市场营销管理_英语论文及译文

ASSIGNMENT OF MARKETING ID:08006943 Multi-dimension Benefits Lead to Brand Extension The traditional view of marketing is that marketers used to succeed by providing superior products and other distinctive functional benefits. But today for such benefits can readily be imitated. Marketers must therefore find new ways of differentiating their products and services by identifying new customer benefits from the customer‘s view. Basing on this background, some companies emphasize process benefits and relationship benefits or integrate them with functional benefits to reshape the three benefits combination to attract the consumers who value these new types of benefits as highly as functional ones. The basis for creating successful marketing strategies has expanded to three dimensions and consequently leads to brand extension. This essay aims at make a brief discussion on these issues. Process benefits and relationship benefits are critically analyzed firstly. Then maximizing value creation by identifying new customer benefits from the customer‘s c ognitive space will be evaluated. Additionally, relevant brand differentiation and brand extension, the key to competitive advantage, will be assessed. In general, brand benefits deriving from adding dimensions to single functional benefits and resulting in strong brand ripple effect, are running through the whole article as a main clue. Today‘s marketplace is fundamentally different as a result of major societal forces that have resulted in many new consumer and company capabilities (Kotler and Kevin, 2009). Consumers now tend to pursuit more convenience, pleasantness in consumption process except for high quality products and service. Their needs and wants, also says the consumers value, have expanded and updated to multi-dimensions including process benefits which make transactions between buyers and sellers easier, quicker, cheaper, and more pleasant and relationship benefits which reward the willingness of consumers to identify themselves and to reveal their purchasing behavior. Page 1 of 14 Meanwhile, companies are finding the market environment increasingly complex and competitive (Reid, 2008). They struggle to market more distinctive offerings to satisfy consumer needs. Delivering multi-dimension benefits to customers is the key, realistic and feasible step. The ability of process and relationship benefits to transform the customer‘s shopping experience is becoming more and more apparent (Court et al., 1999). IBM and A T&T, which are both significantly stronger in such elements than their competitors, illustrate the point well. The two companies communicate confidence: consumers feel that if they buy these brands, they will not go wrong; as the saying goes, "Nobody ever got fired for buying IBM." (Leiter et al., 2002). On the relationship benefit side,British Airways redesigned its cabins to offer the first flat beds in business class when other airlines merely increased the pitch or width of their seats. Virgin Atlantic Airways reinforced its famous "doing things differently" brand personality with a restyled "Upper Class" service that features "designer-styled" cabins, a sit-down bar, an in-flight massage service, and flat-bed seats (Aufreiter et al., 2003). British Airways has found that building relationships with its "premium customers" increased the amount of business generated by these customers by nine percent (Kristy, 2003). Just as the cases mentioned above indicated that, with the rapid development of the economy and modern industry, more and more excellent products are available. Consumers are more powerful, active and intelligent than ever before and are becoming more and more benefits sensitive to select the products and service between the different