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Chapter 1- slide 1
Copyright © 2009 Pearson Education, Inc.
Publishing as Prentice Hall
Chapter One
Marketing: Creating and Capturing
Customer Value
Chapter 1- slide 2
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
What Is Marketing?
Marketing is a process by which companies
create value for customers and build
strong customer relationships to capture
value
from customers in
return
Chapter 1- slide 3
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
What Is Marketing?
The Marketing Process
Chapter 1- slide 4
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Understanding the Marketplace
and Customer Needs
• Customer needs, wants, and demands
• Market offerings
• Value and satisfaction
• Exchanges and relationships
• Markets
Core Concepts
Chapter 1- slide 5
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Understanding the Marketplace
and Customer Needs
Customer Needs, Wants, and Demands
Chapter 1- slide 6
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Understanding the Marketplace
and Customer Needs
• Market offerings are some
combination of products,
services, information, or
experiences offered to a
market to satisfy a need or
want
• Marketing myopia is
focusing only on existing
wants and losing sight of
underlying consumer
needs
Chapter 1- slide 7
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Understanding the Marketplace
and Customer Needs
Customer Value and Satisfaction
Expectations
Chapter 1- slide 8
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Exchange is the act of obtaining a desired
object from someone by offering
something in return
Understanding the Marketplace
and Customer Needs
Chapter 1- slide 9
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Understanding the Marketplace
and Customer Needs
Markets are the set of actual and
potential buyers of a product
Chapter 1- slide 10
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Designing a Customer-Driven
Marketing Strategy
Marketing management is the art and
science of choosing target markets and
building profitable relationships with them
– What customers will we serve?
– How can we best serve these customers?
Chapter 1- slide 11
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Designing a Customer-Driven
Marketing Strategy
Market segmentation refers to dividing the
markets into segments of customers
Target marketing refers to which segments
to go after
Selecting Customers to Serve
Chapter 1- slide 12
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Designing a Customer-Driven
Marketing Strategy
Demarketing is marketing to reduce demand
temporarily or permanently; the aim is not
to destroy demand but to reduce or shift it
Selecting Customers to Serve
Chapter 1- slide 13
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Designing a Customer-Driven
Marketing Strategy
Choosing a Value Proposition
The value proposition is the set of
benefits or values a company promises to
deliver to customers to satisfy their needs
Chapter 1- slide 14
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Designing a Customer-Driven
Marketing Strategy
Marketing Management Orientations
Chapter 1- slide 15
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Designing a Customer-Driven
Marketing Strategy
Production concept is the idea that
consumers will favor products that are
available or highly affordable
Marketing Management Orientations
Chapter 1- slide 16
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Designing a Customer-Driven
Marketing Strategy
Product concept is the idea that consumers
will favor products that offer the most
quality, performance, and features.
Organization should therefore devote its
energy to making continuous product
improvements.
Marketing Management Orientations
Chapter 1- slide 17
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Designing a Customer-Driven
Marketing Strategy
Selling concept is the idea that consumers
will not buy enough of the firm’s products
unless it undertakes a large scale selling
and promotion effort
Marketing Management Orientations
Chapter 1- slide 18
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Designing a Customer-Driven
Marketing Strategy
Marketing Management Orientations
Marketing concept is the
idea that achieving
organizational goals
depends on knowing the
needs and wants of the
target markets and
delivering the desired
satisfactions better than
competitors do
Chapter 1- slide 19
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Designing a Customer-Driven
Marketing Strategy
Marketing Management Orientations
Societal marketing concept
is the idea that a company
should make good marketing
decisions by considering
consumers’ wants, the
company’s requirements,
consumers’ long-term
interests, and society’s long-
run interests
Chapter 1- slide 20
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Designing a Customer-Driven
Marketing Strategy
Chapter 1- slide 21
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
The marketing mix is the set of tools (four Ps)
the firm uses to implement its marketing
strategy. It includes product, price,
promotion, and place.
Integrated marketing program is a
comprehensive plan that communicates
and delivers the intended value to chosen
customers.
