Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
Kotler Keller
Positioning
9-2
© Copyright 2008 Pearson Education Canada
Table 11.1: Examples of Value Propositions
Demand States and Marketing Tasks
Company
and Target Value
Product Customers Benefits Price Proposition
Perdue Quality- Tenderness 10% More tender
(chicken) conscious premium golden chicken at
consumers of a moderate
chicken premium price
Volvo Safety- Durability 20% The safest, most
(station conscious and safety premium durable wagon in
wagon) “upscale” which your family
families can ride
Domino’s Convenience- Delivery 15% A good hot pizza,
(pizza) minded pizza speed and premium delivered to your
lovers good quality door door within
30 minutes of
ordering, at a
moderate price
11-3
Differentiation Strategies
Product Personnel
Channel Image
9-4
© Copyright 2008 Pearson Education Canada
Product Differentiation
Product form Style
Features Design
Performance Ordering ease
Conformance Delivery
Durability Installation
Reliability Customer training
Reparability Customer consulting
Maintenance
10-5
Personnel Differentiation
Competence
Courtesy
Credibility
Reliability
Responsiveness
Communication
9-6
© Copyright 2008 Pearson Education Canada
Channel Differentiation
Coverage
Expertise
Performance
9-7
© Copyright 2008 Pearson Education Canada
Image Differentiation
Symbols, colours,
slogans
Atmosphere
Events
Brand contacts
9-8
© Copyright 2008 Pearson Education Canada
Identity and Image
Identity Image
The way a The way the
company aims to public perceives
identify or the company or its
position itself products
9-9
© Copyright 2008 Pearson Education Canada
Product Life Cycle
Introduction
Growth
Maturity
Decline
10-10
Facts about Life Cycles
Products have a limited life.
Product sales pass through distinct
stages.
Profits rise and fall at different stages.
Products require different marketing,
financial, manufacturing, purchasing, and
human resource strategies in each stage.
10-11
Marketing Program Modifications
Prices
Distribution
Advertising
Sales promotion
Services
10-12
10-13
Market Evolution Stages
Emergence
Growth
Maturity
Decline
10-14
Emerging Markets
Single-niche
Multiple-niche
Mass-market
10-15
MARKETING MANAGEMENT
Kotler Keller
How to analyze competition?
A framework for industry analysis and
business strategy development
Michael E. Porter
Harvard Business School in 1979.
Draws upon industrial organization (IO)
economics to derive five forces
determine the competitive intensity and
attractiveness of a market.
11-17
Figure 9.1 Five Forces that Determine
Market Attractiveness
Potential Entrants
(Threat of mobility)
Industry
Suppliers Competitors Buyers
(Supplier power) (Segment rivalry) (Buyer power)
Substitutes
(Threat of
substitutes)
9-18
© Copyright 2008 Pearson Education Canada
Industry Concept of Competition
11-19
Industry Concept of Competition
9-20
© Copyright 2008 Pearson Education Canada
Industry Concept of Competition
Pure monopoly
Oligopoly
Monopolistic competition
Pure competition
9-21
© Copyright 2008 Pearson Education Canada
Strengths and Weaknesses
Share of market
Share of mind
Share of heart
9-22
© Copyright 2008 Pearson Education Canada
Expanding the Total Market
New customers
More usage
11-23
Figure 9.4 Six Types of
Defence Strategies
9-24
© Copyright 2008 Pearson Education Canada
Factors Relevant to Pursuing
Increased Market Share
11-25
Other Competitive Strategies
Market challengers
Market followers
Market nichers
11-26
Market Challenger Strategies
Define the strategic objective and
opponents
Choose a general attack strategy
Choose a specific attack strategy
11-27
General Attack Strategies
Encirclement
Bypass attack
attack
Guerilla warfare
9-28
© Copyright 2008 Pearson Education Canada
Specific Attack Strategies
11-29
Market Follower Strategies
Counterfeiter
Cloner
Imitator
Adapter
9-30
© Copyright 2008 Pearson Education Canada
MARKETING MANAGEMENT
Kotler Keller
Product
10-32
© Copyright 2008 Pearson Education Canada
Figure 10.2 Five Product Levels
10-33
© Copyright 2008 Pearson Education Canada
Product Classification Schemes
Durability
Tangibility
Use
12-34
Durability and Tangibility
Nondurable
goods
Durable
Services
goods
10-35
© Copyright 2008 Pearson Education Canada
Consumer Goods Classification
Convenience Shopping
Specialty Unsought
10-36
© Copyright 2008 Pearson Education Canada
Industrial Goods Classification
Supplies/
Capital items
business services
10-37
© Copyright 2008 Pearson Education Canada
Product Differentiation
Product form Style
Features Design
Performance Ordering ease
Conformance Delivery
Durability Installation
Reliability Customer training
Reparability Customer consulting
Maintenance
12-38
The Product Hierarchy
Need family
Product family
Product class
Product line
Product type
Item
12-39
Product Systems and Mixes
Product system
Product mix
Product assortment
Depth
Length
Width
Consistency
12-40
Product Line Analysis
Core product
Staples
Specialties
Convenience items
12-41
Line Stretching
Down Market Stretch
Up-Market Stretch
Two-Way Stretch
12-42
MARKETING MANAGEMENT
Developing Pricing
Strategies and
Programs
Kotler Keller
Chapter Questions
How do consumers process and evaluate
prices?
