營銷管理

前言

世紀(jì)之交，中國與世界的發(fā)展呈現(xiàn)最顯著的兩大趨勢——以網(wǎng)絡(luò)為代表的信息技術(shù)的突飛猛進(jìn)，以及經(jīng)濟(jì)全球化的激烈挑戰(zhàn)。無論是無遠(yuǎn)弗界的因特網(wǎng)，還是日益密切的政治、經(jīng)濟(jì)、文化等方面的國際合作，都標(biāo)示著21世紀(jì)的中國是一個更加開放的中國，也面臨著一個更加開放的世界。教育，特別是管理教育總是扮演著學(xué)習(xí)與合作的先行者的角色。改革開放以來，尤其是20世紀(jì)90年代之后，為了探尋中國國情與國際上一切優(yōu)秀的管理教育思想、方法和手段的完美結(jié)合.為了更好地培養(yǎng)高層次的“面向國際市場競爭、具備國際經(jīng)營頭腦”的管理者，我國的教育機(jī)構(gòu)與美國，歐洲、澳洲以及亞洲一些國家和地區(qū)的大量的著名管理學(xué)院和頂尖跨國企業(yè)建立了長期密切的合作關(guān)系。以清華大學(xué)經(jīng)濟(jì)管理學(xué)院為例，2000年，學(xué)院顧問委員會成立，并于10月舉行了第一次會議，2001年4月又舉行了第二次會議。這個顧問委員會包括了世界上最大的一些跨國公司和中國幾家頂尖企業(yè)的最高領(lǐng)導(dǎo)入，其陣容之大、層次之高。超過了世界上任何一所商學(xué)院。在這樣高層次、多樣化、重實效的管理教育國際合作中，教師和學(xué)生與國外的交流機(jī)會大幅度增加，越來越深刻地融入到全球性的教育、文化和思想觀念的時代變革中，我們的管理教育工作者和經(jīng)濟(jì)管理學(xué)習(xí)者。更加真切地體驗到這個世界正發(fā)生著深刻的變化，也更主動地探尋和把握著世界經(jīng)濟(jì)發(fā)展和跨國企業(yè)運(yùn)作的脈搏。我國管理教育的發(fā)展，閉關(guān)鎖國、閉門造車是絕對不行的。必須同國際接軌，按照國際一流的水準(zhǔn)來要求自己。正如朱镕基同志在清華大學(xué)經(jīng)濟(jì)管理學(xué)院成立十周年時所發(fā)的賀信中指出的那樣：“建設(shè)有中國特色的社會主義，需要一大批掌握市場經(jīng)濟(jì)的一般規(guī)律，熟悉其運(yùn)行規(guī)則，而又了解中國企業(yè)實情的經(jīng)濟(jì)管理人才。清華大學(xué)經(jīng)濟(jì)管理學(xué)院就要敢于借鑒、引進(jìn)世界上一切優(yōu)秀的經(jīng)濟(jì)管理學(xué)院的教學(xué)內(nèi)容、方法和手段，結(jié)合中國的國情，辦成世界第一流的經(jīng)管學(xué)院?！弊鳛檫_(dá)到世界一流的一個重要基礎(chǔ)，朱镕基同志多次建議清華的MBA教育要加強(qiáng)英語教學(xué)。我體會，這不僅因為英語是當(dāng)今世界交往中重要的語言工具，是連接中國與世界的重要橋梁和媒介，而且更是中國經(jīng)濟(jì)管理人才參與國際競爭。加強(qiáng)國際合作，實現(xiàn)中國企業(yè)的國際戰(zhàn)略的基石。

內(nèi)容概要

本書提出了營銷戰(zhàn)略綜合遠(yuǎn)景，把營銷戰(zhàn)略作為主體貫穿全書。正文分為三大部分：第一部分是營銷原理和戰(zhàn)略。其中包括營銷概念的介紹、營銷經(jīng)理的工作職責(zé)以及形成本書主體的完整營銷戰(zhàn)略結(jié)構(gòu)。第二部分是營銷決策分析。包括營銷調(diào)研、消費者行為分析、組織購買行為分析、市場結(jié)構(gòu)和競爭對手分析。第三部分是營銷決策。包括產(chǎn)品決策、新產(chǎn)品的開發(fā)和營銷、定價、傳播與廣告戰(zhàn)略、促銷、分銷渠道、人員推銷與直接營銷、顧客關(guān)系管理、服務(wù)市場戰(zhàn)略。    作者通過信息技術(shù)、特別是互聯(lián)網(wǎng)來強(qiáng)調(diào)營銷環(huán)境變化的迅速，從而激勵營銷管理者與時俱進(jìn)。最后，本書還具有如下一些顯著的教學(xué)特色：每章學(xué)習(xí)要點及概述。學(xué)習(xí)要點使學(xué)生對本章內(nèi)容一目了然。    每章開頭部分的案例。它形象地為讀者提供了一個有趣的現(xiàn)代公司的情況，是應(yīng)用營銷決策流程的背景資料。在學(xué)習(xí)過程中，讀者應(yīng)當(dāng)多次回顧開頭部分的案例。在所有章節(jié)中，作者運(yùn)用了大量的真實案例。其中一些案例啟迪讀者在現(xiàn)實中如何應(yīng)用特殊的營銷戰(zhàn)略或方案。    總結(jié)。它是對本章內(nèi)容的回顧。    每章問題。使學(xué)生回顧并應(yīng)用在該章學(xué)到的內(nèi)容。    基于以上特色，本書十分適合作為MBA、本科生及研究生的教科書，也能幫助正在或準(zhǔn)備參與國際競爭的企業(yè)管理者和營銷人員開拓視野，從戰(zhàn)略高度進(jìn)行謀劃。

作者簡介

作者：(美國)拉塞爾·威納(Russel S.Winer)

書籍目錄

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

章節(jié)摘錄

插圖：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.

編輯推薦

《營銷管理(第3版)》：清華營銷學(xué)系列英文版教材。

圖書封面

評論、評分、閱讀與下載

---

    營銷管理 PDF格式下載

---