Preparing an Integrated Marketing
Plan and Program
Chapter 1- slide 22
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Building Customer Relationships
• The overall process of
building and maintaining
profitable customer
relationships by delivering
superior customer value
and satisfaction
Customer Relationship Management (CRM)
Chapter 1- slide 23
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Building Customer Relationships
Relationship Building Blocks: Customer Value and Satisfaction
Chapter 1- slide 24
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Building Customer Relationships
Customer Relationship Levels and Tools
Chapter 1- slide 25
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Building Customer Relationships
• Relating with more carefully selected
customers uses selective relationship
management to target fewer, more profitable
customers
• Relating more deeply and interactively by
incorporating more interactive two way
relationships through blogs, Websites, online
communities and social networks
The Changing Nature of Customer Relationships
Chapter 1- slide 26
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Partner relationship management involves
working closely with partners in other
company departments and outside the
company to jointly bring greater value to
customers
Building Customer Relationships
Chapter 1- slide 27
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Building Customer Relationships
• Partners inside the company is every
function area interacting with customers
– Electronically
– Cross-functional teams
• Partners outside the company is how
marketers connect with their suppliers,
channel partners, and competitors by
developing partnerships
Partner Relationship Management
Chapter 1- slide 28
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Building Customer Relationships
• Supply chain is a channel that stretches
from raw materials to components to final
products to final buyers
• Supply management
• Strategic partners
• Strategic alliances
Partner Relationship Management
Chapter 1- slide 29
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Capturing Value from Customers
• Customer lifetime value is the value of the
entire stream of purchases that the
customer would
make over a
lifetime of
patronage
Creating Customer Loyalty and Retention
Chapter 1- slide 30
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Capturing Value from Customers
Share of customer is the portion of the
customer’s purchasing that a company gets
in its product categories
Growing Share of Customer
Chapter 1- slide 31
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Capturing Value from
Customers
Customer equity is
the total combined
customer lifetime
values of all of the
company’s
customers
Chapter 1- slide 32
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Capturing Value from Customers
• Building the right relationships with the
right customers involves treating customers
as assets that need to be managed and
maximized
• Different types of customers require
different relationship management
strategies
– Build the right relationship with the right
customers
Building Customer Equity
Chapter 1- slide 33
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
The Changing Marketing
Landscape
Major Developments
Chapter 1- slide 34
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
So, What Is Marketing?
Pulling It All Together

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Chapter-1-Creating-and-Capturing-Customer-Value amend 1 (1).ppt

  • 1. Chapter 1- slide 1 Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall Chapter One Marketing: Creating and Capturing Customer Value
  • 2. Chapter 1- slide 2 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall What Is Marketing? Marketing is a process by which companies create value for customers and build strong customer relationships to capture value from customers in return
  • 3. Chapter 1- slide 3 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall What Is Marketing? The Marketing Process
  • 4. Chapter 1- slide 4 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Understanding the Marketplace and Customer Needs • Customer needs, wants, and demands • Market offerings • Value and satisfaction • Exchanges and relationships • Markets Core Concepts
  • 5. Chapter 1- slide 5 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Understanding the Marketplace and Customer Needs Customer Needs, Wants, and Demands
  • 6. Chapter 1- slide 6 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Understanding the Marketplace and Customer Needs • Market offerings are some combination of products, services, information, or experiences offered to a market to satisfy a need or want • Marketing myopia is focusing only on existing wants and losing sight of underlying consumer needs
  • 7. Chapter 1- slide 7 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Understanding the Marketplace and Customer Needs Customer Value and Satisfaction Expectations
  • 8. Chapter 1- slide 8 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Exchange is the act of obtaining a desired object from someone by offering something in return Understanding the Marketplace and Customer Needs
  • 9. Chapter 1- slide 9 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Understanding the Marketplace and Customer Needs Markets are the set of actual and potential buyers of a product
  • 10. Chapter 1- slide 10 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Designing a Customer-Driven Marketing Strategy Marketing management is the art and science of choosing target markets and building profitable relationships with them – What customers will we serve? – How can we best serve these customers?
