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198 PART 3 | Conne CTing Wi Th Cus Tome Rs the expectancy-value model, we multiply her weights by her beliefs about each computer's attributes. This compu-tation leads to the following perceived values: Laptop A=0. 4182 + 0. 3192 + 0. 2162 + 0. 1192 = 8. 0 Laptop B=0. 4172 + 0. 3172 + 0. 2172 + 0. 1172 = 7. 0 Laptop C=... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
An Alyzing Consume R m AR ke Ts | chapter 6 199 1. Using the conjunctive heuristic, the consumer sets a minimum acceptable cutoff level for each attribute and chooses the first alternative that meets the minimum standard for all attributes. For example, if Linda decided all attributes had to rate at least 5, she would... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
200 PART 3 | Conne CTing Wi Th Cus Tome Rs The second factor is unanticipated situational factors that may erupt to change the purchase intention. Linda might lose her job before she purchases a laptop, some other purchase might become more urgent, or a store salesperson may turn her off. As Chapter 15 discusses, much ... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
An Alyzing Consume R m AR ke Ts | chapter 6 201 Chapter 5 described CRM programs designed to build long-term brand loyalty. Postpurchase communications to buyers have been shown to result in fewer product returns and order cancellations. Computer companies, for example, can send a letter to new owners congratulating t... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
202 PART 3 | Conne CTing Wi Th Cus Tome Rs Mo Derat In G e FFe Cts on Consu Mer De CIs Ion Mak In G The path by which a consumer moves through the decision-making stages depends on several factors, including the level of involvement and extent of variety seeking. low-in Vol Vemen T consume R decision makin G The expect... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
An Alyzing Consume R m AR ke Ts | chapter 6 203 The work of these and other academics has also challenged predictions from economic theory and assumptions about rationality, leading to the emergence of the field of behavioral economics. 75 Here we review some of the is-sues in three broad areas: decision heuristics, f... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
204 PART 3 | Conne CTing Wi Th Cus Tome Rs same product category is that marketers want their products to be seen as representative of the category as a whole. 3. The anchoring and adjustment heuristic —Consumers arrive at an initial judgment and then adjust it— sometimes only reluctantly—based on additional informatio... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
An Alyzing Consume R m AR ke Ts | chapter 6 205 1. Consumers tend to segregate gains. When a seller has a product with more than one positive dimension, it's desirable to have the consumer evaluate each dimension separately. Listing multiple benefits of a large indus-trial product, for example, can make the sum of the... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
206 PART 3 | Conne CTing Wi Th Cus Tome Rs positioning is critical to marketing and that these marketing programs are an attempt to be relevant to a certain con-sumer group. Take a position: Targeting minorities is exploitive ver-sus Targeting minorities is a sound business practice. Marketing Discussion What Are Your ... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
An Alyzing Consume R m AR ke Ts | chapter 6 207 shows as well as to post news about its products and interviews with Disney's employees, staff, and park of-ficials. Disney's Web site provides insight into its movie trailers, television clips, Broadway shows, and virtual theme park experiences. Disney's marketing campa... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
208 PART 3 | Conne CTing Wi Th Cus Tome Rs Year of the Rooster, IKEA stocked 250,000 plastic place-mats with rooster themes, which quickly sold out. When employees realized U. S. shoppers were buying vases as drinking glasses because they considered IKEA's regular glasses too small, the company developed larger glasses... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
An Alyzing Consume R m AR ke Ts | chapter 6 209 Sources: Kerry Capell, “IKEA: How the Swedish Retailer Became a Global Cult Brand,” Business Week, November 14, 2005, p. 96; “Need a Home to Go with That Sofa?,” Business Week, November 14, 2005, p. 106; Ellen Ruppel Shell, “Buy to Last,” Atlantic, July/August 2009; Jon ... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
210 In This Chapter, We Will Address the Following Questions 1. What is organizational buying? (p. 211) 2. What buying situations do business buyers face? (p. 215) 3. Who participates in the business-to-business buying process? (p. 215) 4. How do business buyers make their decisions? (p. 220) 5. In what ways can busine... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
211 Some of the world's most valuable brands belong to business marketers: ABB, Caterpillar, Du Pont, Fed Ex, GE, Hewlett-Packard, IBM, Intel, and Siemens, to name a few. Many principles of basic marketing also apply to business market-ers. They need to embrace holistic marketing principles, such as building strong lo... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
