Kotler

12/21/2007
Table 2-2: 2Setting Up a DotDot-com Presence
Attracting and Keeping Visitors How can we get more prospects to know and visit our site? How can we use marketing to spread word-of-mouth? word-ofHow can we convert visitors into repeaters? How do we make our site more experiential and real? How can we build a strong relationship with our customers? How can we build a customer community? How can we capture and exploit customer data for up-selling upand cross-selling? crossHow much should we spend on building and marketing our site? Advertising on the Internet What are the various ways that we can advertise on the Internet? How do we choose the right sites for placing our ads or sponsorship?
Adapting Marketing to the New Economy

Context factors Content factors Getting feedback
See text for complete table 1-51

www.bookfiesta4u.blogspot.com www.bookfiesta4u.blogspot.com
1-52

Placing Ads and Promotions Online
Banner ads Sponsorships Microsite Interstitials Browser ads Alliances and affiliate programs Push
1-53 www.bookfiesta4u.blogspot.com
Infogate.com pushes targeted content and ads to those who are interested in a product or product category

Building a Revenue and Profit Model
Advertising income Sponsorship income Membership and subscriptions Profile income Product and service sales Transaction commission and fees Market research/information Referral income

How Marketing Practices are Changing: Customer Relationship Marketing
Reduce rate of customer defection Increase longevity of customer relationship Enhance growth potential through cross-selling and up-selling crossupMake low profit customers more profitable or terminate them
12/21/2007

Focus disproportionate effort on high value customers
Table 2-3: Mass Marketing vs. One-to-One Marketing

Mass Marketing
Average customer Customer anonymity Standard product Mass production Mass distribution Mass advertising Mass promotion OneOne-way message Economies of scale Share of market All customers Customer attraction
One-to-One Marketing One-toIndividual customer Customer profile Customized market offering Customized production Individualized distribution Individualized message Individualized incentives TwoTwo-way messages Economies of scope Share of customer Profitable customers Customer retention
1-58
1-57 www.bookfiesta4u.blogspot.com www.bookfiesta4u.blogspot.com

Four steps for One-to-One Marketing One-toDont go after everyone, identify prospects. Define customers by their needs and their value to the company. Individual interaction with customers builds stronger relationships. Customize messages, services, and products for each customer.

Customer Databases and Database Marketing
Customer mailing list Business database
1-60

Data Warehouses and Data Mining
Using the database
To identify prospects To determine target market To deepen customer loyalty To reactivate customer purchases To avoid serious customer mistakes
Chapter 3 Building Customer Satisfaction, Value, and Retention

by
The Downside of Database Marketing

PowerPoint by Milton M. Pressley University of New Orleans

12/21/2007
Kotler on Marketing
It is no longer enough to satisfy customers. You must delight them.
Chapter Objectives
In this chapter, we will address the following questions:
What are customer value and satisfaction, and how can companies deliver them? What makes a high-performance business? highHow can companies both attract and retain customers? How can companies improve both customer and company profitability? How can companies deliver total quality?
1-63 1-64 www.bookfiesta4u.blogspot.com
www.bookfiesta4u.blogspot.com
Defining Customer Value and Satisfaction

Customer Perceived Value (CPV)
Total customer value Total customer cost
Figure 3-1: Determinants of Customer Delivered Value
1-66
Defining Customer Value and Satisfaction

Total Customer Satisfaction
Satisfaction
Table 3-1: Tools for Tracking and Measuring Customer Satisfaction

Complaint and suggestion systems:
A customer-centered organization makes it easy for customercustomers to register suggestions and complaints. Some customer-centered companies-P&G, General customercompaniesElectric, Whirlpoolestablish hot lines with toll-free Whirlpool tollnumbers. Companies are also using Web sites and e-mail for quick, two-way communication. twoStudies show that although customers are dissatisfied with one out of every four purchases, less than 5 percent will complain. Most customers will buy less or switch suppliers. Responsive companies measure customer satisfaction directly by conducting periodic surveys. While collecting customer satisfaction data, it is also useful to ask additional questions to measure repurchase intention and to measure the likelihood or willingness to recommend the company and brand to others.
Customer Expectations Delivering High Customer Value