  • 11. Chapter 1- slide 11 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Designing a Customer-Driven Marketing Strategy Market segmentation refers to dividing the markets into segments of customers Target marketing refers to which segments to go after Selecting Customers to Serve
  • 12. Chapter 1- slide 12 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Designing a Customer-Driven Marketing Strategy Demarketing is marketing to reduce demand temporarily or permanently; the aim is not to destroy demand but to reduce or shift it Selecting Customers to Serve
  • 13. Chapter 1- slide 13 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Designing a Customer-Driven Marketing Strategy Choosing a Value Proposition The value proposition is the set of benefits or values a company promises to deliver to customers to satisfy their needs
  • 14. Chapter 1- slide 14 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Designing a Customer-Driven Marketing Strategy Marketing Management Orientations
  • 15. Chapter 1- slide 15 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Designing a Customer-Driven Marketing Strategy Production concept is the idea that consumers will favor products that are available or highly affordable Marketing Management Orientations
  • 16. Chapter 1- slide 16 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Designing a Customer-Driven Marketing Strategy Product concept is the idea that consumers will favor products that offer the most quality, performance, and features. Organization should therefore devote its energy to making continuous product improvements. Marketing Management Orientations
  • 17. Chapter 1- slide 17 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Designing a Customer-Driven Marketing Strategy Selling concept is the idea that consumers will not buy enough of the firm’s products unless it undertakes a large scale selling and promotion effort Marketing Management Orientations
  • 18. Chapter 1- slide 18 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Designing a Customer-Driven Marketing Strategy Marketing Management Orientations Marketing concept is the idea that achieving organizational goals depends on knowing the needs and wants of the target markets and delivering the desired satisfactions better than competitors do
  • 19. Chapter 1- slide 19 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Designing a Customer-Driven Marketing Strategy Marketing Management Orientations Societal marketing concept is the idea that a company should make good marketing decisions by considering consumers’ wants, the company’s requirements, consumers’ long-term interests, and society’s long- run interests
  • 20. Chapter 1- slide 20 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Designing a Customer-Driven Marketing Strategy
  • 21. Chapter 1- slide 21 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall The marketing mix is the set of tools (four Ps) the firm uses to implement its marketing strategy. It includes product, price, promotion, and place. Integrated marketing program is a comprehensive plan that communicates and delivers the intended value to chosen customers. Preparing an Integrated Marketing Plan and Program
  • 22. Chapter 1- slide 22 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Building Customer Relationships • The overall process of building and maintaining profitable customer relationships by delivering superior customer value and satisfaction Customer Relationship Management (CRM)
  • 23. Chapter 1- slide 23 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Building Customer Relationships Relationship Building Blocks: Customer Value and Satisfaction
  • 24. Chapter 1- slide 24 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Building Customer Relationships Customer Relationship Levels and Tools
  • 25. Chapter 1- slide 25 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Building Customer Relationships • Relating with more carefully selected customers uses selective relationship management to target fewer, more profitable customers • Relating more deeply and interactively by incorporating more interactive two way relationships through blogs, Websites, online communities and social networks The Changing Nature of Customer Relationships
  • 26. Chapter 1- slide 26 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Partner relationship management involves working closely with partners in other company departments and outside the company to jointly bring greater value to customers Building Customer Relationships
  • 27. Chapter 1- slide 27 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Building Customer Relationships • Partners inside the company is every function area interacting with customers – Electronically – Cross-functional teams • Partners outside the company is how marketers connect with their suppliers, channel partners, and competitors by developing partnerships Partner Relationship Management
  • 28. Chapter 1- slide 28 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Building Customer Relationships • Supply chain is a channel that stretches from raw materials to components to final products to final buyers • Supply management • Strategic partners • Strategic alliances Partner Relationship Management
  • 29. Chapter 1- slide 29 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Capturing Value from Customers • Customer lifetime value is the value of the entire stream of purchases that the customer would make over a lifetime of patronage Creating Customer Loyalty and Retention
  • 30. Chapter 1- slide 30 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Capturing Value from Customers Share of customer is the portion of the customer’s purchasing that a company gets in its product categories Growing Share of Customer
  • 31. Chapter 1- slide 31 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Capturing Value from Customers Customer equity is the total combined customer lifetime values of all of the company’s customers
  • 32. Chapter 1- slide 32 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Capturing Value from Customers • Building the right relationships with the right customers involves treating customers as assets that need to be managed and maximized • Different types of customers require different relationship management strategies – Build the right relationship with the right customers Building Customer Equity
  • 33. Chapter 1- slide 33 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall The Changing Marketing Landscape Major Developments
  • 34. Chapter 1- slide 34 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall So, What Is Marketing? Pulling It All Together

Editor's Notes

  • #2: Note to Instructor: The text gives some excellent examples of companies that are successful in marketing. These examples include: Wal-Mart which has become the world’s largest retailer—and the world’s largest company—by delivering on its promise, “Save money. Live Better.” At Disney theme parks, “imagineers”work wonders in their quest to “make a dream come true today.” Apple fulfills its motto to “Think Different” with dazzling, customer-driven innovation that captures customer imaginations and loyalty. Its wildly successful iPod grabs more than 70 percent of the music player market; its iTunes music store captures nearly 90 percent of the song download business. Discussion Question Ask students for other examples of either national or local companies who are excellent at marketing and ask how they reflect the definition given in this slide.
