‎Environmental law

‎Government policy

‎1.Political factors ‎Tax policy

‎Labour law

‎Trade policy/ Foreign trade policy

‎Economic growth

‎Price fluctuations, Inflation rates

‎2.Economical factors
‎Unemployment rates
子主题 1
‎

‎ isposable income of consumers ( impact

D ‎ . The manufacture, use and disposal of products can
2
‎the purchasing power of consumers) ‎have a harmful effect on the quality of the physical
‎environment.
‎Exchange rates
‎ . Companies need to be aware of the economic forces
3
‎Demographics, population growth rates ‎that may affect their operations and be wary of assuming
‎that the benign economic environment will last forever.
‎Firms also need to monitor the international economic
‎Age distribution, Income distribution
‎environment

‎3.Social factors
‎Cultural barriers
子主题 4
‎

‎Lifestyle attitudes - Value/Priorities - fashion ‎ . Legal forces can influence marketing decisions by setting
5
‎ ESTLE analysis- why these factors should
P ‎the rules by which business is conducted. For example,
‎Macro
‎Health consciousness ‎be important or be monitor! ‎smoking bans in public places can have dramatic short- and
‎long-term effects on the demand for cigarettes and on
‎Career attitudes ‎opportunities for introducing new products such as e
‎cigarettes, which are changing people’s behaviour (from
‎smoking tovaping)
‎Opportunities for new products,

‎ .Technology can have a substantial impact on people’s lives

6
‎4.Technological factors ‎Create new markets, ‎and companies’ fortunes.Many technological breakthroughs
‎have changed the rules of the competitive game. For example,
‎Reshape cities and revolutionize society. ‎robots are replacing humans in many manufacturing and
‎information processes but have created markets for intelligent
‎products.companies seek not only to monitor technological
‎Discrimination laws
‎trends but also to pioneer technological breakthroughs that
‎can transform markets and shift competitive advantage in
‎Employee protections laws ‎their favour.
‎ egal factors
L
‎(overlap partly with political factors) ‎Consumer protection laws

‎Health and safety laws

‎Copyright and patent laws

‎Climate change, Weather

‎Pressure from NGO's

‎6.Environmental factors ‎pollution

‎Recycling standard

‎Attitude towards green products

‎ roduct form
P 产品形式( similar product with similar
‎solution)

‎ roduct substitutes ( Product design and

P
‎ ho are our competitors?
W ‎technical solution is different )
（
‎ identify competitors )
‎ eneric
G 普通的 competitors ( Customer
‎problems are solved in a different way )

‎ otential entrants ( Technically similar

P
‎products, substitute products, similar
‎competencies and new technology )

子主题 1
‎

子主题 2
‎
‎What are their strengths and weaknesses?
子主题 3
‎

子主题 4
‎
‎ ompetitor analysis
C
（
‎ strengths, weaknesses and reaction
‎patterns ） ‎
‎Market penetration

‎Product development
‎What are their strategic objectives and thrust?
‎Market development

‎Diversification

‎What are their strategies?

1‎ .Retaliatory 报复性的 (responds aggressively 挑衅

‎1.Environment 的 竭力的
‎ to competitive challenges)

‎2.Slow reaction due to complacency( 自满)

‎ .Hemmed in
3 陷入困境(difficult to
‎response because of law and strategies )
‎What are their response patterns?
‎ .Selectively (aggressive response in certain
4
‎areas)

‎5.Unpredictable

‎Current and potential size

‎Market analysis ‎Market systems ‎Market profitability ( Porter's five forces )

1‎ . Market analysis ‎Cost structure in the industry

‎(market size, growth rates and trends)

I‎ nnovators 2.5%; Early adopters 13.5%; Early

‎majority 34%; Late majority 13.5%;
‎Diffusion of innovations ‎Laggards 16%

‎Number of competitors

‎Asset 资产 intensity
‎1.Competition ‎Exit barriers

‎Product differentiation

‎Industry growth

‎Economies of scale
‎2.Potential of new entrants
‎Cost advantage

‎Threat of forward integration

‎supplier concentration

‎ orter's five forces,

P ‎3.Bargain power of suppliers ‎Numbers of buyers 可用于判断Market profitability
‎
‎( use to understand the potential profit for
‎an industry )
‎Substitute raw materials

