营销管理

章节摘录

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 the company and the resulting perception that McNeil and Johnson & Johnson put their customers and their long-term relationships with them ahead of short-term profits.An example of a failure of a company to be customer oriented is Bridgestone-Firestone. As nearly every reader knows, in 2000, some owners of Ford Explorers suffered fatal accidents when their Firestone tires blew out. As a result, Ford recalled all of the 15", 16", and 17" Firestone Wilderness AT tires on all of its cars and also changed suppliers. Bridgestone-Firestone was heavily criticized for initially denying the problem, blaming drivers （i.e., customers） for the problem by under-inflating their tires, and generally being unresponsive to the public outcry. The result was the firing of its CEO, a $1.7 billion loss in 2001, and speculation that the venerable Firestone brand could die. Although the latter has not happened, the company's response was （and is） a textbook example of lack of customer orientation, both to Ford and to Ford's customers.

前言

世纪之交，中国与世界的发展呈现最显著的两大趋势——以网络为代表的信息技术的突飞猛进，以及经济全球化的激烈挑战。无论是无远弗界的因特网，还是日益密切的政治、经济、文化等方面的国际合作，都标示着21世纪的中国是一个更加开放的中国，也面临着一个更加开放的世界。教育，特别是管理教育总是扮演着学习与合作的先行者的角色。改革开放以来，尤其是20世纪90年代之后，为了探寻中国国情与国际上一切优秀的管理教育思想、方法和手段的完美结合.为了更好地培养高层次的“面向国际市场竞争、具备国际经营头脑”的管理者，我国的教育机构与美国，欧洲、澳洲以及亚洲一些国家和地区的大量的著名管理学院和顶尖跨国企业建立了长期密切的合作关系。以清华大学经济管理学院为例，2000年，学院顾问委员会成立，并于10月举行了第一次会议，2001年4月又举行了第二次会议。这个顾问委员会包括了世界上最大的一些跨国公司和中国几家顶尖企业的最高领导入，其阵容之大、层次之高。超过了世界上任何一所商学院。在这样高层次、多样化、重实效的管理教育国际合作中，教师和学生与国外的交流机会大幅度增加，越来越深刻地融入到全球性的教育、文化和思想观念的时代变革中，我们的管理教育工作者和经济管理学习者。更加真切地体验到这个世界正发生着深刻的变化，也更主动地探寻和把握着世界经济发展和跨国企业运作的脉搏。我国管理教育的发展，闭关锁国、闭门造车是绝对不行的。必须同国际接轨，按照国际一流的水准来要求自己。正如朱镕基同志在清华大学经济管理学院成立十周年时所发的贺信中指出的那样：“建设有中国特色的社会主义，需要一大批掌握市场经济的一般规律，熟悉其运行规则，而又了解中国企业实情的经济管理人才。清华大学经济管理学院就要敢于借鉴、引进世界上一切优秀的经济管理学院的教学内容、方法和手段，结合中国的国情，办成世界第一流的经管学院。”作为达到世界一流的一个重要基础，朱镕基同志多次建议清华的MBA教育要加强英语教学。我体会，这不仅因为英语是当今世界交往中重要的语言工具，是连接中国与世界的重要桥梁和媒介，而且更是中国经济管理人才参与国际竞争。加强国际合作，实现中国企业的国际战略的基石。

内容概要

作者：(美国)拉塞尔·威纳(Russel S.Winer)

书籍目录

partone:  Marketing Phitosophy and Strategy　1  Marketing and the Job of the Marketing Manager　2  A Strategic Marketing Frameworkparttwo:  Anatysis for Marketing Decisions　3  Marketing Research　4  Analyzing Consumer Behavior　5  OrganizaUonal Buying Behavior　6  Market Structure and Competitor Analysispartthree: Marketing Decision Making　7  Product Decisions　8  New Product Development　9  Pridng　10  Communications and Advertising Strategy　11  Sales Promotion　12  Channels of Distribution　13  Direct Channels of Distribution: Personal Selling and Direct Marketing　14  Customer Relationship Management　15  Special Topic: Strategies for Service Markets

编辑推荐

《营销管理(第3版)》：清华营销学系列英文版教材。

作者简介

《营销管理(第3版)》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：第一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《营销管理(第3版)》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。最后，《营销管理(第3版)》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，《营销管理(第3版)》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。

图书封面

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