  • #7: Note to Instructor: This Web link connects to online shoe retailer zappos.com. You can link to the site and see how this retailer creates value for the consumer. Explore features including customer reviews, online LIVE customer service, free shipping (including returns). Ask students what other online retailers deliver exceptional value and satisfaction. Discussion Question Why do marketer’s not always understand customer needs? How can they better identify customer needs? Marketer’s often work in a vacuum and do not consider the customer’s needs as much as they should. Future chapters will talk about market research and marketing information, important tools for understanding customer’s needs. Students might be familiar with survey research or focus groups as techniques for gathering information or they might be asked for their zip code when they purchase in certain retailers
  • #8: Note to Instructor: Marketing consists of actions taken to build and maintain desirable exchange relationships with target audiences involving a product, service, idea, or other object. Beyond simply attracting new customers and creating transactions, the goal is to retain customers and grow their business with the company.
  • #11: Note to Instructor: The link is to a Samsung phone called jitterbug. Their phones are very easy to use and are targeted to older users. You can click to the site and ask the students who they believe the target market would be for the product.
  • #19: Discussion Questions What companies can you identify with social Marketing? What do these companies do that ties to the societal marketing concept? Students might be familiar with many different companies that practice societal marketing through their Corporate Social Responsibility (CSR) initiatives. Students might be familiar with local retailers who are also involved in societal marketing. (Target, TOMS shoes). They will note that these companies donate, contribute, or offer services to charities and not-for-profit organizations.
  • #20: Note to Instructor This slide shows companies should balance three considerations in setting their marketing strategies. Johnson & Johnson does this well. Johnson & Johnson would rather take a big loss than ship a bad batch of one of its products. Consider the tragic tampering case in which eight people died in 1982 from swallowing cyanide-laced capsules of Tylenol, a Johnson & Johnson brand. Although Johnson & Johnson believed that the pills had been altered in only a few stores it recalled all of its product and launched an information campaign to instruct and reassure consumers. The recall cost the company $100 million in earnings. In the long run, however, the company’s swift recall of Tylenol strengthened consumer confidence and loyalty, and today Tylenol remains one of the nation’s leading brands of pain reliever. Discussion Question Ask students about other companies that have had serious problems with their products? How have these companies bounced back?
  • #24: Note to Instructor Basic Relationships are often used by a company with many low-margin customers For example, Procter & Gamble does not phone or call on all of its Tide consumers to get to know them personally. Instead, P&G creates relationships through brand-building advertising, sales promotions, and its Tide FabricCare Network Web site (www.Tide.com). Full Partnerships are used in markets with few customers and high margins, sellers want to create full partnerships with key customers. For example, P&G customer teams work closely with Wal-Mart, Safeway, and other large retailers. Discussion Question Ask students what frequency or club marketing programs they belong to and why?
  • #25: Note to Instructor This will be a point for a lively discussion. Discussion Question Ask students how marketers have used facebook, myspace, linkedin or other social networks for marketing purposes. Ask them about YouTube and how that has changed marketing.
  • #29: Note to Instructor Stew Leonard’s is an interesting example. Stew Leonard, who operates a highly profitable four-store supermarket in Connecticut and New York, says that he sees $50,000 flying out of his store every time he sees a sulking customer. Why? Because his average customer spends about $100 a week, shops 50 weeks a year, and remains in the area for about 10 years. If the marketing process, the company creates value for target customers and builds strong relationships with them. To keep customers coming back, Stew Leonard’s has created the “Disneyland of dairy stores.” Rule 1—the customer is always right. Rule 2—If the customer is ever wrong, reread Rule 1. You can find videos of Leonard’s stores on youtube.com which will give the students an idea of the atmosphere. Discussion Question Ask students if they know of other retailers build this kind of exciting environment.
  • #32: Note to Instructor A visit to the Coke Web site always offers examples of building customer equity. They usually have a unique way of engaging the customer whether it be online games, music studios, or virtual worlds.
  • #33: Notes to Instructor This is a good slide to prompt discussion on personal observations and experiences. Discussion Questions Ask if students are from other countries and how consumers and marketers differ in their country. Have students reflect on how marketers are integrating social responsibility in their marketing messages. Probe to see if students believe there are differences in marketing for a not-for-profit versus a for-profit company.