‎Switching cost

‎Threat of backward integration

‎Number of suppliers
‎4. Bargain power of customers
‎Buyer concentration

‎Substitute products

‎ .Industry analysis
2 ‎Functional similarity
‎( structures and rules of industry )

‎5.Threats of substitute product ‎Price performance trend

‎Product identity

‎price
‎Micro
‎1.Dominant strategy ‎service

‎good policies

‎ ritical success factors

C ‎2.Effective Plan
‎( to understand for a company to be
‎successful within a certain industry)
也适用于competitor，来判断对手的优劣势
‎
‎3.Efficient Processes

‎4.People/staff

‎5.Power

‎6.Reaction strategy

1‎ .Initiator - Begins by considering to solve a

‎problem

‎2.Influencer – Persuader

‎Who is important? ‎3.Decider – Power and/or financial authority

‎4.Buyer – Effectuates the purchase

‎5.User – Consuming/using the product

‎1.Need recognition

‎2.Search for information

‎How do they buy? Purchasing process ‎3.Evaluation of alternatives

‎4.Purchase decision

‎5.Post- purchase evaluation

‎Where do they buy? ‎Online ‎Physical store

‎ echnical-reliability,durability, performance, style,

T
‎comfort,taste

‎B2C
‎Economic-price, running cost, life cycle cost.
‎What are their choice criteria?
‎Personal-emotion, ethics, risk reduction

‎Social- status, social belongings, convention

‎Problem-solving (extended research)

‎When do they buy? ‎depend on buying situation ‎Limited problem-solving (usual sources)

‎habitual problem-solving (no/limited search)

‎Motivation

‎Economic circumstances

I‎ nformation processing-processing and

‎learning

‎Personal influences affecting consumer behavior

‎Lifecycle and age
概要
‎

‎Beliefs and attitudes

‎lifestyle

‎Personality - Brand personality

‎Social influences

‎ .Customer analysis
4
（
‎ current and prospective customers' ‎Producer
‎behaviors ）
‎Reseller
‎Business Markets
‎Government

‎Institutional

‎1.Recognition of a problem (need)

‎ .Determination of specification and

2 ‎- Initiator
‎quality of needed items

‎- Influencer
‎ .Search for qualification of potential
3
‎ uying phases
B ‎sources
‎( Buying decisions are made primarily on ‎- Gatekeeper
‎
‎economic and technical criteria)
‎4.Acquisition and analysis of proposals 概要
‎
‎- Decider

‎ .Evaluation of proposals and selection of

5
‎suppliers ‎- Buyer
‎
‎- User
‎6.Selection of an order routine

‎7.Performance feedback and evaluation ‎ earch for and gather information from
S
‎reliable sources

‎Quality ‎ ry to determine which factor have the

T
‎strongest impact on your industry ( not
‎Price and life cycle costs ‎specifically your company)

‎Choice criteria ‎Continuity of supply ‎ valuate probabilities and severities for

E
‎B2B ‎risks and opportunities identified

‎Perceived risk
I‎ nclude the time span in which the risks
‎How do I do the analysis? ‎and opportunities may occur (short,
‎Office politics
‎medium, long term)

‎New task ‎ isualize your conclusions ( a powerful

V
‎ he buy class affects the length of the
T
‎communication tool)
‎decision-making process.It can therefore
‎Buying classes （
‎Straight rebuy from old suplier) ‎be used as a predictor of different
‎forms of buyer behaviour, and hence is ‎ uantifiable measurements ( more
Q
‎useful as a segmentation variable. ‎powerful when supporting your
‎Modified rebuy (from new supplier)
‎conclusions)

‎Materials
‎Influence of buying decisions

‎Components

‎The product type

‎Plant and equipment 厂房和设备
‎ roducts and services for maintenance,
P
‎repair and operation

‎Who has the authority

‎Who can influence others

‎Identify ‎Who has the knowledge

‎Who is the actual decisionmaker

‎who is who, who does what

‎Spend time on the right people

‎Sales in B2B
‎Use professional sales people
I‎ dentify key/critical success factors in the
‎Point out the importance and value of network ‎industry

‎Facilitate make/buy decisions ‎ ate competitors and our own company

R
‎on each key success factor ( create
‎competitor profile )