benefits. It is sure that customers are value maximizers and estimate which offer will deliver the most perceived value and act on it. These forces have created new opportunities and challenges, and marketing management has change significantly in recent years as companies seek new way to achieve marketing excellence (Kotler and Keller, 2009). Because a buyer‘s satisfaction is a function of the product‘s perceived performance and the buyer‘s ex pectations. Swanson and Kelley (2002) pointed out that high consumer satisfaction has many benefits for the firm, such as increased consumer loyalty, enhanced firm reputation, reduced price elasticities, lower costs of future transactions, and higher employee efficiency. Under this circumstance, in order to occupy market and achieve maximum profits, many companies began to rethink their strategies for future growth. In response to consumers‘ multi-dimensions needs, it is important for companies to gain a thorough indepth consumer understanding which helps to make sure that the right products are marketed to the right consumers in the right way. To do this, the first step is market segmentation according to the consumer extending needs. A market segment consists of a group of customers who share a similar set of needs and wants (Kotler and Keller, 2009). The core is to format corresponding branding extension to attract the consumers‘ multi-dimensions needs. One research shows that consumers can be segmented by all three dimensions of benefit (functional, process, and relationship benefits) to create more complex and powerful maps of preferences. The size and nature of the important clusters vary substantially (Court et al.). So it is necessary and beneficial that a company needs to identify which market segments it can serve effectively. The most savvy marketers have fashioned hundreds of functional, process, and relationship combinations and identified a similar number of distinct consumer segments that might be attracted to them. A cell phone manufacturer looking for promising offerings in several profitable markets, for example, established cross-functional customer segment panels. With this information in hand, it was truly meeting the needs of target customer segments in critical markets (John et al., 2006). Such decisions require a keen understanding of consumer behavior and careful strategic thinking. The identification of customer needs in order to serve and build the value of customer segments is a major challenge that marketers encounter (Johnson and Schultz, 2004). Rather than creating the segments, the marketer‘s task is to establish and deliver the distinctiv e benefits of the companies‘ market offering to the exact segmentation. The choice of corresponding benefits to communicate and emphasize would seem to be especially important in situations where consumers may vary widely in the benefits sought and evaluate brands rather than products (Orth et al., 2004). In addition, the competitive advantage of successful products and service providers is often explained with a logic wherein offering contributes to customer value, resulting in increased satisfaction and behavioral intentions, eventually creating loyalty that manifests itself in enhanced profitability (Cronin et al., 2000; Slater and Narver, 1994; Wang et al., 2004). For example, Starbucks offers added cultural value to attract customers; BMW, Audi, and any other automobile companies, locate four ?s‘ stores in China to offer a comprehensive after-sale service and strengthen the brand image (Fisk, 2006). In another words, the more important thing for companies is put forth a customers value proposition, a set of distinctive benefits or benefits combinations they offer to customers to satisfy their cognitive needs. From the company's