How should a company set prices initially for
products or services?
How should a company adapt prices to meet
varying circumstances and opportunities?
When should a company initiate a price change?
How should a company respond to a
competitor’s price challenge?
14-44
Synonyms for Price
Rent Special assessment
Tuition Bribe
Fee Dues
Fare Salary
Rate Commission
Toll Wage
Premium Tax
Honorarium
14-45
Common Pricing Mistakes
Reference prices
Price-quality inferences
Price endings
Price cues
14-47
Table 14.1 Possible Consumer Reference
Prices
“Fair price” Lower-bound price
Typical price Competitor prices
Last price paid Expected future price
Upper-bound price Usual discounted
price
14-48
Price Cues
14-49
When to Use Price Cues
Customers purchase
item infrequently
Customers are new
Product designs vary
over time
Prices vary
seasonally
Quality or sizes vary
across stores
12-50
© Copyright 2008 Pearson Education Canada
Figure 12.1 Steps Setting Price Policy
Select the price objective
Determine demand
Estimate costs
12-51
© Copyright 2008 Pearson Education Canada
1. Select the Price Objective
Survival
Maximum current
profit
Maximum market
share
Maximum market
skimming
Product-quality
leadership
12-52
© Copyright 2008 Pearson Education Canada
2. Determine Demand
Price sensitivity
Estimating
demand curves
Price elasticity
of demand
12-53
© Copyright 2008 Pearson Education Canada
3. Estimate Costs
Types of costs
Accumulated
production
Activity-based
cost accounting
Target costing
12-54
© Copyright 2008 Pearson Education Canada
Types of Costs
Fixed costs
Variable costs
Total costs
Average cost
Cost at different levels of production
12-55
© Copyright 2008 Pearson Education Canada
4. Analyze Competitor Price Mix
12-56
© Copyright 2008 Pearson Education Canada
5. Select Pricing Method
Markup pricing
Target-return pricing
Perceived-value
pricing
Value pricing
Going-rate pricing
Auction-type pricing
12-57
© Copyright 2008 Pearson Education Canada
Auction-Type Pricing
English auctions
Dutch auctions
Sealed-bid auctions
12-58
© Copyright 2008 Pearson Education Canada
6. Select Final Price
Impact of other
marketing activities
Company pricing
policies
Gain-and-risk sharing
pricing
Impact of price on
other parties
12-59
© Copyright 2008 Pearson Education Canada
Price-Adaptation Strategies
Geographical pricing
Discounts/allowances
Promotional pricing
Differentiated pricing
12-60
© Copyright 2008 Pearson Education Canada
Price-Adaptation Strategies
Countertrade Discounts/Allowances
Barter Cash discount
12-61
© Copyright 2008 Pearson Education Canada
Promotional Pricing Tactics
Loss-leader pricing
Special-event pricing
Cash rebates
Low-interest financing
Longer payment terms
Warranties and service contracts
Psychological discounting
12-62
© Copyright 2008 Pearson Education Canada
Differentiated Pricing and Price Discrimination
Customer-segment pricing
Product-form pricing
Image pricing
Channel pricing
Location pricing
Time pricing
Yield pricing
14-63
Increasing Prices
Escalator clauses
Unbundling
Reduction of discounts
12-64
© Copyright 2008 Pearson Education Canada
Brand Leader Responses to
Competitive Price Cuts
Maintain price
Maintain price and add value
Reduce price
Increase price and improve quality
Launch a low-price fighter line
12-65
© Copyright 2008 Pearson Education Canada