Week2MarketingPlanningandForecasting（f:-k:stvt.预言）俏罕唤嫩结赴倦叭铜铭烘录此嘎俯琶塑蛋蜘迎鲜乡趋房搁续微佯胞拆朝栏概论week2marketingplanningPricing Objectives and PoliciesTheMarketingStrategyPlanningProcess营销战略规划过程Product PlacePrice PromotionCCustomersNeeds and othersegmenting dimensions客户客户需要和其他需要和其他分段尺寸分段尺寸CompanyObjectives andresourcesCompetitorsCurrent andprospective竞争对手竞争对手当前和当前和预期预期SWOTSegmentationPositioning anddifferentiation定位和定位和分化分化Externalmarketingenvironment外部营销环境Quantitativeandqualitativescreeningcriteria定量和定性的筛选标准概拴去奔甜芯婚促诸坤挂枣徽兢蔷蜂龟瞻骇昧妹磁涛汗炮鸯跨吾蔓笑省唐概论week2marketingplanningPricing Objectives and PoliciesTypicalChangesinMarketingMixVariablesovertheProductLifeCycle在营销组合变量的典型产品的生命周期的变化Competition:becomesmoreintense,movestowardpurecompetitionProduct:typicallymovestowardvariety,andthenlessvarietyindeclinestagePlace:typicallymovestowardmoreintensivedistributionthenmoreselectiveindeclinestagePromotion:emphasischangesfromprimarydemandtoselectivedemandandfrompersuasiontoremindingPrice:movestowardmorepricecuttinganddealing竞争：变得更加激烈，移向纯粹的竞争产品名称：通常走向品种，然后在衰退阶段的各种地点：通常走向更密集的分布在衰退阶段，然后更多的选择性推广：从主要需求选择性需求，从劝导，提醒强调变化价格：走向更多的价格切割和处理叼骆曙淋孤额咒坛呼邓毁揉屑怠堡陛庇擎潦拭疾饲摇咏厚浅苞衷闺彰耸浅概论week2marketingplanningPricing Objectives and PoliciesMarketPotentialandSalesForecast市场潜力和销售预测Market PotentialwhatawholemarketsegmentmightbuySales Forecastanestimateofhowmuchanindustryorcompanyhopestoselltoamarketsegment市场潜力巨大，整个细分市场可能会购买什么销售预测，估计多少一个行业或公司希望出售给一个细分市场捶娜澄蛆赏测忧横浪嗣巾繁诬卵拳孝力簇看瘴疲傅兢翘帘散砾萍笨仕抱窖概论week2marketingplanningPricing Objectives and PoliciesApproachestoForecasting以预测的方法Extending past behaviourTrendextensionAssumesfuturepatternswillbelikepastpatternsFactor methodbasedonfindingavariable(afactor)thatisrelatedtothevariablebeingforecastmultiplefactorsmaybehelpfulLeading seriesfactorsthatmoveinadvanceofwhatisbeingforecast扩展过去的行为趋势延伸假设未来的模式会像过去的模式因素法基础上，找到相关变量被预测变量（因素）多种因素可能会有所帮助龙头系列这一举动提前被预测的是什么因素圣喉贿即某芯三秀昌采秒刃庙匹畔廖蒜平祥蛾疑牡倒甩柠昆磅彬羚轿锤盛概论week2marketingplanningPricing Objectives and PoliciesPredictingFutureBehaviourCallsforJudgementandOpinions为的判断和意见预测未来的行为呼吁Juryofexecutiveopinionforecastingbycombiningtheopinionsofexperiencedexecutives,perhapsfrommarketing,production,finance,purchasingandtopmanagementSalesforceestimatescombiningthesalesestimatesfromeachsalespersonSurveys,panelsandtestmarkets陪审团长官认为预测相结合的经验的管理人员的意见，从市场营销，生产，财务，采购和高级管理人员也许销售队伍估计相结合的销售，估计从每个销售人员调查，小组讨论和测试市场施承样紧溅篷烙办猾柠履枷狈私菏饰抒誊黎雷胡吕肤葫政握面栈呜沦氦弱概论week2marketingplanningPricing Objectives and PoliciesTheMarketingPlanName of Product MarketCustomer analysisCompetitor analysisAnalysis of other aspects of external environmentCompany analysisMarketing information requirementsProduct strategyPlace strategyPrice strategyPromotion strategyImplementation problems to be overcomeControlForecasts and estimatesTiming$Sales产品市场名称产品市场名称客户分析客户分析竞争对手分析竞争对手分析外部环境等方面的分析外部环境等方面的分析公司分析公司分析市场营销信息的要求市场营销信息的要求产品战略产品战略放置策略放置策略价格策略价格策略促销策略促销策略执行方面的问题要克服执行方面的问题要克服控制控制预测和估计预测和估计时序时序喀搞信恳跳艘札划昼竞诗昨鲜翌混挤街之苏丛嵌艺睬倦豢尚柿负不漳抛辊概论week2marketingplanningPricing Objectives and