212 PART 3 | Conne CTing Wi Th Cus Tome Rs More dollars and items change hands in sales to business buyers than to consumers. Consider the process of producing and selling a simple pair of shoes. 5 A broad spectrum of materials and material combinations are used today in shoe manufacturing. Leathers, synthetics, rubber... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
An Alyzing Business m AR ke Ts | chapter 7 213 of centralized versus decentralized marketing activities; and (4) finding and grooming marketing talent and competencies. 8 Business marketers contrast sharply with consumer markets in some ways, however. They have: Fewer, larger buyers. The business marketer normally d... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
214 PART 3 | Conne CTing Wi Th Cus Tome Rs Multiple buying influences. More people typically influence business buying decisions. Buying committees that include technical experts and even senior management are common in the purchase of major goods. Business marketers need to send well-trained sales representatives an... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
An Alyzing Business m AR ke Ts | chapter 7 215 Straight rebuy. In a straight rebuy, the purchasing department reorders items like office supplies and bulk chemicals on a routine basis and chooses from suppliers on an approved list. The suppliers make an effort to maintain product and service quality and often propos... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
216 PART 3 | Conne CTing Wi Th Cus Tome Rs The Bu YIn G Cen Ter Webster and Wind call the decision-making unit of a buying organization the buying center. It consists of “all those individuals and groups who participate in the purchasing decision-making process, who share some com-mon goals and the risks arising from t... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
An Alyzing Business m AR ke Ts | chapter 7 217 Tar Ge TIn G f Ir Ms and Bu YIn G Cen Ters Successful business-to-business marketing requires that business marketers know which types of companies to fo-cus on in their selling efforts, as well as whom to concentrate on within the buying centers in those organizations. T... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
218 PART 3 | Conne CTing Wi Th Cus Tome Rs Big Sales to Small Businesses In its March 2012 guidelines, the Small Business Administration (SBA) defined small businesses as those with fewer than 500 employees for most mining and manufacturing industries and $7 million in average annual receipts for most nonmanufacturing ... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
An Alyzing Business m AR ke Ts | chapter 7 219 reoriented the way it interacted with companies in the industry as a result. In developing markets, ethnographic research also can be very useful, especially in far-flung rural areas, given that marketers often do not know these consumers as well. 25 In developing selling... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
220 PART 3 | Conne CTing Wi Th Cus Tome Rs Medline Industries, the largest privately owned manufacturer and distributor of health care products in the United States, used software to integrate its view of customer activity across online and direct sales channels. The results? The firm enhanced its product marg... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
An Alyzing Business m AR ke Ts | chapter 7 221 General need des Cr IPTIon and Produ CT s Pe CIf ICa TIon Next, the buyer determines the needed item's general characteristics and required quantity. For standard items, this is simple. For complex items, the buyer will work with others—engineers, users—to define characte... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
222 PART 3 | Conne CTing Wi Th Cus Tome Rs Online business buying offers several advantages: It shaves transaction costs for both buyers and suppliers, reduces time between order and delivery, consolidates purchasing systems, and forges more direct relationships between partners and buyers. On the downside, it may help... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
An Alyzing Business m AR ke Ts | chapter 7 223 Pro Posal sol ICITa TIon The buyer next invites qualified suppliers to submit written proposals. After evaluating them, the buyer will invite a few suppliers to make formal presentations. Business marketers must be skilled in researching, writing, and presenting proposals... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
224 PART 3 | Conne CTing Wi Th Cus Tome Rs than for competitors' products. They can cite the value of the services the buyer now receives, especially if it is superior to that offered by competitors. 38 Research shows that service support and personal interactions, as well as a supplier's know-how and ability to improv... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
An Alyzing Business m AR ke Ts | chapter 7 225 Solution selling can also alleviate price pressure and comes in different forms. Here are three examples. 43 Solutions to enhance customer revenues. Hendrix UTD has used its sales consultants to help farmers deliver an incremental animal weight gain of 5 percent to 10 p... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
226 PART 3 | Conne CTing Wi Th Cus Tome Rs order-rou TIne s Pe CIf ICa TIon After selecting suppliers, the buyer negotiates the final order, listing the technical specifications, the quantity needed, the expected time of delivery, return policies, warranties, and so on. Many industrial buyers lease heavy equipment such... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