perspective, these buying motives should be captured in a customer value proposition (CVP), making it a strategic priority issue in areas such as segmentation, service development, and marketing communications (Rintam?ki et al., 2007). According to the view of Anderson (et al., 2006), in order to differentiate itself from its competition, the company needs to have points of difference in its value proposition. In general, identifying customer value propositions begins with understanding the key dimensions of customer value that motivate the targeted customers, and development of customer value propositions benefits from hierarchical evaluation and combining of economic, functional, emotional, and symbolic customer value dimensions (Rintam?ki et al., 2007). Foe example, creating functional value is often associated with products that meet the target customers' needs, and processes that increase convenience at different stages of the shopping experience (Seiders et al., 2000). Tesco is a British retailer that has gained competitive advantage by creating superior value for its customers. Tesco's customer-focused commitment to provide customers value is summarized in the company's value proposition ―Every little helps,‖ which is successfully communicated to customers as well as the employees. It is commonly acknowledged that effective marketing communications must recognize the relationship between a product/a brand and the consumption values or benefits consumers seek (Sheth et al., 1991). Because consumers can vary greatly in their value composition, they may seek a range of different benefits from products and brands and hence will react differently to marketing communications emphasizing selected brand benefits (Orth et al., 2004). So from a managerial point of view, extensions are more powerful when they are connected to the customer relationship and brand positioning (Davis and Halligan, 2002). It is clear that that every organization needs to develop strong brands as an essential part of their business strategy (Kay, 2006). It has been accepted that strong brand is a very important factor for a company to win the competition. Good brands make them win customer loyalty, and loyal customers will cost less to retain and service (Cheverton, 2000). It is an expression of competitive advantage. A brand is thus a product or service whose dimensions differentiate it in some way from other products and services designed to satisfy the same need (Kotler and Keller, 2009). From the customer's point of view, a brand can be defined as the total accumulation of all his/her experiences, and is built at all points of contact with the customer (Kapferer, 2004). To a successful branding marketer, it is vital to realize that customers must see any competitive advantage as a customer advantage. A strong brand identity that is well understood and experienced by the customers helps in developing trust which, in turn, results in differentiating the brand from competition. A company needs to establish a clear and consistent brand identity by linking brand attributes with the way they are communicated which can be easily understood by the customers (Ghodeswar, 2008). Southwest airlines gave a good example. Southwest airlines distinguished itself as a ―fun‖ airlines and adopted ―the first-come, first-served opini ng seating‖. Southwest airlines is now the nation‘s largest airline in terms of passengers flown a nd holds the distinction of being the only low-fare airline to achieve long-term financial success. Apart from that, effective brand extensions play a key role in the innovation and it is accepted by more and more companies. The established brand can easily be retrieved from memory and the extended brand can be more accessible than individual