Value proposition ValueValue-delivery system
Customer satisfaction surveys:
Measuring Satisfaction
See text for complete table 1-68

12/21/2007
Premier Dell.com is a special business-oriented part of the businessDell Web site that allows customers to interact with Dell and customize all phases of doing business with Dell.
Would you feel more brand loyalty for a company that tried to immediately resolve a complaint via E-mail, or a company that Ehad a customer service representative call within two business days to resolve the problem over the phone?
1-69 www.bookfiesta4u.blogspot.com www.bookfiesta4u.blogspot.com 1-70
The Nature of High Performance Business

HighHigh-performance business
Figure 3-2: The High Performance Business
1-72
The Nature of High Performance Business

Stakeholders Processes Resources
Core competency Distinctive capabilities
Organization and Organizational Culture

Organization Corporate culture Scenario analysis
Can you name a company that has changed the publics perception of their corporate culture? Has this effectively rehabilitated that companys image?
12/21/2007
Delivering Customer Value and Satisfaction

Value Chain
Value chain
Figure 3-3: The Generic Value Chain
1-76

Benchmarks

The Value Delivery Network (Supply Chain)
Core Business Processes

The market sensing process The new offering realization process The customer acquisition process The customer relationship management process The fulfillment management process
Figure 3-4: Levi Strausss ValueDelivery Network
Attracting and Retaining Customers

Partner relationship management (PRM) Customer relationship management (CRM)
1-80
12/21/2007

Saturn has gained a customer loyalty rate of more than 60% by fundamentally changing the buyer-seller relationship. buyerCan you think of another company that has made a change of similar magnitude? Have they had similar results?
Attracting Customers Computing the Cost of Lost Customers

Customer churn Lifetime value
1-82
On the Lands End Web site, customers can click a button to talk with a customer service representative

The Need for Customer Retention Measuring Customer Lifetime Value (CLV) Customer Relationship Management (CRM): The Key
Customer equity Three drivers of customer equity
Value equity Brand equity Relationship equity
Figure 3-5: The CustomerDevelopment Process

Five levels of investment in customer relationship building
Basic marketing Reactive marketing Accountable marketing Proactive marketing Partnership marketing
12/21/2007
Figure 3-6: Levels of Relationship Marketing

Forming Strong Customer Bonds: The Basics
CrossCross-departmental participation Integrate the Voice of the Customer into all business decisions Create superior offering for the target market
1-88
The H.O.G. Web site presents the benefits of joining.

Organize and make accessible a database of customer information Make it easy for customers to reach the appropriate personnel Reward outstanding employees
Adding Financial Benefits

Frequency programs (FPs)
Good Things
Bad Things
Make only callbacks Make justifications Accommodative language Use correspondence Wait for misunderstandings Wait for service requests Use owe-us legal language oweOnly respond to problems Use long-winded longcommunications Personality problems hidden Talk about making good on the past Fire drill and emergency responsiveness Shift blame Rehash the past
1-92

Adding Social Benefits
Table 3-2: Social Actions Affecting Buyer-Seller Relationships
Initiate positive phone calls Make recommendations Candor in language Use phone Show appreciation Make service suggestions Use we problem-solving problemlanguage Get to problems Use jargon or shorthand Personality problems aired Talk of our future together Routinize responses Accept responsibility Plan the future
12/21/2007

Adding Structural Ties
Create long-term contracts longCharge lower price to high volume customers Turn product into longlong-term service
Customer Profitability, Company Profitability, and Total Quality Management

Measuring Profitability
Profitable customer
1-94
Figure 3-7: Customer-Product Profitability Analysis
Figure 3-8: Allocating marketing investment according to customer value
1-96
Customer Profitability, Company Profitability, and Total Quality Management

Increasing Company Profitability
Competitive advantage
Chapter 4 Winning Markets Through MarketMarket-Oriented Strategic Planning

by
Implementing TQM
Total Quality Management
Quality
PowerPoint by Milton M. Pressley University of New Orleans

12/21/2007
Kotler on Marketing
It is more important to do what is strategically right than what is immediately profitable.
Chapter Objectives
In this chapter, we examine the following questions:
How is strategic planning carried out at the corporate and division levels? How is planning carried out at the business unit level? What are the major steps in the marketing process? How is planning carried out at the product level? What does a marketing plan include?

