⾹港浸会⼤学的市场分割与定位
Overview of Market Segmentation, Targeting and Positioning: the key to successful Marketing
OVERVIEW
Organisations that ll to consumer and business markets recogni that they cannot appeal to all in tho markets. So, llers can take three approaches to a market. Mass marketing is the decision to mass-produce and mass-distribute one product and attempt to attract all kinds of buyers. Product variety marketing is the decision to produce two or more market offers differentiated in style, features, quality, or sizes, designed to offer variety to the market and to t the ller's products apart from competitor's products. Target marketing is the decision to identify the different groups that make up a market and to develop products and marketing mixes for lected target markets. Sellers today are moving away from mass marketing and product differentiation toward target marketing becau this approach is more helpful in spotting market opportunities and developing more effective products and marketing mixes.
retardedThe 3 key steps in target marketing are market gmentation, market targeting, and market positioning. Market gmentation is the act of dividing a market into distinct groups of buyers who migh
t merit parate products or marketing mixes. The marketer tries different variables to e which give the best gmentation opportunities. For consumer marketing, the major gmentation variables are geographic, demographic, psychographic, and behavioural. Business markets can be gmented by business consumer demographics, operating characteristics, purchasing approaches, and personal characteristics. The effectiveness of gmentation analysis depends on finding gments that are measurable, accessible, substantial, and actionable.
Next, the ller has to target the best market gments. The company first evaluates each gment's size and growth characteristics, structural attractiveness, and compatibility with company resources and objectives. It then choos one of three market-coverage strategies. The ller can ignore gment differences (undifferentiated marketing), develop different market offers for veral gments (differentiated marketing), or go after one or a few market gments (concentrated marketing). Much depends on company resources, product variability, product life-cycle stage, and competitive marketing strategies.
Once a company has decided what gments to enter, it must decide on its market positioning strategy–on which positions to occupy in its chon gments. It can position its products on specific product attributes, according to usage occasion, for certain class of urs, or by product class. It c
an position either against or away from competitors. The positioning task consists of three steps: identifying a t of possible competitive advantages upon which to build a position, lecting the right competitive advantages, and effectively communicating and delivering the chon position to the market.
I. Markets
II. Market Segmentation
IV.Market Positioning
OVERVIEW
I. MARKETS
A.Historical approaches to markets
1.Mass Marketing: In mass marketing the ller mass produces, mass distributes, and mass promotes one product to all buyers.
2.Product-Variety Marketing: Here the ller produces two or more products that have different features, styles, quality, sizes, and so on.
3.Target Marketing: Here the ller identifies market gments, lects one or more of them, and develops products and marketing mixes tailored to each.
B.Today’s Approach
Today's companies are moving away from mass marketing and product-variety marketing and toward target marketing. As a result of the increasing fragmentation of Australian mass markets into hundreds of micromarkets, each with different needs and lifestyles, target marketing is increasingly taking the form of micromarketing. Using micromarketing, companies tailor their marketing programs to the needs and wants of narrowly defined geographic, demographic, psychographic, or behaviour or benefit gments.
C. Steps in Market Segmentation
Three major steps in target marketing are
1.Market gmentation–dividing a market into distinct groups of buyers with different needs, charact
eristics, or behaviour who might require parate products or marketing mixes. The company identifies different ways to gment the market and develops profiles of the resulting market gments.
2.Market targeting–evaluating each market gment's attractiveness and lecting one or more of the market gments to enter.
3.Market positioning–tting the competitive positioning for the product and creating a detailed marketing mix.
II. Market Segmentation
Market gmentation is the process of dividing a market into distinct groups of buyers who might require parate products or marketing mixes.
A.Segmenting a Market
Buyers are divided into class who differ in their product needs or buying respons and who are often identified by varied combinations of factors, such as age and income.
百知B. Bas for Segmenting Consumer Markets
1.Geographic Segmentation divides the market into different geographic units bad upon physical proximity.
2.Demographic Segmentation consists of dividing the market into groups bad upon variables such as x, age, family size, family life cycle, income, education, occupation, religious affiliation, or nationality
3.Psychographic Segmentation Dividing the market into groups bad upon variables such as x, age, family size, family life cycle, income, education, occupation, religious affiliation, or nationality
4.Behaviour Segmentation divides markets into groups bad on their knowledge, attitudes, us, or respons to a product.
C. Bad on Segmenting Business Markets
1.Demographics. Business markets can be gmented by Industry gmentation focus on which industries buy the product. Company size can be ud. Geographic location may be ud to group business by proximity.
2.Operating Variables. Business markets can be gmented by technology (what customer technolo
gies should we focus on?), ur/nonur status (heavy, medium, light), or customer capabilities (tho needing many or few rvices).汉堡包的英语怎么写
3.Purchasing Approaches. Five approaches are possible. Segmentation can be by purchasing function organisation (centralid or decentralid), power structure (lecting companies controlled by a functional speciality), the nature of existing relationships (current desirable customers or new desirable customers), general purcha policies (focus on companies that prefer some arrangements over others such as leasing, related support rvice contracts, aled bids), or purchasing criteria (focus on
non-compensatory criteria such as price, rvice, or quality).