brands. Extensions are more powerful when they are connected to the customer relationship and brand positioning (Davis and Halligan, 2002).Meanwhile, McQuiston (2004) pointed out firms endeavor to create some form of brand distinctiveness to avoid their products being viewed as commodities. Coca-Cola and Pepsi-Cola have managed to maintain their brand differentiation, irrespective of the similarities of their physical product. In other words, differentiated brands can be based on a feature, service, program or ingredient (Aaker, 2003). In conclusion, consumers become much more dynamic than ever before, because of the constantly changing conditions and environments. Similarly, consumer behavior has made a tremendous changes compared with the past one. Mowen and Mino (2000) describe consumer behavior is defined as the study of the buying units and the exchange processes involved in acquiring, consuming, and disposing of goods, services, experiences and ideas. Incremental income and knowled ge makes consumers‘ consumption concepts and self-concepts become mature. Consequently, these changes profoundly impact on the consumer attitudes and behaviors to the traditional marketing. How to keep the consumer loyalty in these conditions is one of the challenges faced to the marketers. The traditional view of marketers being used to succeed by providing superior products and other distinctive functional benefits doesn‘t work. As a result, the traditional commercial criteria and principles are facing with new challenges. This circumstance have driven more and more marketers to treat brand benefits deriving from adding dimensions to single functional benefits as their core of marketing programs. Firms often try to exploit their existing well-established brands by extending them into new product categories (Wu and Yen, 2007). Brand benefits integrate both functional benefit and process and relationship benefit i.e. emotional benefits that are relevant to the consumer, build on concrete and abstract attributes, are sufficiently known, and are perceived to be different from competition. Just as CEO of BP Browne said: in a global marketplace, branding is crucial in attracting customers and business. It is not just a matter of a few gas stations or the underpin everything that you do and every relationship that you have (Wheeler, 2003). Through launching new products under the parent brand, brand managers may gain several advantages: Not only are new products launched effectively and cost-efficiently, but the extended brand product may also help revitalize the parent brand or flagship products (Supphellen et al.,2004). From this point of view, marketing in three dimensions also means branding in three dimensions, which represents an opportunity to extend what a brand represents beyond narrow functional lines—and to gain leverage by doing so. This expansion of the branding space derived from adding dimensions to single functional benefits represents an enormous opportunity and may lead to marketing success. 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Pearson Custom Publication. 译文:多维利益引起品牌延伸 传统的营销观念是卖主通过提供优质的产品或者其他特殊的功能性利益来成功进行营销。但是今天对于这些利益可以被轻易地模仿。因此,卖主必须从认知新客户利益中寻找区分它们的产品、服务和客户的观念的不同的新方式。在这个背景下,许多公司强调过程利益和关系利益,或者将它们与功能性利益一体化形成三种利益相结合,从而来吸引那些同样看重这些新型利益与功能性利益的顾客。由于创建成功营销策略的的原理变成三维,所以就引起品牌的延伸。 这篇文章主要对这些问题做一个简要的讨论。首先分析一下过程利益和关系利益。然后通过从客户的认知空间中认识新客户利益,从而来评估一下最大的创造价值。另外,将评估一下相关品牌的差异,品牌的延伸以及获得竞争优势的关键。总的来说,品牌效益源于多维利益与单单一功能性利益的结合,导致强势品牌涟漪效应,将是贯穿整个文章一个主要线索。 如今的市场在许多新客户与公司能力为社会主要力量的影响下发生了根本的变化(Kotler and Kevin, 2009)。消费者除了追求高质量产品、服务外,更倾向于更方便、愉快的消费过程。他们的需求,或者说是客户的价值已经扩大,变得多维化,其中包括使买卖双方交易更简单、快捷、便宜及愉快的过程消费和通过奖励消费者的意愿来认识消费者和刺激他们的购买行为的关系消费。 同时,公司间发现市场环境日益复杂和充满竞争(Reid, 2008)。他们很难销售更为独特的产品,以满足消费者的需求。为客户提供多维效益是关键,现实和可行的步骤。过程和关系利益改变顾客的购物体验变得更明显(Court et al., 1999)。