一列出，这将成为你实现目标的动力源泉。
图书细分市场——人物传记
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关于上好市场营销知识课的几点建议
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marketingplan范文marketingplan要写些什么
marketingplan范文marketingplan要写些什么 Summary and Further Reading on Marketing Plan When making a marketing plan, it is important to know and state the timescale you are working with. Are you making a long term plan, a short term plan, or something in between? You may also find that some areas of your marketing plan are short term, while others will work in the long term. A business that deals with new technology may need to update their marketing plans every 3-6 months, where as a business in an established and stable industry might only need to update their plan every other year. Summary * A marketing plan is in addition to a standard business plan.
* A marketing plan helps set realistic objectives for your business, and helps make sure that the business is focused on the most important areas of marketing. * A marketing plan can help in obtaining finance by demonstrating that the business has been thoroughly planned. * A plan should look at each of the important areas and have realistic objectives for the short, medium, or long term. * Looking at the prices of your products should take into aount both consumers and petitors products. * Looking at the locations of your products should take into aount where the product is sold as well as the distribution methods used to get there. * You should firmly know the unique selling points of your business and its products.