1. Needs, Wants, Demands The marketer must try to understand the target market‟s needs, wants, and demand. Needs are the basic human requirements. People need food, air, water, clothing, and shelter to survive. People also have strong needs for recreation, education, and entertainment. The needs become wants when they are directed to specific objects that might satisfy the need. An American needs foods but wants hamburger, French fries, and a soft drink. A person in Mauritius needs food but wants a mango, rice, lentils, and beans. Wants are shaped by one‟s society. Demands are wants for specific products backed by an ability to pay. Many people want a Merceds; only a few are able and willing to buy one. Companies must measure not only how many people want their product but also how many would actually be willing and able to buy it. The distinctions shed light on the frequent criticism that “market create needs” or “marketers get people to buy things they don‟t want.” Marketers do not create needs: Needs preexist marketers. Marketers, along with other societal factors, influence wants. Marketers
might promote the idea that a Mercredes would satisfy a person‟s need for social status. They do not, however, create the need for social status. 2. Product, Offering, and Brand Companies address needs by putting forth a value proposition, a t of benefits they offer to customers to satisfy their needs. The intangible value proposition is made physical by
an offering, which can be a combination of products, rvices, information, and experiences. A brand is an offering from a known source. A brand name such as McDonald‟s carries many associations in the minds
of people: hamburgers, fun, children, fast food, Golden Arches. The associations make up the brand image. All companies strive to build brand strength—that is, a strong, favorable brand image.
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中考英语复习资料3. The four P components of marketing mix 保证
品种库存 Four Ps: product, price, place, promotion
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Mix 四基本要素Four Cs: customer solution, customer cost, convenience, communication 顾客成
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4. Company orientations toward the marketplace We have defined marketing management as the conscious effort to achieve desired exchange outcomes with target markets, but what philosophy should guide a company‟s marketing efforts? What relative weights should be given to the interests of the organization, the customers, and society?Very often the interests conflict. Marketing activities should be carried out under a well-thought-out philosophy of efficiency, effectiveness, and social responsibility. However, there are six competing concepts under which organizations conduct marketing activities: the production concept, product concept, lling concept, marketing concept, consumer concept, and societal marketing concept. 1) The production concept The production concept is one of the oldest concepts in business. The production concept holds that consumers will prefer products that are widely available and inexpensive. Managers of production-oriented
business concentrate on achieving high production efficiency, low costs, and mass-distribution. They assume that consumers are primarily interested in product availability and low prices. This orientation makes n in developing countries, where consumers are more interested in obtaining the product than in its feature. It is also ud when a company wants to expand the market. Some rvice organizations also operate on the production concept. Many medical and dental practices are organized on asmbly-line principles, as are some government agencies (such as unemployme定语从句例句
生息繁衍的意思nt offices and licen bureaus). Although this management orientation can handle many cas per hour, it is often to charge of impersonal and poor-quality rvice. 2) The product concept 4thereare
Other business are guided by the product concept, which holds that consumers will favor tho products that offer the most quality, performance, or innovative features. Managers in the organizations focus on marketing superior products and improving
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them over time. They assume that buyers admire well-made products and can evaluate quality and performance. However, the managers are sometimes caught up in a love affair with their products. Management might commit the “better-moutrap” fallacy, believing that a better moutrap will lead people to lead beat a path to its door. Such was the ca when WebTV was launched during Christmas 1996 to disappointing results. Product-oriented companies often trust that their engineers can design exceptional products. They get little or no customer input, and very often they will not even examine competitors‟ products. A general Motors executive said years a go: “how can the public know what kinds of car they want until they e what is available?” GM‟s designers and engineers would design the new car. Then manufacturing would make it. The finance department would price it. Finally, marketing and sales would try to ll it. No wonder the car required such a hard ll! Today GM asks customers what they value in a car and includes marketing people in the vinteresting的音标
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