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the process by which companies create value for customers and build strong customer relationships in order to capture value from customers in return
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states of felt deprivation
an American needs food but wants a bigmac
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the form human needs take as shaped by culture an individual personality
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human wants that are backed by buying power
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a physical market offering that satisfies a need or want
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activities or benefits offered for sale that are essentially intangible and do not result in the ownership of anything.
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| 5 step model for marketing process |
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1. understand the marketplace and customer needs and wants
2. design a customer-driven marketing strategy
3. construct a marketing program that delivers superior value
4. build profitable relationships and create customer delight
5. capture value from the customer to create profits and customer quality
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value gained from owning a product and costs of obtaining the product is customer value
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products precieved performance in delivering value relative to buyer's expectations is customer satisfaction
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delvers logn term value to customer, thereby securing satisfaction and retention of patronage over time
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the overall process of building and maintaining profitable customer relationships by delivering superior customer value and satisfaction
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the extent to which a products perceived performance matches a buyers expectations
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| Customer Relationship Groups (4) |
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Butterflies, true friends, strangers, barnacles
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good fit w/ offerings and needs - high profit potential
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good fit with offerings and need - highest profit potential - long term projected loyalty
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little fit with offerings and needs - lowest profit potential
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limited fit with offerings and needs - low profit potential
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1. needs, wants, demands
2. customer driven mkting strategy
3. crating customer value/4 P's
4. exchanges, delighting customers
5. Satisfaction and customer realtionship = company profits
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the precess of developing and maintaining a strategic fit between the organizations goals and capabilities and its changing marketing opportunities
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| Steps in strategic planning |
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1. defining the company mission
2. setting company objectives and goals
3. designing the business portfolio
4. planning marketing and other functional strategies.
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a statement of the organizations purpose - what it wants to accomplish in the larger environment
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| good characteristics of a mission statement |
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market oriented, realistic, specific, fit market environment, distinctive competencies, motivating
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1. Star: high growth and share, high profit potential, ma need heavy investment to grow
2. cash cow: low growth, high share established, successfull sbu's, produce cash
3. ?: high growth, low share. build into stars or phase out. require cash to hold market shares
4. Dogs: low growth/share, low profit potential.
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| marketing growth strategies |
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1. market penetration: existing products, existing markets
2. market development: existing product, new market
3. product development: new products, existing markets
4. diversification: new products, new markets
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the precess of dividing a market into distinct groups of buyers with different needs, characteristics, or behavior who might require separate products or marketing programs.
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product
price
place
promotion
position
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customer solution
customer cost
convenience
communication
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involves evaluating each market segment's attractiveness and selecting on ore more segments to enter. target those segments that can sustain profitability.
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arranging for a product to occupy a clear, distinctive, and desirable place relative to competing products in the minds of target consumers. begins with differentiating te company's marketing offer so it gives consumers more value.
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finding opportunities. avoiding threats. understanding strengths. analyzing weaknesses.
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the net return from a marketing investment divided by the costs of the marketing investment
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variety, quality, design, features, brand name, packaging, services
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advertising, personal selling, sales promotion, PR
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list price, discounts, allowances, payment period, credit terms
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channels, coverage, assortments, locations, inventory, transportation, logistics
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the actors and forces outside marketing that affect marketing management's ability to build and maintain successful relationships with target customers.
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the actors close to the company that affect its ability to serve its customers-the company, suppliers, marketing intermediaries, customer markets, competitors, and publics
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the larger societal forces that affect the micro environment - demographic, economic, natural, technological, political, and cultural forces.
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the study of human populations in therms of size, density, location, age, gender, race, occupation, and other statistics.
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78 million ppl born after WWII lasting
1946-1964
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the 49 million ppl born btwn 1965 and 1976
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the 72 million childern of the babyboomers born btwn 1977 and 1994
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| peoples views of themselves |
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people use products, brands, and services as a means of self expression, and they buy prd/serv that match their views of themselves
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trend suggests a greater demand for social support products and services that improve direct communication btwn ppl, such as health clubs and family vacations
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| peoples views of organizations |
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ppl carry different views,. by and large ppl r willing to work for major organizations and expect them, in turn, to carry out society's work
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ppls orientation to their society influences their consumption patterns and attitudes toward the marketplace.
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attitudes vary. mastery over nature through technology. short term trend: natural organic lifestyle.
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| ppls views of the universe |
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moving away from materialism, dog eat dog ambition to seek more permanent values -- family, community, earth, faith, and more certain grasp of right and wrong.
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