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Understanding Marketing Fundamentals

The foundation of Marketing

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0% found this document useful (0 votes)
57 views6 pages

Understanding Marketing Fundamentals

The foundation of Marketing

Uploaded by

andinh5324
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd

Marketing: The process by which companies create value for customers and build

strong customer relationships in order to capture value from customers in return.

Another definition: Building and maintaining profitable customer relationships.

5 Stages of Marketing

Stage 1: Understanding Customers Needs, Wants & Demands


Needs, Wants & Demands:

- Needs: the basic human requirements like shelter, clothes, food, water, etc.
which are essential for human beings to survive.
● Maslow’s Hierarchy of Needs

- Wants:

Unnecessary. Objects that will satisfy needs. (varied depending on each


individual’s perception, environment, culture, and society)

Both Vietnameses and Americans need food. However, the


Vietnameses might want rice, while Americans might want a Big Mac
(hamburger).

- Demands: when a customer is willing and having the Buying Power1 to buy
their needs or wants.

Market offerings: some combination of products, services, information, or


experiences offered to a market to satisfy a need or want.

- Marketing myopia: The mistake of focusing on fulfilment of immediate needs


of the company (the specific products a company offers) rather than focusing
on marketing from consumers’ point of view (product benefits, experiences
delivered, underlying customer needs).

A manufacturer of drill bits may think that the customer needs a drill bit.
But what the customer really needs is a hole. These sellers will have
trouble if a new product comes along that serves the customer’s needs
better or less expensively.

1 Buying power: represents the ability to make purchases (money)


Kodak: Tập trung quá nhiều vào việc máy ảnh xài phim tốt nhất, sau
cùng để thua các nhà sản xuất máy ảnh không dùng phim. Sau cùng,
mục tiêu chính của khách hàng là lưu giữ lại kỉ niệm, chứ không phải
chất lượng phim. Kodak thua nhà sản xuất mới vì công nghệ chụp ảnh
lỗi thời hơn, người ta chuyển sang các brand máy ảnh đời sau vì khỏi
cần phim, nhưng vẫn chụp được ảnh -> giá rẻ hơn, tiện dụng hơn.

Máy ảnh dùng phim là ntn? Kiểu hồi trước mà muốn chụp ảnh thì phải
cầm theo một cuộn phim, dẫn đến lưu trữ không nhiều, hình ảnh ko
sắc nét bằng và nếu muốn quay phim thì FPS thấp. Chưa kể tốn tiền
mua phim. Còn máy ảnh kỹ thuật số thì xài thẻ nhớ -> tiện lợi hơn, lưu
trữ nhiều hơn.

[Link]
docID=5176226 - trang 580 và 581

Trích lại định nghĩa của marketing myopia: The mistake of focusing on
fulfilment of immediate needs of the company (nhu cầu bán máy ảnh
chụp phim, cũng đồng thời là sản phẩm tiên phong của Kodak) rather
than focusing on marketing from consumers’ point of view (lưu giữ lại kỉ
niệm, khoảnh khắc đáng nhớ)

Thực ra thì Kodak dính hai lỗi là Marketing myopia và Competitor


myopia (xem trọng nhầm đối thủ, Kodak tưởng nhầm Fuji (một công ty
máy ảnh phim khác) là đối thủ của mình, nhưng không ngờ rằng các
công ty sản xuất máy ảnh kỹ thuật số (Canon, Sony) mới thực sự là đối
thủ của mình)

Nokia: Tập trung quá nhiều vào phần cứng thay vì phần mềm, khách
hàng muốn một chiếc điện thoại có thể làm nhiều hơn là nhắn tin và gọi
điện (tức là còn có thể lướt internet, đọc báo, game, bảo mật, v.v).
Trong khi đó, Nokia tập trung vào cải thiện phần cứng (vỏ điện thoại
cứng cáp hơn, nút bấm sướng tay hơn, loa nghe rõ hơn…) Nokia cho
rằng khách hàng vẫn sẽ mua điện thoại phổ thông/cục gạch (featured
phone, chỉ có tính năng nghe, gọi) thay vì smartphone.