‎2.Market and industry
‎ d-hoc(
A 临时性的) research (one-time ‎ ompetitor Audit
C ‎Build - Growth markets, exploitable weaknesses
‎studies)
‎( assess strengths and weaknesses )
‎ old - Firm is market leader in a mature or
H
‎Research planning ‎declining state
‎Stages in marketing research process
‎Exploratory research ‎ arvest - Market in decline, core customers
H
‎Consider implications for competitive strategy
‎exist, firm has future new products
‎Personal like or dislike
‎Divest - Low market share in declining markets
1‎ .Group discussions, In-depth interviews or
‎Types of marketing research ‎Ethnography( 人种学) ‎ iche - Niche market opportunities, small
N
‎budget available
‎2.Focus groups
‎Data sources and qualitative research 定性/质量研究
‎3.Consultation with experts

‎4.Observation

‎ escriptive research – To describe study objects’ beliefs, preferences,

D
‎Continuous research ‎behavior etc
‎1.Quantitative research
‎Experimental research – To establish cause-and-effect relationships

‎1.Define the population

‎ .Sampling frame
2 （采样框架）
– List of people
‎from which the sampling can be made

‎Simple random sampling （简单随机抽样）

‎2.Sampling process
（分层的，形成阶层的，分为不同等级
‎ tratified
S
‎3.Sampling methods
的）
‎ （分层随机抽样）
random sampling

‎Quota sampling（定额抽样）

‎Quantitative research 定量研究 ‎4.Sampling size

1‎ .Face-to-face - High
‎response rate, high cost,
偏见，成见，偏好，天赋）
‎bias(
‎ uantitative and Qualitative research
Q 定性
定量研究
‎
‎ .Telephone – Fairy high response rate, and
2
‎1.Personal interview
‎cost. Harder to probe.

‎3.Video interviews

‎Understand

‎1.Conditions to get a true response ‎Able to provide

‎3.Survey method
‎Willing to answer

‎Planning

1‎ .The order of questions- (build confidence / get respondents relaxed /

‎awareness before attitude / unaided questions before aided /classification
‎questions last)
‎2.Questionnaire design
‎ .Types of questions – Dichotomous
2 （二分法） / Multiple choice / Open-
‎ended

‎ .Wording – Avoid ambiguity

3 模棱两可 / leading questions 诱导性问题 / two
‎questions in one 多问题化 / difficult words

‎4.Layout – Easy
‎Designing
‎2.Develop questionnaire
‎ .Scaling- Likert-scale / Pictorials / Odd or even alternatives
5 利克特量表/图画/奇
数或偶数的选择
‎

‎ robes
P 探头 deeper for improved
‎understanding
‎6.Probes and promps
‎Promps 提示 – Aid the respondent
‎ .Coding – For easier/ faster recording and
7
‎analysis

‎Pilot with sub-example

‎ o evaluate and analyze the strengths, weaknesses,

T
‎What is SWOT? ‎opportunities and threats of competitors.

‎Strengths

‎Weaknesses
‎What it contains?
‎SWOT analysis
‎Opportunities

‎Threats

t‎ o evaluate the strategic position of a

‎business by identifying its strengths,
‎What is SWOT used for? ‎weaknesses, opportunities, and threats

‎ perating results ( Sales, Market share,

O
‎Profit margins, Costs )

‎ trategic issues analysis ( Market

S
‎objectives, Market segmentation,
‎Competitive advantage )

‎Market mix effectiveness

‎Internal audit
‎ arketing structure ( Marketing
M
‎organization, Marketing training, Intra- and
‎interdepartmental communication )

‎ ore competences ( Positioning, Portfolio

C
‎analysis, Performance measurement )

‎ arketing systems ( Marketing information/

M
‎planning/control system )

‎ arket penetration (increase market share,

M
‎existing market and product)

‎ arket development (existing products,

M
‎ trategic thrust
S ‎new markets)
‎(Define the future direction and areas of
‎potential growth for a business)
‎ roduct development (new product,
P
‎existing market)

‎Divercification (new products, new market)

‎ ompetitive strategies (differentiation, cost

c
‎leadership, differentiation focus, cost focus)

‎perform more effectively than competitor

‎Superior skills
‎Distinctive abilities
‎3.Company
‎ ompetitive advantage
C
‎Distribution infrastructure
‎( Core competence )