4.Situational Factors. Situational gmentation may be bad upon urgency (such as quick delivery needs), specific application (specific us for the product) or size of order (few large or many small accounts).
5.Personal Characteristics. Personal comparisons can lead to gmentation by buyer-ller similarity (companies with similar personnel and values), attitudes toward risk (focus on risk-taking or risk-avoiding companies), or loyalty (focus on companies
that show high loyalty to their suppliers.
D.Segmenting International Markets
Operating in many countries prents new challenges. The different countries of the world, even tho that are clo together, can vary dramatically in their economic, cultural, and political makeup. Companies can gment international markets using one or a combination of veral variables. Segmenting international markets on the basis of geographic, economic, political, cultural, and other factors assumes that gments should consist of clusters of countries. However, many companies u a different approach, called intermarket gmentation. Using this approach, they form gments of
consumers who have similar needs and buying behaviour even though they are located in different countries.
E.Requirements for Effective Segmentation
1.Measurability refers to the degree to which the size and purchasing power of the gments can be measured.
2.Accessibility refers to the degree to which a market gment can be reached and rved.
3.Substantiality refers to the degree to which the gments are large or profitable enough to rvice.
4.Actionability is the degree to which an effective marketing program can be designed for attracting and rving gments. III. Market Targeting
Market targeting is the process of evaluating each market gment’s attractiveness and lecting one or more gments to enter.
A. Evaluating Market Segments
1.Segment Size and Growth. The company must collect and analy data on current dollar sales, projected sales-growth, and expected profit margins for each market gment.
2.Segment Structural Attractiveness. Long run attractiveness includes an asssment of current and potential competitors, the threats of substitutes, and the power of buyers and suppliers.
/doc/fffee6df28ea81c758f57881.html pany Objectives and Resources. The company’s resources and core business strengths should also fit well with the market gment opportunities.
B. Selecting Market Segments
1.Undifferentiated Marketing. This strategy us the same marketing mix for the entire market.
2.Differentiated Marketing. This strategy targets veral market gments and designs parate marketing mixes for each of them.
3.Concentrated Marketing. This strategy commits a company to pursue a large share of one or more submarkets.
4.Choosing a Market-Coverage Strategy. Which strategy works best depends upon the company’s resources, the degree of product variability, stage in the product life cycle, market variability, and the competitors’ marketing strategies.
IV. Marketing Positioning
Market positioning is the process of formulating competitive positioning for a product.
A. Marketing Positioning Defined.
A product’s position is the way the product is defined by consumers on important attributes.
B. Positioning Strategies
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1.Product Attributes. This positions the product on unique or distinguishing features it posss such as a low price, unique technology, versatility or other features.
2.Benefits Offered. Positioning can be bad upon the specific value provided.
/doc/fffee6df28ea81c758f57881.html age Occasions. The product usage associated can with special occasions or values.
/doc/fffee6df28ea81c758f57881.html ers. A product can be positioned to its most important urs.
5.Against a Competitor. This strategy is appropriate for substitutes that cost less.
邦乔飞6.Away from Competitors. This positions the product as unique in some respect and/or worth it.
7.Product Class. The company may vary positioning as needed in relation to one or more competitors.
C. Choosing and Implementing a Positioning Strategy
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1. Identifying a Positional Direction
The positioning task consists of three steps: identifying a t of possible competitive advantages upon which to build a position, lecting the right competitive advantages, and effectively communicating and delivering the chon position to the market.
The two dimensional map of department store brand positions constructed below makes the assumption that a high percentage of the explanation of perceived similarities and
differences between companies lies in two dimensions. Another u of perceptual mapping is to e the relative positions of different product forms.
1.Identifying Possible Competitive Advantages
Product Differentiation can be bad upon features or performance.
Services Differentiation may come from delivery, installation, repair, or training advantages.
Personnel Differentiation is derived from a superior work force.
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出国需要哪些条件Image Differentiation can be generated from effective u of symbols in association with product consumption.
2.Selecting the Right Competitive Advantage
Unique Selling Proposition. This concept suggests that the company pick a single benefit to promote to the target market by becoming "number one" on that attribute.
Underpositioning. This involves failing to ever really position the company distinctively.
Overpositioning. This occurs when the company is giving the buyers too narrow a picture of the company.
Confud positioning. This occurs when the promotions messages fail to provide a clear image of the company.
3.Differences to Promote
Important. The difference must deliver a highly valued benefit to target buyers.
Distinctive. Competitors do not offer the difference, or the company offers the difference in a more distinctive way. Superior. The difference should be superior to other ways that customers might obtain the same benefit. Communicable. The difference is communicable and visible to buyers.
Preemptive. Competitors cannot easily copy the difference. This may be a result of innovative technology, production economies, distribution economies, and/or proprietary rights.
Affordable. Buyers in the target market must be able to pay for the difference.
Profitable. The difference must be profitable for the company to offer.
给与/doc/fffee6df28ea81c758f57881.html municating the Chon Position: Companies must work out the tactical details of delivering the strategy decisions to the consumer.