Kotler

Загружено:

Сведения о документе

Исходное описание:

Оригинальное название

Авторское право

Доступные форматы

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

Доступные форматы

Kotler

Загружено:

Авторское право:

Доступные форматы

12/21/2007

Table 2-2: 2Setting Up a DotDot-com Presence

Adapting Marketing to the New Economy

See text for complete table 1-51

Adapting Marketing to the New Economy

Adapting Marketing to the New Economy

Adapting Marketing to the New Economy

Adapting Marketing to the New Economy

Table 2-3: Mass Marketing vs. One-to-One Marketing

1-57 www.bookfiesta4u.blogspot.com www.bookfiesta4u.blogspot.com

Adapting Marketing to the New Economy

Adapting Marketing to the New Economy

1-59 www.bookfiesta4u.blogspot.com www.bookfiesta4u.blogspot.com

Adapting Marketing to the New Economy

Chapter 3 Building Customer Satisfaction, Value, and Retention

The Downside of Database Marketing

PowerPoint by Milton M. Pressley University of New Orleans

Defining Customer Value and Satisfaction

Figure 3-1: Determinants of Customer Delivered Value

1-65 www.bookfiesta4u.blogspot.com www.bookfiesta4u.blogspot.com

Defining Customer Value and Satisfaction

Table 3-1: Tools for Tracking and Measuring Customer Satisfaction

Customer Expectations Delivering High Customer Value

Customer satisfaction surveys:

See text for complete table 1-68

The Nature of High Performance Business

Figure 3-2: The High Performance Business

1-71 www.bookfiesta4u.blogspot.com www.bookfiesta4u.blogspot.com

The Nature of High Performance Business

Organization and Organizational Culture

Delivering Customer Value and Satisfaction

Figure 3-3: The Generic Value Chain

1-75 www.bookfiesta4u.blogspot.com www.bookfiesta4u.blogspot.com

Delivering Customer Value and Satisfaction

Delivering Customer Value and Satisfaction

Core Business Processes

Figure 3-4: Levi Strausss ValueDelivery Network

Attracting and Retaining Customers

1-79 www.bookfiesta4u.blogspot.com www.bookfiesta4u.blogspot.com

Attracting and Retaining Customers

Attracting Customers Computing the Cost of Lost Customers

Attracting and Retaining Customers

Figure 3-5: The CustomerDevelopment Process

Attracting and Retaining Customers

Figure 3-6: Levels of Relationship Marketing

Attracting and Retaining Customers

1-87 www.bookfiesta4u.blogspot.com www.bookfiesta4u.blogspot.com

The H.O.G. Web site presents the benefits of joining.

Attracting and Retaining Customers

Adding Financial Benefits

Attracting and Retaining Customers

Table 3-2: Social Actions Affecting Buyer-Seller Relationships

1-91 www.bookfiesta4u.blogspot.com www.bookfiesta4u.blogspot.com

Attracting and Retaining Customers

Customer Profitability, Company Profitability, and Total Quality Management

1-93 www.bookfiesta4u.blogspot.com www.bookfiesta4u.blogspot.com

Figure 3-7: Customer-Product Profitability Analysis

Figure 3-8: Allocating marketing investment according to customer value

1-95 www.bookfiesta4u.blogspot.com www.bookfiesta4u.blogspot.com

Customer Profitability, Company Profitability, and Total Quality Management

Chapter 4 Winning Markets Through MarketMarket-Oriented Strategic Planning

PowerPoint by Milton M. Pressley University of New Orleans