营销管理-第3版

内容简介

　　本书提出了营销战略综合远景，把营销战略作为主体贯穿全书。正文分为三大部分：**部分是营销原理和战略。其中包括营销概念的介绍、营销经理的工作职责以及形成本书主体的完整营销战略结构。第二部分是营销决策分析。包括营销调研、消费者行为分析、组织购买行为分析、市场结构和竞争对手分析。第三部分是营销决策。包括产品决策、新产品的开发和营销、定价、传播与广告战略、促销、分销渠道、人员推销与直接营销、顾客关系管理、服务市场战略。　　 作者通过信息技术、特别是互联网来强调营销环境变化的迅速，从而激励营销管理者与时俱进。*后，本书还具有如下一些显著的教学特色：每章学习要点及概述。学习要点使学生对本章内容一目了然。　　 每章开头部分的案例。它形象地为读者提供了一个有趣的现代公司的情况，是应用营销决策流程的背景资料。在学习过程中，读者应当多次回顾开头部分的案例。在所有章节中，作者运用了大量的真实案例。其中一些案例启迪读者在现实中如何应用特殊的营销战略或方案。　　 总结。它是对本章内容的回顾。　　 每章问题。使学生回顾并应用在该章学到的内容。　　 基于以上特色，本书十分适合作为mba、本科生及研究生的教科书，也能帮助正在或准备参与国际竞争的企业管理者和营销人员开拓视野，从战略高度进行谋划。

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插图：A good example of the conflict between finance and marketing is the leveraged buy-out of R.J. Reynolds by Kohlberg, Kravis, and Roberts （KKR） in 1987. In the 1980s and even through the 1990s, companies were bought and sold and their brands and product lines considered assets in a financial sense. The problem from a marketing perspective is that concern for customers rarely plays a role in takeovers. In the case of R.J. Reynolds, the tobacco company suffered tremendously under KKR's management. If a company is taken private through a leveraged buyout, generating cash flow to pay down debt becomes of primary importance. Spending money investing in brands in terms of under- standing changing customer needs and benefits sought becomes much less important. Through 1995, their leading brands （Winston, Camel, and Salem） all suffered disastrous market share losses against Philip Morris's Marlboro, Brown & Williamson's Kool, and the new-price brands. It is difficult to be customer oriented and market driven when the main objective is to sustain profit margins and generate cash. Another indicator of whether the company is customer oriented and maintains a long-term focus on its customers is how it reacts to a crisis.Johnson & Johnson is a classic example of a customer-oriented company because of its reaction to two Tylenol poisonings in 1982 and 1986. In 1982, seven people died after they consumed Tylenol Extra Strength pain reliever capsules filled with cyanide. McNeil Laboratories, the division of Johnson & Johnson that makes Tylenol, immediately pulled the product off store shelves and soon re-introduced the product in new tamper-resistant packaging. In 1986, another woman was poisoned by a tainted capsule. McNeil again immediately pulled the product from store shelves and subsequently decided to abandon capsules. In both cases, Tylenol's market share rebounded because of the immediate actions taken by