‎RD spendings

‎Superior resources ‎Scale and type of production facilities

‎Financial resources

‎equity
‎Competitive

‎ reate a differential advantage

C ‎ nly when customers perceive that the
O
‎(how to translate resources and skills into ‎firm is providing value above that of the
‎advantage?) ‎competiton
‎( can be created within any aspects of the
‎market offer) ‎ kills and resources are liked to the key
S
‎attributes (choice criteria) that customers
‎are looking for in a market offer

‎ onflict- aggressive competition try to

C
‎drive the competitor out of the market

‎Competition- perform better than competitors

‎ o-existence - unawareness/seperation in the

C
‎Competitive behaviour
‎market segmentation; acknowledge terriories

‎Cooperation - alliance

‎Collusion - agreements to inhibit competition

‎ rontal attack- attack the defender head-

F
‎on

‎Flanking - attack the unguarded part

‎ ncirclement - attack the defender from

e
‎Attack strategies
‎all sides

‎bypass - tech leap-frogging

‎Guerilla - unpredictable small attack

‎Market strategies
‎ ositioning - protecting our position/
p
‎territories

‎flanking- defend the undefended part

‎mobile - alternative products

‎Defend strategies
‎counter-offensive - attack the attacker

s‎ trategic withdrawal - exit the market

‎before it is too late

‎preemptive - be the first mover

‎Target markets

‎Tailor a marketing mix based upon similarities

‎Tech and environmental change
‎Why segmentation?
‎ ifferentiate offerings between segments
D
‎ ompetitors lean to imitate sources of
C
‎(quality or price sensitive?) ‎ hree mechanism can erode a differential
T ‎differential advantage
‎advantage
‎Understand segments opportunities and threats
‎Complacency lead to lack of protection

‎ nderstand requirements and

U ‎Examine value chain
‎characteristics of individuals/organisations

‎locate superior skills and recources ‎ ooking for skills and resources that may form
L
‎ he process of market segmentation
T ‎Divide the market into segments ‎the basis of low-cost of differentiated positions
‎and target marketing
‎ hoose market segment to target
C
‎(look for many customers, and few
‎competitors)

‎Benefits sought 寻求的利益 ‎Patents

‎Purchase occasion ‎Brand personality

‎Behavioural ‎Purchase behaviour / buying patterns ‎ he key to achieve a long-term advantage

T ‎High service levels
‎is to focus on areas that competition finds
‎impossible or very difficult to copy
‎Usage ‎Innovative products
‎sustain differential advantage

‎Perceptions and beliefs ‎High entry barriers

‎Segment consumer market ‎Lifestyle ‎Close relationships

‎Segmentation ‎Psychographic
‎Personality ‎Strong and distinctive internal processes

‎Demographic (gender, age)

‎Profile ‎Social-economic

‎Geographic

‎1.Measurability ‎Size, purchasing power and profits can be measured

‎ ffective programs or offers can be designed

E
‎ equirements for effective
R ‎2.Actionability ‎for attracting and serving a segment
‎segmentations
‎3.Sustainability ‎The market is sufficient large and profitable

‎4.Accessibility ‎The market can be reached and served

‎Size

‎Macro-segmentation ‎Industry

‎Geographic location

‎Need

‎Segmenting organisational markets

‎Choice criteria

‎Decision-making structure

‎Decision-making process
‎Micro-segmentation
‎Buy class (straight rebuy, new rebuy, new task)
‎ .Segmentation, targeting and
4
‎positioning ‎Organizational innovativeness

‎Purchasing organizaiton

‎ ize, Growth(positive or negative), Profitability,

S
‎Market factors ‎Barriers to entry etc.

‎Competitive factors ‎Nature of competition, Barriers to entry etc.

‎Market/segment attractiveness
‎Political, social and environmental factors

‎ arget marketing
T
‎Capability to serve the market/segment
‎(1 decide which segments to serve
‎Targeting ‎2 Design a marketing strategy for each segment )
‎ ndifferentiated marketing - one offer to
U
‎serve everyone

‎ ifferentiated marketing - Different offers

D
‎Target marketing strategies ‎for different segments
‎Business driven
‎ ustomized marketing - Different offers for
C
‎strategy ‎different customers

‎ ositioning idea must be clear in terms of target market and

P
‎Clarity ‎differential advantage

‎ eys to successful positioning – Four

K ‎Consistency ‎Stay consistent in messages to the market
‎Cs framework
‎ he differential advantage chosen must be credible in the minds
T
‎Credibility ‎of the target customer

‎ he differential advantage should have a competitive edge.