Nên khi Apple trỗi dậy (tập trung vào tính năng của điện thoại hơn là
các phần cứng, v.v.) thì Nokia fail, mất thị trường và thua lỗ, bị
Microsoft mua lại.

Trích lại định nghĩa của Marketing myopia: The mistake of focusing on
fulfilment of immediate needs of the company (selling featured phones)
rather than focusing on marketing from consumers’ point of view (i.e.,
phones with more features, e.g., GPS, Internet, social media apps…)

Customer value: Customer’s perception


of the worth of your product or service
(including the value for money, the benefit
provided,...).
Should set the right balance of expectations. If too high, customers will be
dissatisfied, If too low, customers will turn to competitors.

Differences between a transaction and an exchange:

No Transaction Exchange

1 Exchange of goods/service for an Goods/services are traded off


amount (money) between 2 or between 2 parties.
more parties/companies/firms.

2 Generally, the term transaction is Generally, the term Exchange is used


used in ownership transfer from in currency exchange rates (tỉ giá trao
one (buyer) to another (seller). đổi ngoại tệ) or Barter trade2.

3 Used money as medium. Money is not a medium of trade.

4 Involves two or more than two Only two parties are involved in
parties. exchange

5 Recorded in books of accounting. In exchange, transactions (giao dịch)


are not recorded.

Market = Actual Buyers + Potential Buyers

Marketing Environment: (Topic 2)

Stage 2. Design a customer-driven marketing strategy (STDP)


Customer-driven: Being customer-driven is about putting customer needs at the
center of the business strategy

Marketing Management: choosing target markets and building profitable


relationships with them. Aim: find, attract, keep, and grow target customers by
creating, delivering, and communicating superior customer value.

Select customer to serve = Segmentation + Target Marketing

- Market segmentation: dividing the market into segments of customers.

- Target Marketing: selecting which segments it will go after

Choose a value proposition (product benefit and values that satisfy customer
needs): Differentiate + Positioning

2 Barter trade: any exchange of goods and services for other goods and services
without exchanging any form of money.
Marketing management orientation: The process that helps in identifying and
selecting the appropriate strategies for managing customer relationships.

● Production Concept: Improve production and distribution efficiency (highly


affordable and available, risk of short-sightedness).
● Product Concept: Focus on making continuous product improvements
(product orientation risk: marketing myopia)
● Selling Concept: Begin a large-scale selling and promotion effort.
(particularly appropriate and effective with unsought 3 goods). This is an
inside-out perspective.

● Marketing Concept:
understanding customer
needs and creating
products and services
that meet existing and
latent needs + delivering
the desired satisfactions
better than competitors
do (This is customer-
driven).
○ Customer-driving: Understand customer needs better than customers
themselves do.
● Societal Marketing concept =
Customers’ wants + Company’s
Requirement + Consumers’ and
Society’s Long-run interest.

3 Unsought good: goods that the consumer does not know about or does not
normally think of buying (e.g., funeral services, blood donation, insurance)
- Ex: Tesla - Green energy/ electric car, Apple - recycling program, The
body shop - natural cosmetics

Stage 3: Construct an integrated marketing program that deliver superior


value
Marketing mix: the set of marketing tools the firm uses to implement its marketing
strategy.

4Ps of Marketing, need to balanced to create a integrated marketing program

● Create a need-satisfying market offering (product).


● Decide how much it will charge for the offer (price).
● Decide how it will make the offering available to target consumers (place).
● Communicate with target customers about the offer and persuade them of its
merits (promotion)

Stage 4: Build profitable relationship & create customer delight


Customer Relationship Management (CRM): the overall process of building and
maintaining profitable customer relationships (marketing) by delivering superior
customer value and satisfaction. It deals with all aspects of acquiring, keeping and
growing customers. = Managing detailed information about individual customers +
carefully managing customer touch points => maximise customer loyalty.

Customer Perceived Value & Satisfaction:

● Customer perceived value: The customer’s evaluation of the difference


between all the benefits and all the costs of a market offering relative to those
of competing offers. (Customer compares different marketing offers by
different brands to make an assumption of the market offer).
● Customer satisfaction: The extent to which a product’s perceived
performance matches a buyer’s expectations. If:
○ Perceived performance < expectations => dissatisfied.
○ Perceived performance = expectations => satisfied.
○ Perceived performance > expectations => highly satisfied/delighted.

