【正文】 壞”競爭者 好競爭者的特征 ?遵守行業(yè)規(guī)則 ?對行業(yè)增長潛力所提出的設(shè)想切合實際 ?制定的價格與成本相符 ?將自己限定在某些細分市場中 ?推動其它企業(yè)降低成本或提高差異化 ?支持和維護現(xiàn)有行業(yè)結(jié)構(gòu) ?接受正常市場份額和利潤水平 如何看待競爭：網(wǎng)絡(luò)競爭 杜幫（纖維） 送貨 訂貨 米利肯（纖維織布） 送貨 訂貨 萊維（服裝） 送貨 訂貨 西爾斯（零售） 送貨 訂貨 顧客 公司如何看待競爭：協(xié)同競爭 施樂 佳能 相對壟斷市場 佳能與施樂 WANG CASE: Key Points ? WANG went into bankruptcy because: ? it failed to focus on excelling at a single discipline and embedding that discipline in the corporate culture ? it neglected its nonfocal disciplines ? Bankruptcy and the attendant change in leadership provided the opportunity to chart a new course of action that included clarifying the discipline practiced. At the same time, bankruptcy imposed constraints (time, money) on the selection of a market focus. ? WANG leveraged its brand name and customer base when it adopted the customer intimacy discipline. ? WANG recognized that the market must be ―signaled‖ when a dramatic shift in discipline and market focus occurs and that the change must be ―real‖. ? In general, once a firm has developed a culture that supports a particular discipline, it strives to invest in markets in which practicing the discipline will result in a petitive advantage. WANG Postscript ? 1994 ? Focused on software for reengineering, customized work flows for clients (2% revenue) ? Acquired Group Bull Inc., customer service and software divisions (work integration and support services 46% of revenue) ? Continued to sell proprietary VS miniputers and related hardware to 13,000 existing customers (42% revenues, cash cow) ? 1995 ? Authorized Kodak to sell imaging software under Kodak brand ? Microsoft agreed to use imaging software on Windows NT and Windows 95 (logo on splash screen) ? 1997 ? Kodak purchased WANG’s software business for $260 million to be operated as a separate Kodak subsidiary ? Focused on systems integration and outsourcing practice, peting with Vanstar and Entex WANG Postscript cont. ? 199899 ? Bought Olivetti SpA’s puter services to gain greater presence worldwide ? Renamed WANG Global ? Mission: ―Plan, deploy, manage, and maintain panies’ work and desktop infrastructure‖ (65% revenue, 4th largest) ? Focus is on customer intimacy, favors simple systems (avoided headon petition with IBM, EDS) ? Tucci replaced almost entire top two layers of management, reduced number of layers of management from 7 to 3, and gave individuals greater authority accountability ? Hardware sales, including the occasional miniputer for one of 1000 customers from the old days, still account for 20% revenue ? Total revenues of approximately $3+ billion WANG Postscript cont. ? 2023 ? Wang Global merged with Getronics NV of Amsterdam, the Netherlands ? Motivation: Complementary geographic coverage ? The bined firm generated $5 billion in revenues in 1999 and reported modest growth in 2023 ? Getronics’ stated goal is to be the leading ICT services provider in the ebusiness world. It is the largest ICT firm in Europe and among the five largest in the world ? 2023 ? Getronics struggling under heavy debt due to acquisition of Wang Global, analysts are concerned and share price is down Key Ideas: Disciplines of Market Leaders ? Treacy and Wiersema’s disciplines represent three distinct ways of creating value. These disciplines necessarily rest upon different resources/petencies and/or different uses of mon resources/petencies. ? Success is achieved by performing adequately (as defined by the relevant market), on two disciplines and dominating petition on the third discipline. ? Inadequate attention to a nonfocal discipline can make a firm nonpetitive. This is one reason that so many firms embraced reengineering (. regardless of how they were creating value, their costs were too high). ? Theoretically, any discipline can be practiced in any market if that market is or can be segmented (and this is almost always true). ? As a practical matter, once a firm has developed a culture that supports a particular discipline, it strives to invest in markets in which practicing the discipline will result in a petitive advantage. 第三講 市場營銷研究（ Marketing Research） ?什么是市場營銷研究 ?市場營銷研究類型 ?市場營銷研究過程 ?二手資料的搜集 ?原始資料的搜集 ?資料的分析 一、什么是市場營銷研究 ?營銷研究 (marketing research)是運用科學的方法和合適的手段，系統(tǒng)地收集、整理、分析和報告市場信息，以幫助企業(yè)、政府和其他機構(gòu)正確制訂、實施、評估和調(diào)整市場營銷策略和計劃。常用的原始數(shù)據(jù)搜集方法有： ?調(diào)查法 ?觀察法 ?實驗法 詢問法或調(diào)查法（ Survey） 通過詢問被訪問者獲得原始資料的數(shù)據(jù)搜集方法 ?埃戶訪問 ?購物地點訪問 ?電話訪問 ?問卷調(diào)查 ?網(wǎng)上調(diào)查 觀察法 用肉眼或儀器或兩者兼用，查看已發(fā)生的事實，并加以記錄，以獲得原始資料的方法 ?直接觀察法 ?親身經(jīng)歷法 ?痕跡觀察法 ?行為記錄法 實驗法 ?將選定的刺激措施引入被控制的環(huán)境，進而系統(tǒng)地改變刺激程度，以測量顧客的行為反應(yīng)。 市場細分（續(xù)） ?并非所有的顧客都是相同的 ? 不同的顧客可能會對產(chǎn)品的特點和服務(wù)水平有不同的要求 ? 特定產(chǎn)品或服務(wù)的價值可能隨顧客而異 ? 顧客對如何獲得產(chǎn)品、服務(wù)（如速度、安排、服務(wù)地點）的要求是不同的 ? 不同顧客可能接觸不同媒體，而且對信息的反應(yīng)也存在差別 ?市場細分是一種非常重要的競爭武器 The largest unexploited profit potential lies in a better selection and targeting of customer groups 產(chǎn)品類別與市場細分 產(chǎn)品類別 ?以產(chǎn)品屬性或功能的類似性為基礎(chǔ) ?用于識別最直接的競爭者 ?例子：不同型號、款式的彩色電視機 市場細分 ?著眼顧客的使用模式和追求的利益 ?用于識別具有不同吸引力的目標消費者和進 行差別化營銷 ?例子：面向女性的手機 市場細分舉例：美國的狗食市場 Dog as dog Dog as pet Dog as Child Others Dog as grand Chile 市場細分的利弊 標準 生產(chǎn)成本 銷售成本 客戶偏好 廣告效率 可達到的價格 市場份額 無差異營銷 低 低 中等 低 低 中等 差異性市場營銷 高 高 在細分市場內(nèi)高，在細分市場外低 高 高 在細分市場內(nèi)高，細分市場外低，總體比無差異營銷時低。 品牌推斷型（ 129 個樣本點）價格推斷型（ 92 個樣本點因素及相對重要性因素水平 水平效用值 因素及相對重要性因素水平 水平效用值價格（ 27 .1 6% ）500 元以下 價格(50. 06 %)500 元以下 500 10 00 元 500 10 00 元 1000 元以上 1 . 17 1000 元以上 品牌(50. 45 %)索尼 品牌(28. 95 %)索尼 愛華 愛華 YY YY 原產(chǎn)地(22. 38 )日本 原產(chǎn)地(20. 99 %)日本 中國 中國 馬來西亞 馬來西亞 不同類