An Alyzing Business m AR ke Ts | chapter 7 227 emphasized Net App's superior technology, innovation, and customer-centric “get things done” culture. Some marketing efforts still left a few things to be desired, however. Called “Frankensites” because they had been modified by so many developers over a 12-year period, t... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
228 PART 3 | Conne CTing Wi Th Cus Tome Rs site and generate qualified leads. With research suggesting that 93 percent of all B-to-B purchases start with search, Kinaxis puts much emphasis on search engine optimization (SEO), reusing and repurposing content as much as possible to make it relevant and “Google-friendly. ... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
An Alyzing Business m AR ke Ts | chapter 7 229 engineering firms must compete on price, quality, reliability, and other attributes to win contracts. Suppliers, however, are not just at the mercy of customer demands. Ideally, they're active early in the process to influence the actual development of the specifications.... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
230 PART 3 | Conne CTing Wi Th Cus Tome Rs Technology firms are also bundling services to improve customer satisfaction and increase profits. Like many software firms, Adobe Systems is making the transition to a digital-marketing business with cloud-based monthly subscriptions. Revenue is increasing because the company... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
An Alyzing Business m AR ke Ts | chapter 7 231 4. Customer supply —In this traditional supply situation, competition rather than cooperation is the dominant form of governance. 5. Cooperative systems —The partners in cooperative systems are united in operational ways, but neither dem-onstrates structural commitment th... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
232 PART 3 | Conne CTing Wi Th Cus Tome Rs Specific investments are those expenditures tailored to a particular company and value chain partner (investments in company-specific training, equipment, and operating procedures or systems). 71 They help firms grow profits and achieve their positioning. 72 Xerox worked close... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
An Alyzing Business m AR ke Ts | chapter 7 233 Institutional and Government Markets Our discussion has concentrated largely on the buying behavior of profit-seeking companies. Much of what we have said also applies to the buying practices of institutional and government organizations. However, we want to highlight cer... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
234 PART 3 | Conne CTing Wi Th Cus Tome Rs impact of products. Demonstrating useful experience and successful past performance through case studies, espe-cially with other government organizations, can be influential. 84 Just as companies provide government agencies with guidelines about how best to purchase and use th... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
An Alyzing Business m AR ke Ts | chapter 7 235 Applications Marketing Debate How Different Is Business-to-Business Marketing? Some business-to-business marketing executives lament the challenges of business-to-business marketing, main-taining that many traditional marketing concepts and prin-ciples do not apply and th... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
236 PART 3 | Conne CTing Wi Th Cus Tome Rs As the company diversified its business-to-business product lines in the 1970s and 1980s, it created new corporate campaigns, including “Progress for People” and “We Bring Good Things to Life. ” In 1981, Jack Welch succeeded Reginald Jones as GE's eighth CEO. During Welch's tw... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
An Alyzing Business m AR ke Ts | chapter 7 237 customers. For example, the company understands that buying an aircraft engine is a multimillion-dollar expendi-ture that doesn't end with the purchase. Customers (the airlines) face substantial maintenance costs to meet FAA guidelines and ensure reliability of the engine... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
238 In This Chapter, We Will Address the Following Questions 1. What factors should a company review before deciding to go abroad? (p. 239) 2. How can companies evaluate and select specific international markets to enter? (p. 241) 3. What are the differences between marketing in a developing and a developed market? (p.... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
239 The world has dramatically shrunk in recent years. Countries are increasingly multicultural, and products and services developed in one country are finding enthusiastic acceptance in others. A German businessman may wear an Italian suit to meet an English friend at a Japanese restaurant, who later returns home to ... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
240 PART 3 | Conne CTing Wi Th Cus Tome Rs traditional U. S. fare such as grilled chicken and mashed potatoes. 4 Tata has created a marketing powerhouse in India and set its sights on other parts of the world. 5 Ta Ta Na NO Tata Group, India's biggest conglomerate, is also its largest commercial vehicle maker. The comp... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