Stage 5: Capture value from customers to create profits and customer


equity
Customer lifetime value: the total amount of money a customer is expected to
spend with your business, or on your products, during the lifetime of an average
business relationship.

Customer equity: the sum of


customer lifetime values for every
client of a particular brand. It is the
potential profit that all of the company’s customers can bring during the business-
customer relationship.

Market share: the percentage of the total revenue or sales in a market that a
company's business makes up.

Invest Priority: True Friends & Butterflies > Barnacles (might need to get rid of later)
> Strangers (no invest).

Common questions

Powered by AI

Focusing on short-term product sales might boost immediate revenues but risks alienating customers by neglecting long-term relationship building, which is crucial for sustained success. This approach can lead to customer churn if competitors practice superior relationship management, ultimately reducing customer lifetime value and equity. Conversely, it might temporarily strengthen cash flow or market reach in highly competitive environments .

Marketing myopia affected Kodak by causing an over-focus on film camera production, ignoring the emerging digital camera market that better met customer needs for convenience and lower costs. Similarly, Nokia's emphasis on hardware over the evolving software and app ecosystem led to its decline when smartphones emerged. The lesson here is that businesses should focus on broadly understanding and anticipating customer needs and technological trends rather than being mired in current product offerings .

Market segmentation and target marketing are foundational for developing a value proposition by identifying distinct customer groups and determining which ones to focus marketing efforts on. A value proposition is crafted based on the needs and characteristics of these target segments, ensuring the delivery of tailored benefits and values that specifically address those segments' needs and desires .

A customer-driven marketing strategy involves segmentation, targeting, differentiation, and positioning. Segmentation divides the market into different groups, targeting selects the segments to focus on, differentiation involves creating a unique market offering, and positioning defines how the offering is perceived in the minds of target customers. These components interrelate to maximize customer value by ensuring that marketing efforts are aligned with diverse customer needs and preferences .

Different orientations such as production, product, selling, marketing, and societal marketing guide companies by framing the lens through which they prioritize efficiency, improvement, aggressive selling, or customer-centric approaches. For instance, a company adopting a marketing orientation focuses on understanding and meeting customer needs better than competitors, while a societal orientation aims to align marketing strategies with broader societal welfare .

A strong CRM strategy enhances customer perceived value by meticulously managing customer touchpoints and maintaining detailed customer information to provide personalized experiences. This leads to higher satisfaction by ensuring that the perceived performance of a product or service consistently meets or exceeds expectations, thus fostering loyalty and potentially driving repeat business .

Market growth strategies are deeply intertwined with understanding consumer needs, wants, and demands. By accurately identifying these aspects, businesses can tailor their offerings and strategic decisions to expand market share and increase consumer satisfaction. Needs represent fundamental requirements, wants indicate desire for specific products, and demands reflect the buying power used to purchase them, all of which drive strategic growth initiatives .

The production concept, focused on efficiency and affordability, might lead to marketing myopia by prioritizing product quantity over quality or customer relevance. The product concept, emphasizing continuous improvement, risks marketing myopia by ignoring broader customer needs and focusing narrowly on product features, potentially overlooking emerging rivals or market shifts. Both concepts, if singularly pursued, can result in failing to anticipate long-term market trends .

The societal marketing concept is critical because it harmonizes profitability, customer needs, and societal welfare, ensuring long-term success and sustainability. Unlike the traditional marketing concept that focuses solely on immediate customer satisfaction and company objectives, the societal concept considers the broader impact on society and the environment, reflecting modern consumer concerns about social responsibility .

Customer lifetime value calculates the total revenue a customer is expected to generate over their lifetime with a business, informing strategies for customer retention and relationship building. Customer equity is the aggregated value of lifetime values across all customers, reflecting the total potential profit the customer base can bring. Together, they highlight the importance of investing in customer relationships as a means to secure sustainable profits .

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