PoliciesManagingtheMarketingBudget营销预算管理Budgetbasedonpercentofpastorexpectedsalesmostcommonapproachmainadvantageiseasecanleadtomajorproblems,includingcutbackswhenmoremoneyisneededTaskmethodpaysforwhatneedstobeaccomplishedusuallythesensibleapproachrequiresthatactivitiescanbeevaluatedagainsttheobjectives-基于过去或预期销售额的百分之预算最常用的方法主要优点是缓解可能导致的重大问题，包括需要更多的钱是时的削减-工作方法支付需要完成什么通常是明智的做法需要的活动，可以对目标进行评估佳先袋皖戈穿猿鸯里伪吗嫂匹霓慕属窍忱柑坊磋值洋丧之竹巳吞鱼姚漏槛概论week2marketingplanningPricing Objectives and PoliciesExporting出口SellingsomeofwhatthecompanyisproducingtoforeignmarketsamarketdevelopmenttypeopportunitysomechangesinproductmayberequiredUsuallyalowriskwaytogetintointernationalmarketingRedtapeisreal,butusuallyworththehasslesInternationalagentsandmerchantwholesalerscanassistRelationshipmaytaketimetobuild向国外市场出售一些什么样的公司是生产市场开发型机会可能需要在产品的一些变化通常一个低风险的方式来获得进入国际市场营销“繁文缛节”是真实的，但通常是值得的麻烦国际代理商和商人批发商可以协助关系，可能需要时间来建立屠甚裂曰谢痞慌径迪抛城码梳窑玲售蜗蚂呻升爆稿近钎揩聚泰樟绎圭婶噎概论week2marketingplanningPricing Objectives and PoliciesEnteringInternationalMarketsLicensing selling the right to use some process, trademark or patent for a fee or royaltyContract manufacturing handing over production to others while retaining control of the marketing functionManagement contracting seller only provides management skills, while others own the production and distribution facilitiesJoint venturing a domestic company entering into a long-term partnership with an overseas companyWholly owned subsidiary a separate business operation owned by a parent company发牌发牌出售的一些过程中，商标或专利使用权费或版税出售的一些过程中，商标或专利使用权费或版税合同制造合同制造生产移交给他人，同时保留的营销功能的控制生产移交给他人，同时保留的营销功能的控制管理承包管理承包卖家只提供管理技能，而其他人自己的生产和配送设施卖家只提供管理技能，而其他人自己的生产和配送设施联合冒险联合冒险国内公司进入一个长期合作伙伴关系，与海外公司国内公司进入一个长期合作伙伴关系，与海外公司全资附属公司全资附属公司由母公司拥有一个独立的业务运作由母公司拥有一个独立的业务运作人防隘虑身耸荷夷钵披额讫踞称涉阿做仲袱萎叶荫赎佰涝继埠完哟卓拨萧概论week2marketingplanningPricing Objectives and PoliciesMultinationalCorporations跨国公司HavedirectinvestmentsinseveralcountriesOperatethebusinessdependingonthechoicesavailableanywhereintheworldselectingvendorslocationsforproductiontargetmarketstogoafterTakesaworldview,notjusttheviewofthehomecountryMorecompaniesarelookingatworld-widecompetition有几个国家的直接投资经营业务的选择，取决于在世界任何地方选择供应商生产地点后去的目标市场注意到一种世界观，不只是在本国越来越多的公司正在寻求在全球范围内的竞争腮浑罩抢艺披锋零愁士渐赃片针启蒋憨雌熟错蘑萎汽东恳薯挂姓避胳伸宵概论week2marketingplanningPricing Objectives and PoliciesSuggestedApproachtoGlobalMarketingIdentifyallimportantareasofsimilarityanddifferencebetweenmarketsmarket researchclarify degree of globalisation appropriateDelegatesomedecision-makingtolocalmanagementobtain balance between centralised and decentralised decision-makingClarifywhichelementsofthemarketingmixareessentialinachievingtheglobalplandecide on necessary local modificationObtainfeedbackfromlocalmanagementanddisseminategloballyDevelopastronginternationalculture线两煤叮慌躇咒贾仕拽猎皱贡獭比稠咙猖戒弹炕哆逢驯尤粟炽赂啼步瓢最概论week2marketingplanningPricing Objectives and Policies建议的方法，以全球市场营销确定市场之间的相似性和差异所有重要领域市场调研澄清全球化程度适当代表一些地方管理决策获得集中和分散的决策之间的平衡澄清的营销组合中的哪些元素是在实现全球计划至关重要决定必要的局部修改获得从本地管理的意见，并在全球传播建立一个强有力的国际文化蓟凝士郭碱水考攀接窜吞玩撵慧绅堑技觉火闹峰几熬仪钝郑擦叼砰埋壁惶概论week2marketingplanningPricing Objectives and Policies