TAPP ing in To glob Al m AR ke Ts | chapter 8 241 For a company of any size or any type to go global, it must make a series of decisions (see Figure 8. 1). We'll examine each of these decisions here. 9 Deciding Whether to Go Abroad Most companies would prefer to remain domestic if their domestic market were large enou... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
242 PART 3 | Conne CTing Wi Th Cus Tome Rs replaces agents with its own sales subsidiaries in its larger export markets. This increases investment and risk but also earning potential. Next, to manage subsidiaries, the company replaces the export department with an inter-national department or division. If markets are l... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
TAPP ing in To glob Al m AR ke Ts | chapter 8 243 evaluat In G Potent Ial Markets However much nations and regions integrate their trading policies and standards, each market still has unique features. Readiness for different products and services and attractiveness as a market depend on the market's demographic, econ... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
244 PART 3 | Conne CTing Wi Th Cus Tome Rs association dubbed “BRICS” (for Brazil, Russia, India, China, and South Africa). 20 Another developing market with much economic and market-ing significance is Indonesia. Some have begun grouping that country and South Africa with Columbia, Vietnam, Egypt, and Turkey, dubbing ... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
TAPP ing in To glob Al m AR ke Ts | chapter 8 245 downside, however. The country's economy was hammered in the recent recession by plunging commodity prices and the credit crunch. Russians make heavy use of social media, spending an average of 9. 8 hours per visitor on a monthly basis, twice the world average, though ... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
246 PART 3 | Conne CTing Wi Th Cus Tome Rs food and beverage brands knowing that consumption of potato chips in China is around one small bag every two to four weeks, compared with 15 bags in the United States, and that the average Chinese buys a beverage 230 times per year while the average U. S. consumer buys 1,500. ... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
TAPP ing in To glob Al m AR ke Ts | chapter 8 247 An archipelago with more than 14,000 islands in a hot and humid climate, Indonesia does present challenges. Effective, efficient distribution is critical. Large importers have established distribution networks that allow them to reach beyond the one-third of the popula... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
248 PART 3 | Conne CTing Wi Th Cus Tome Rs deve Lop Ing and deve Loped M ARkets Competition is also growing from companies based in developing markets. Wipro of India, Cemex of Mexico, HTC from Taiwan, and Petronas of Malaysia have emerged from developing markets to become strong multinationals selling in many countrie... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
TAPP ing in To glob Al m AR ke Ts | chapter 8 249 Ind Irect and d Irect ex Port Companies typically start with export, specifically indirect exporting —that is, they work through independent intermediaries. Domestic-based export merchants buy the manufacturer's products and then sell them abroad. Domestic-based export... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
250 PART 3 | Conne CTing Wi Th Cus Tome Rs Contract manufacturing reduces the company's control over the process and risks loss of potential profits. However, it offers a chance to start faster, with the opportu-nity to partner with or buy out the local manufacturer later. Finally, a company can enter a foreign market ... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
TAPP ing in To glob Al m AR ke Ts | chapter 8 251 Sab Mi LLer From its isolated origins as the dominant brewery in South Africa, SABMiller now has a pres-ence in 75 different countries all over the world, thanks to a series of acquisitions including its 2002 purchase of Miller Brewing in the United States for $5. 6 bi... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
252 PART 3 | Conne CTing Wi Th Cus Tome Rs Ore O In launching its Oreo brand of cookies worldwide, Kraft chose to adopt a consistent global positioning, “Milk's Favorite Cookie. ” Although not necessarily highly relevant in all countries, it did reinforce generally desirable asso-ciations like nurturing, caring, and he... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
TAPP ing in To glob Al m AR ke Ts | chapter 8 253 3. Masculine versus feminine —This dimension measures how much the culture reflects assertive characteristics more often attributed to males versus nurturing characteristics more often attributed to females (highly mas-culine: Japan; low: Nordic countries). 4. Weak ver... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
254 PART 3 | Conne CTing Wi Th Cus Tome Rs Companies must make sure their brands are relevant to consumers in every market they enter. After highlight-ing how Amazon and Netflix are entering global markets, we next consider some specific issues in developing global product, communications, pricing, and distribution str... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