T
‎Competitiveness ‎Provide something sought for, but not delivered yet.

‎market segmentation

‎Key tasks ‎target market

‎Positioning
‎differential advantages

‎Identify a set of competing brands.

t‎ he real difference compared with other

I‎ dentify important attributes that consumers use ‎Objective ‎offers / value propositions
‎when choosing between brands, using qualitative
‎research (e.g. group discussions) ‎Two sides of positioning
‎Perceptual mapping(Useful tool) ‎Key steps ‎ xperienced side of offer / value
E
‎Symbolic side ‎propositions, the feeling

‎ onduct quantitative marketing research where

C
‎consumers score each brand on all key attributes.

‎Plot brands on a two-dimensional map

1‎ the objective is to create and maintain a distinctive

‎position in the market for a company and its products
‎2 positioning is a choice of target market and
‎differential advantage
‎3 positioning includes customers(price) and competitors

‎Core product ‎The product itself

‎• Features

‎• Quality
‎Actual product
‎• Styling

‎• Package
‎Basic model
‎• Installation

‎• Delivery

‎Augmented product ‎• Guarantee

‎• Brand

‎• Service

‎manage for sales and market share growth

‎Build - build sales and/or market share

t‎ he market is attractive and competitive
‎strengths are high

‎ anage for profits consistent with

M
‎maintaining market share

‎Hold - Hold sales and market share

‎ he market is not particularly attractive
T
‎but competitive strengths are high
‎ ost B2B market are characterized by
M
‎deep seller/buyer relationship in complex
‎ here competitors are weak or passive, a
w ‎networks
‎ trategic objectives
S ‎build strategy will be used
战略目标
‎ P683
‎ ome B2B markets resembles consumer
S
‎Market attractive, competition ‎ uild/Hold/Harvest
B I‎ n face of strong competitors, a hold ‎markets with many buyers
‎(question-mark zone) ‎strategy may be appropriate
‎B2B markets
‎ usiness customers are often treated
B
‎ here commitment to the product is
W ‎individually. The segmentation is about
‎Product
‎lower ‎putting individual companies in group
‎with similarities
‎Manage for cash
‎ arvest - When market shares and sales
H
‎fall, profit margins maximised
‎ oth market attractiveness and
B
‎competitive strengths are fairly low

i‎mprove short-term cash yield by dropping

‎Divest - When products and sales drop ‎or selling the product

‎Market penetration

‎Product development
‎strategies for growth
‎Market development

‎Diversification

‎Company value

‎Barriers to competition

‎High profits
‎Why strong brands are important?
‎Quality certification

‎Trust

‎Base for brand extensions

‎ ow sales, high cost per customer,

L
‎Financial losses, Innovative customers,
‎Introduction (take-off) ‎few(if any) competitors

I‎ ncreasing sales, Cost per customer falls,

‎profit rises, increasing the number of
‎ roduct life cycle
P ‎Growth( shake-out) ‎customers, More competitors)
‎(PLC)
‎ eak sales, cost per customer lowest,
P
‎profits high, mass market, stable number
‎Maturity (saturation) ‎of competitors

‎ alling sales, cost per customer low, profits

F
‎fall, customer base contracts, number of
‎Decline ‎competitors fall

‎Cost-oriented (B2B)

‎Competitor-oriented (based on competitors)

‎New products - in line with positioning

‎Marketing strategy
‎Pricing methods ‎Old products - in line with price strategy

‎Customer value

‎ rice set based on

P ‎Price-quality relationship
‎( maximum of what
‎Market-oriented (based on customers) ‎customer accept to pay)
‎Product line pricing ‎In line with other products in the company's product line

‎Costs

‎Effects on supply-chain

‎Competition

‎Negotiating margins

‎Customers (needs+willingness to pay)

‎Price triangle ‎Competitors (offerings+prices)

‎Company (offerings+costs)

‎High price, high promotion - Rapid Skimming

‎High price, low promotion - Slow Skimming

‎Price strategies for product launch
‎Price
‎Low price, high promotion - Rapid penetration

‎Low price, low promotion - Slow penetration

‎Odd prices eg 99.9

‎Habit based pricing

‎Psychological pricing ( emotion-based pricing) - Not/less relevant for B2B
‎Prestige pricing