IBM 和 AT&T,都是在这方面明显高于他们的竞争对手,也说明这一点很好。两家公司都给消费者传达了信心,让消费者感觉买了他们的品牌,不会错。就像说的那样,“如果买了IBM,就不会被炒鱿鱼” (Leiter et al., 2002)。 在关系效益这方面,英国航空公司重新设计了他的机舱为生意阶级提供第一个平躺床,而其它航空公司仅仅为他们的座位增加了倾斜度或宽度。英国维珍航空公司对他们著名的品牌个性——“做不一样的事”进行了补充,重新改变了上层阶级服务的风格——有独特风格的机舱,一个静坐吧,飞行按摩服务以及可以平躺的座位(Aufreiter et al., 2003)。英国航空公司发现跟它的“高级客户”建立关系让他们的业务金额增加了九个百分点(Kristy, 2003)。 正如上文所述的案件表示,随着经济和现代工业的迅速发展,越来越多的优秀产品被提供。消费者变得比以前更强大、积极,聪明,对选择不同利益的产品和服务也变得越来越多敏感。 当然,消费者是最有价值的,因此要评估一下哪个提供的产品会带来最明显的价值,然后行动起来。这些力量创造了新的机遇和挑战,随着许多公司寻求新的方式来达到卓越营销,营销管理在近年来有了显著变化(Kotler and Keller, 2009)。因为买方的满意是产品的感知性能和买方期望的体现。斯旺森和凯利(2002)指出高消费者的满意对公司有很多好处,比如提高的消费者忠诚、增强公司信誉、减少价格弹性,降低将来的交易成本和提高员工效率。 在这种情况下,为了占领市场,实现利润最大化,许多公司开始重新考虑他们未来发展的战略。针对消费者的多维需求,公司彻底深入了解消费者从而来确保合适的产品以正确的方式销给正确的消费者就变得重要起来了。为此,第一步要做的就是依据消费者不断扩大的需求对市场进行细分。一个细分市场由一组拥有相似需求与欲望的人组成(Kotler and Keller, 2009)。核心是通过相应品牌的延伸来吸引消费者的多维需求。 一个研究表明消费者可被所有三种不同的利益(功能、过程、关系利益)细分从而创建更复杂、更强大的喜好地图。这些重要群体大小和性质有着显著的差异(Court et al.)。 所以,一个公司认清哪个部分的市场可以有效的服务是有必要和有益的。最精明的市场营销人员塑造过数以百计的功能、进程和关系组合体,并确定过同等数量的可能会吸引消费者的不同消费段。一个手机生产厂家正在寻找承诺供应几个有利可图的市场,例如建立跨职能部门客户段面板。有这个信息在手上,就可以真正地在主要市场找到有需要的目标消费群(John et al., 2006)。这种决定需要有对消费者行为敏锐的理解力和谨慎的战略思考能力。为了服务和建立有价值的消费群而对消费者的需求进行认识对营销人员来说是一个主要的挑战(Johnson and Schultz, 2004)。 营销人员的任务是建立并提供公司产品的特殊利益给正确的群体,而不是创建市场的群体。选择相应的利益进行沟通、强调的似乎在消费者广泛寻求利益和评估品牌而不是产品时尤为重要(Orth et al., 2004)。此外,成功的产品和服务提供商的竞争优势常常逻辑用解释,其中产品有助于客户价值实现,从而提高的满意度和行为意向,最终建立忠诚度,使得盈利增加(Cronin et al., 2000; Slater and Narver, 1994; Wang et al., 2004)。例如,星巴克添加文化价值来吸引顾客;宝马、奥迪、和其他一些汽车公司在中国设立4s店来提供全面的售后服务,从而强化品牌形象(Fisk, 2006)。 换句话说,对公司来说更重要的是提出一种客户价值主张,提供一套独特的利益或联合利益客户以满足他们的认知需求。从公司的角度看,这些购买动机应该被客户价值主张 (CVP)吸引,使它成为一个在领域里优先考虑的问题,如细分、服务发展和营销通讯(Rintam?ki et al., 2007)。 根据安德森(et al., 2006)的观点,为了使自己有别于竞争对手,公司需要对它的而价值主张有不同观点。一般情况下,确定客户价值主张开始于了解激发目标客户价值的关键方面、多层次评价客户价值主张利益,以及经济、功能、情感、和象征性的顾客价值维度的结合(Rintam?ki et al., 2007)。例如,创建功能价值往往与满足目标客户的需求的产品和提高不同阶段购物方便的进程相结合(Seiders et al., 2000)。乐购是英国得一个零售店,它通过为其客户创造卓越价值而获得竞争优势。乐购,以客户为中心的承诺提供了客户价值,它被概述进该公司的价值主张——点滴皆有助益,并成功地传达给客户及雇员。 人们普遍承认有效的营销通信必须认识产品或品牌和消费价值或消费者利益的关系(Sheth et al., 1991)。因为消费者可以在它们的价值组成里不断变化,他们可从一系列产品和品牌的寻找不同利益,因此将以不同的方式反应营销通讯重在产品利益的选择(Orth et al., 2004)。所以从管理的角度来看,当他们与客户关系和品牌定位想连时,延伸是必要的(Davis and Halligan, 2002)。 很显然每一个组织需要发展强大的品牌来作为他们商业战略的一个重要部分(Kay, 2006)。强大的品牌是为公司赢得竞争的一个很重要的因素,这种说法已经被普遍接受。好品牌使其赢得客户的忠诚,忠诚的顾客会减少员工和服务的成本(Cheverton, 2000)。它是竞争优势一种表现。品牌是这样一种以某种方式与其他产品或服务区别开来的产品或服务,旨在满足相同的需要(Kotler and Keller, 2009)。从客户的角度来看,一个品牌可以被定义为他或她的所有经验的总累积,是由与客户接触的所有点建立的(Kapferer, 2004)。 作为一个成功的品牌营销人,关键是要知道作为一个有优势的消费者必须看到所有的竞争优势。一个被顾客深刻地理解和体验的强大的品牌标志会在与其他品牌竞争是遇到客户的标志。一家公司需要建立一个清晰,明了的与品牌特征相连的品牌标志,可以很容易被客户理解(Ghodeswar, 2008)。西南航空就是一个很好的例子。西南航空成为"趣味"的航空公司,并通过了"第一次来,先到先得座位"的 方案 气瓶 现场处置方案 .pdf气瓶 现场处置方案 .doc见习基地管理方案.doc关于群访事件的化解方案建筑工地扬尘治理专项方案下载 。西南航空现在就乘客乘载而言是全国最大的航空公司,并持有的特点在于通过卖低票价获得了长期的财务成功。 除此之外,有效的品牌扩展在创新中发挥关键作用,它被越来越多的公司。建立的品牌可以轻松从内存中检索,扩展的品牌可以比独立的品牌更易于理解。当扩展的品牌与顾客关系和品牌的定位相连是,功能会更强大(Davis and Halligan, 2002)。与此同时,麦奎斯顿 (2004 年)指出公司努力创造某种形式的品牌特色,以免他们的产品被视为商品。可口可乐和百事可乐已设法维持其品牌的差异性,而不论其产品的本质是相似的。换句话说,品牌的差异可以以功能、服务、过程或成分为根据(Aaker, 2003)。 总括来说,随着不断变化的条件和环境,消费者也变得比以往更加动态。同样,消费者的行为也与过去相比有了巨大的改变。Mowen 和美浓(2000 年)描述了消费者行为,把它定义为研究购买 单元 初级会计实务单元训练题天津单元检测卷六年级下册数学单元教学设计框架单元教学设计的基本步骤主题单元教学设计 和涉及的收购,消费,货物的处理、服务、经验和思想交流过程的行为。增量收入和知识使消费者的消费观念和自我概念变得成熟。 因此,这些变化深刻影响消费者对传统营销的态度和行为。如何在这些条件下保持消费者忠诚是市场营销人员所面临的挑战之一。市场营销人员通过提供优质的产品和其他特色功能效益来获得成功的传统观点不起作用。因此,传统的商业准则和原则面临着新的挑战。这种情况下,越来越多的营销人员把维度添加到单个功能效益里从而引起品牌效益作为他们的营销计划的核心。公司经常尝试利用他们现有的既定品牌扩展到新的产品类别(Wu and Yen, 2007)。品牌利益集成了功能性利益和过程利益及关系利益,也就是情感利益,都与消费者有关,由抽象与形象生成,充分地被了解,并能从竞争中看出不同点。正如 BP 布朗的首席执行官说:在全球市场中,品牌是吸引客户和业务的关键。它不是只是几个加油站或者其他你做的事情,也不是你所拥有的关系(Wheeler, 2003)。 通过在母品牌下推出新产品,品牌经理可能获得几个优点:不仅新产品可以有效地推出,延伸的品牌产品也能帮助振兴母品牌或者旗舰产品(Supphellen et al., 2004)。从这个角度来看,营销的三个维度也意味着品牌的三个维度,代表有机会扩展代表窄功能线以外的品牌——并争取通过这样做。这个品牌空间的延伸源于将维度添加到单个的功能利益,代表一个巨大的机会,可能会导致市场营销的成功。因此,任何想要在这个高度竞争的营销世界生存和发展的公司,应始终保持不断努力建立品牌效益和实施品牌延伸。