TAPP ing in To glob Al m AR ke Ts | chapter 8 255 With a growing middle class in many emerging markets, many firms are assembling product portfolios to tap into different income segments. French food company Danone has many high-end healthy products, such as Dannon yogurt, Evian water, and Bledina baby food, but it al... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
256 PART 3 | Conne CTing Wi Th Cus Tome Rs Euro Disney executive noted, “When we first launched, there was the belief that it was enough to be Disney. Now we realize our guests need to be welcomed on the basis of their own culture and travel habits. ” Renamed Disneyland Paris, the theme park eventually became one of Eu... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
TAPP ing in To glob Al m AR ke Ts | chapter 8 257 Global co MMun Icat Ion strate GIes Changing marketing communications for each local market is a process called communication adaptation. If it adapts both the product and the communications, the company engages in dual adaptation. Consider the message. The company can... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
258 PART 3 | Conne CTing Wi Th Cus Tome Rs Companies have three choices for setting prices in different countries: 1. Set a uniform price everywhere. Pepsi Co might want to charge $1 for Pepsi everywhere in the world, but then it would earn quite different profit rates in different countries. Also, this strategy would ... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
TAPP ing in To glob Al m AR ke Ts | chapter 8 259 consumers if the product is damaged, relabeled, obsolete, without warranty or support, or just counterfeit. Because of their high prices, prescription drugs are often a gray market target, though U. S. government regulators are looking at the industry more closely afte... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
260 PART 3 | Conne CTing Wi Th Cus Tome Rs link, channels between nations, gets the products to the borders of the foreign nation. Decisions made in this link include the types of intermediaries (agents, trading companies), type of transportation (air, sea), and financing and risk management. The third link, channels w... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
TAPP ing in To glob Al m AR ke Ts | chapter 8 261 its image as a center of high-tech innovation. Current events can also shape the image of a country. When public unrest and violent protests surrounded the government's austerity program to address Greece's debt crisis, tourist bookings there dropped as much as 30 perc... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
262 PART 3 | Conne CTing Wi Th Cus Tome Rs are pouring money into North America, investing in plants, suppliers, and dealerships as well as design, testing, and research centers. But what makes a product more “ American”—having a higher percentage of North American compo-nents or creating more jobs in North America? Th... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
TAPP ing in To glob Al m AR ke Ts | chapter 8 263 My Marketing Lab go to mymktlab. com to complete the problems marked with this icon as well as for additional assisted-graded writing questions. Applications Marketing Debate Is the World Coming Closer Together? Many social commentators maintain that youth and teens ar... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
264 PART 3 | Conne CTing Wi Th Cus Tome Rs Much of the company's early international expansion is credited to Sir Lindsay Owen-Jones, who transformed L'Oréal from a small French business into an international cosmetics phenomenon with strategic vision and precise brand management. During his almost 20 years as CEO and ... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
TAPP ing in To glob Al m AR ke Ts | chapter 8 265 and perfume. Its brands fall into four different groups: (1) Consumer Products (52 percent of sales, includes mass- marketed brands like Maybelline and high-technology products sold at competitive prices through mass-market retailing chains), (2) L'Oreal Luxe (27 perce... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
266 In This Chapter, We Will Address the Following Questions 1. In what ways can a company divide the consumer market into segments? (p. 268) 2. How should business markets be segmented? (p. 283) 3. How should a company choose the most attractive target markets? (p. 284) 4. What are the requirements for effective segme... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
267 To compete more effectively, many companies are now embracing target marketing. Instead of scattering their marketing efforts, they're focusing on those consumers they have the greatest chance of satisfying. Effective target marketing requires that marketers: 1. Identify and profile distinct groups of buyers who d... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
268 PART 4 | Building S TRong B RAnd S Bases for Segmenting Consumer Markets Market segmentation divides a market into well-defined slices. A market segment consists of a group of customers who share a similar set of needs and wants. The marketer's task is to identify the appropriate number and nature of market segment... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
iden Tifying M ARke T Seg Men TS And T ARge TS | chapter 9 269 Table 9. 1 Major Segmentation Variables for Consumer Markets Geographic region Pacific Mountain, West North Central, West South Central, East North Central, East South Central, South Atlantic, Middle Atlantic, New England City or metro size Under 5,000; 5,... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