‎Bundling

‎ ifferent prices for the same product (hotel rooms, black Friday price,
D
‎Differentiated pricing ‎high street and outlets)
‎Price strategies
l‎ow price on selected products which makes consumers come to the stores
‎Promotional pricing ‎for additional purchases

‎ rices on services. Set percentage,

P
‎Professional pricing ‎standard price or time-based fees

‎ olume discounts, price related to way of

v
‎Discounts within B2B ‎payment, discounts with deadlines
‎Bundling

‎ arketing strategy, Price-quality

M
‎relationships, Product lie pricing, ‎Rebate 退还款，折扣 on large volumes
‎Negotiating margins, Political
‎factors, Costs, Effect on distributors/ ‎Price strategies for selling ‎Loyalty rebates
‎retailers, Competition, Explicability, Value
‎to customer.
‎is part of positioning

•‎ Reconciling 调和
(reconcile, coordinate) the
‎needs of producers and consumers
‎5.Market offer ‎Marketing mix
‎• Improving efficiency
‎Function of channel intermediaries
‎• Improving accessibility

‎• Providing specialist services

‎Place
‎Marketing factors (buyer behavior, Geographical)

‎Producer factors (recources)

‎Function influencing channel selection
‎Product factors (Large/small)

‎Competitive factors (Lock-in/Preferred suppliers)

‎1.Advertising

‎2.Personal selling

‎3.Direct marketing

‎• Technology
‎4.Sales promotions

•‎ Globalization; Multichannels operations;

‎5.public relations ‎• Markets and marketing ‎Continuous trading

‎6.Exhibition •‎ Websites and e-commerce; Socia media;

‎Digital communication environment ‎Mobile communications; AI, AR and robots/
‎Time flexible ‎• Applications ‎bots
‎Promotion mix

‎Immediate avaliable •‎ Wide-spread; Changes in power

‎• Audiences ‎distribution
‎Immediate and measurable
‎Advantages
‎Cost effective

‎Target and personalized

‎Interactive, personal 概要
‎

‎ .Digital promotions and social media

7 ‎Websites
‎communication
‎Social media network

‎Social engines

‎Email

‎Digital and display advertising

子主题 1
‎

子主题 2
‎

‎子主题 3

子主题 4
‎
‎Intangibility
‎子主题 5
‎Inseparability
子主题 6
‎
‎The characteristics of services
‎Variability
子主题 7
‎
‎Perishability
‎子主题 8
‎Technology (ATM, Bar codes)
子主题 9
‎ ‎ alance between productivity (P) and
B
‎quality (Q) ‎Customer involvement in production
子主题 10
‎
‎Balancing supply and demand
‎子主题 11
‎Misconception
子主题 12
‎
‎Inadequate recources
子主题 13
‎ ‎Managing service productivity
‎Four causes of poor perceived quality
‎Inadequate delivery
‎子主题 14
‎Exaggerated promises
子主题 26
‎
‎Process ‎ ccess, Reliability,Credibility,Security, Understanding the customer,
A
子主题 27
‎ ‎Services
‎Meeting customer expectations ‎Responsiveness, Courtesy, Competence, Communication, and Tangibles

‎子主题 28
‎• Selection, and socialization
‎ anaging service staff
M

子主题 29
‎
‎(1 staff-customer interpersonal relationship
‎is key
•‎ Maintaining a motivated workforce via
‎empowerment, recognition,rewards, and
‎2 Staff cannot be indifferent and unhelpful ‎suitable support systems
子主题 15
‎ ‎3 Staff can provide vital input for RD)
‎ anaging service staff
M
‎子主题 16 ‎- Selection of suitable people
‎- Empower staff
子主题 17
‎ ‎- Maintain a motivated workforce
‎- Evaluate services

‎子主题 18
‎Customer participation 0-100%

子主题 19
‎
‎Scale from pure physical goods to pure services

子主题 20
‎ ‎Company

‎子主题 21 ‎Customers
‎Triangle/Pyramid of Service Marketing
子主题 22
‎ ‎Employees

子主题 23
‎ ‎Technology

‎子主题 24

子主题 25
‎

‎People

‎Physical evidence

‎Lower costs

‎Word of mouth

(‎ a good relationship)Benefits for the ‎Increased purchases

‎organization
‎Lifetime value of customers

‎Employee satisfaction and retention

‎Sustainable competitive advantage

‎Stress and risk reduction

‎Avoidance of switching costs

‎Benefits for the customer
‎Higher quality of service

‎Social and status benefits

‎Customer-owned resources
‎Co-creation of value is an important activity
‎ alue creation
V ‎Customer motivation
‎(should be created at every point where a
‎customer touched a firm)
‎Relationship ‎Information sharing to aid supplier learning