270 PART 4 | Building S TRong B RAnd S where the “Money & Brains” segment hangs out. Hyundai successfully targeted a promotional campaign to neigh-borhoods where the “Kids & Cul-de-Sacs, ” “Bohemian Mix, ” and “Pool & Patios” could be found. 4 Marketing to microsegments has become possible even for small organizations ... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
iden Tifying M ARke T Seg Men TS And T ARge TS | chapter 9 271 Those who favor such localized marketing see national advertising as wasteful because it is too “arm's length” and fails to address local needs. Those against local marketing argue that it drives up manufacturing and market-ing costs by reducing economies ... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
272 PART 4 | Building S TRong B RAnd S Marketers know marriage often means two sets of shopping habits and brand preferences must be blended into one. Procter & Gamble, Clorox, and Colgate-Palmolive include their products in “Newlywed Kits, ” distrib-uted when couples apply for a marriage license. JCPenney has identifi... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
iden Tifying M ARke T Seg Men TS And T ARge TS | chapter 9 273 popularity among women, five different Web sites with similar functionality but targeted at men sprang up, including MANinteresting, Dudepins, and Gentlemint. 13 Gender differences are shrinking in some other areas as men and women expand their roles. One ... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
274 PART 4 | Building S TRong B RAnd S migrate toward both discount and premium products. Companies that miss out on this new market risk being “trapped in the middle” and seeing their market share steadily decline. Recognizing that its channel strategy emphasized retailers like Sears selling primarily to the middle cl... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
iden Tifying M ARke T Seg Men TS And T ARge TS | chapter 9 275 media. They are much more likely than other age groups to own multiple devices and multitask while online, mov-ing across mobile, social, and PC platforms. They are also more likely to go online to broadcast their thoughts and experiences and to contribute... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
276 PART 4 | Building S TRong B RAnd S or patronizing. Direct appeals where value is clear often work best, especially as Gen Xers have become parents raising families. 20 Baby Boomers Baby boomers are the approximately 76 million U. S. consumers born between 1946 and 1964. Though they represent a wealthy target, posse... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
iden Tifying M ARke T Seg Men TS And T ARge TS | chapter 9 277 the changing needs of the elderly. The suit has a pelvic harness that connects to a headpiece, mimicking an aging spine and restricted mobility, range of motion, joint function, balance, and vision. 26 Race and Culture Multicultural marketing is an approac... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
278 PART 4 | Building S TRong B RAnd S they see themselves as both fully American and Latino. 32 As one marketing executive noted, “they eat tamales and burgers and watch football and fútbol. ”33 More than half the U. S. Hispanic population lives in just three states—California, Texas, and Florida—and more than 4 milli... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
iden Tifying M ARke T Seg Men TS And T ARge TS | chapter 9 279 that may have less access to Internet or landline service, Hispanics are much more active with mobile technology and social media than the general population. Staying connected to friends and family is important for them. 43 Asian Americans According to th... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
280 PART 4 | Building S TRong B RAnd S American Airlines created a Rainbow Team with a dedicated LGBT staff and Web site that has emphasized community-relevant services such as a calendar of gay-themed national events. JCPenney hired openly gay Ellen De Generes as its spokesperson, featured both male and female same-se... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
iden Tifying M ARke T Seg Men TS And T ARge TS | chapter 9 281 vanity—in conjunction with key demographics—determine an individual's resources. Different levels of resources enhance or constrain a person's expression of his or her primary motivation. Behav Ioral Se Gmentat Ion Although psychographic segmentation can p... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
282 PART 4 | Building S TRong B RAnd S 87 percent of beer consumption—almost seven times as much as light drinkers. Marketers would rather attract one heavy user than several light users. A potential problem, however, is that heavy users are often either extremely loyal to one brand or never loyal to any brand and alwa... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
iden Tifying M ARke T Seg Men TS And T ARge TS | chapter 9 283 How Should Business Markets Be Segmented? We can segment business markets with some of the same variables we use in consumer markets, such as geog-raphy, benefits sought, and usage rate, but business marketers also use other variables. Table 9. 5 shows one... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
284 PART 4 | Building S TRong B RAnd S Business-to-business marketing experts James C. Anderson and James A. Narus have urged marketers to pres-ent flexible market offerings to all members of a segment. 64 A flexible market offering consists of two parts: a na-ked solution containing the product and service elements th... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
iden Tifying M ARke T Seg Men TS And T ARge TS | chapter 9 285 Effective Segmentation Criteria Not all segmentation schemes are useful. We could divide buyers of table salt into blond and brunette custom-ers, but hair color is undoubtedly irrelevant to the purchase of salt. Furthermore, if all salt buyers buy the same... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
286 PART 4 | Building S TRong B RAnd S overcapacity and depressed earnings for all. The airline industry has low entry barriers but high exit barriers, leaving all carriers struggling during economic downturns. 3. Threat of substitute products —A segment is unattractive when there are actual or potential substitutes fo... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
iden Tifying M ARke T Seg Men TS And T ARge TS | chapter 9 287 When different groups of consumers have different needs and wants, marketers can define multiple segments. The company can often better design, price, disclose, and deliver the product or service and also fine-tune the mar-keting program and activities to ... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
288 PART 4 | Building S TRong B RAnd S With product specialization, the firm sells a certain product to several different market segments. A microscope manufacturer, for instance, sells to university, government, and commercial laboratories, making different instruments for each and building a strong reputation in the... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
iden Tifying M ARke T Seg Men TS And T ARge TS | chapter 9 289 What does an attractive niche look like? Niche customers have a distinct set of needs; they will pay a premium to the firm that best satisfies them; the niche is fairly small but has size, profit, and growth potential and is unlikely to attract many compet... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
290 PART 4 | Building S TRong B RAnd S Consumers increasingly value self-expression and the ability to capitalize on user-generated products (UGP) as much as user-generated content (UGC). 72 MINI Cooper's online “configurator” allows prospective buyers to virtu-ally select and try out many options for a new MINI. Coke'... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
iden Tifying M ARke T Seg Men TS And T ARge TS | chapter 9 291 With the explosion of cell phones, tablets, software apps, and social networking sites, an important concern is protecting unknowing or unsuspecting children in an increasingly complex technological world. The 8-to-12 tween market today is highly mobile an... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
292 PART 4 | Building S TRong B RAnd S My Marketing Lab go to mymktlab. com to complete the problems marked with this icon as well as for additional assisted-graded writing questions. Marketing Discussion Marketing Segmentation Schemes Think of various product categories. In each segmenta-tion scheme, to which segment ... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
iden Tifying M ARke T Seg Men TS And T ARge TS | chapter 9 293 trade in dollars, euros or renminbi, global markets are opening up to everyone. At HSBC we can connect your business to new opportunities on six continents—in more than 90 currencies. ” HSBC has traditionally focused much of its advertis-ing in airports bu... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
294 PART 4 | Building S TRong B RAnd S less about the bragging rights of the BMW brand and instead desired a variety of design, size, price, and style choices. As a result, the company took several steps to grow its product line by targeting specific market seg-ments. This resulted in unique premium-priced cars such as... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
iden Tifying M ARke T Seg Men TS And T ARge TS | chapter 9 295 Questions 1. How does BMW segment its consumers? Why does this work for BMW? 2. What does BMW do well to market to each seg-ment group? Where could it improve its marketing strategy? 3. Should BMW ever change its tagline, “The Ultimate Driving Machine”? Wh... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
296 In This Chapter, We Will Address the Following Questions 1. How can a firm develop and establish an effective positioning in the market? (p. 297) 2. How do marketers identify and analyze competition? (p. 298) 3. How are brands successfully differentiated? (p. 300) 4. How do firms communicate their positioning? (p. ... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
297 As the success of Direc TV demonstrates, a company can reap the benefits of carving out a unique position in the market-place. Creating a compelling, well-differentiated brand position requires a keen understanding of consumer needs and wants, company capabilities, and competitive actions. It also requires discipl... | Keller Kevin Lane_ Kotler Philip - Marketing management-Pearson Education 2016 1.pdf |
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