‎Value creation initiatives in B2B ‎Supplier development

‎Strategic knowledge sharing

‎Bonding

‎Building trust

‎Service recovery
‎Customer retention
‎Targeting customer for retention

‎Fulfill the promise

‎Internal marketing

‎ ech-enhanced Customer Relationship

T ‎ ethodologies, technologies, and e-
M
‎Management (CRM) ‎commerce capabilities

1‎ The moral principles and values that govern actions and decisions of a group or individuals
‎• Ethics ‎2 Values about what is right or wrong

‎• Business ethics ‎The moral principles and values that governs a firm’s behaviour
‎• Marketing ethics
‎• Product safety

•‎ Marketing ethics ‎• Truthfulness in marketing communications

‎(The moral principles and values that guide
‎behaviour within the field of marketing)
‎• Honesty in relationships with customers and distributors

‎• Pricing issues

‎• Impact on the environment

‎Shareholders

‎Suppliers

‎• Stakeholder theory ‎Customers ‎Company

‎Employees
‎ orporate Social Responsibility
C
‎(CSR) ‎Social Communities

‎Philanthropic 慈善事业
‎Ethical
‎• The pyramid of social responsibility
‎Legal

‎Economic

‎Issue: global warming / Pollution / Green components

‎Physical environment
‎Response: Sustainable marketing

‎support for the local/wider communities

‎Social (community involvement)
‎Social marketing

‎Product, safety, avoiding price-fixing 价格垄断， respecting privacy

‎Consumer
‎• Dimensions of CSR ‎Societal marketing

‎Human rights and labour standards in supply chains

‎Supply chain
‎Fair trade marketing

‎Fair pay, equal opportunity, training and motivation

‎Employee relations
‎Internal marketing

‎All it really means is how you plan to make money

‎ ow do we make money now and in the near

H
‎• Why a business model? ‎future from a given business opportunity

‎ tool for exploring and explaining the business

A
‎idea

‎Superior customer value proposition

•‎ The Good Business Model - Hans Eibe ‎Key internal and external resources
‎Sørensen
‎Key tasks and processes

‎Value appropriation 批款
‎Business models
‎Key partners

‎Key activities

‎ ey resources (distribution channels, customer

K
‎relationships, revenue streams, facilities, employee)

‎ alue propositions (what kind of value we deliver to our customer?

V
‎which one of our customer's problems are we helping to solve?)

‎ ustomer segments ( For whom are we creating value? Who are our
C
•‎ The Business Model Canvas - Alexander ‎most important customers?)
‎Osterwalder
‎ ustomer relationships ( what kind of relationship our customer
C
‎want us to establish and maintain with them? which ones have we
‎established? How costly they are?)

‎ hannels (Through which channel do our customers want to be

C
‎reached? How are we reaching them now? which one works best?
‎which one is most cost-efficient?)

‎ ost structure ( which key activities/sources are most expensive?

C
‎what are the most important costs inherent in our business model?)

‎Revenue streams

‎Can be created by skills and resources

‎ differential advantage can be created

A
‎with any aspect of the
‎marketing mix. Product, distribution,
‎Differential advantages ‎promotion and price are all capable
‎of creating added customer value

‎ chieve a differential advantage,

A
‎management should pay close attention
‎to factors that cannot easily be copied by ‎close relationships with customers
‎Sustaining a differential advantage ‎the competition
‎innovative product upgrading

‎Physical – Food, sleep, housing

‎Social – Group affiliation

‎Different types of customer needs ‎Create opportunities to satisfy customer needs

‎ sychological – The individual and self-

P
‎fulfillment

‎Surveys

‎Interviews
‎Market research
‎Focus groups

‎Identify needs
‎Customer needs ‎Observations

‎Business Intelligence

‎Seller - Offer/Supply

‎Buyers - Demand
‎ arket-which market it is? what does it
M
‎look like? ‎Meeting (physical or virtual)

‎Regulations/Norms

‎Other stakeholders
‎Definition of customer needs
‎Industry analysis and competitors

‎Substitutes

‎Designing the market offer