Transcript No Slide Title

Markkinoinnin ja Myynnin perusteet
6.9.2010
MAR1LH001
Anna Hankimaa
7/21/2015
Lähde: Kotler-Armstrong, Chapter 5-6
Consumer Buying Behavior
• Buying behavior of people who buy goods and services
for personal use -> consumer market
• The central question for marketers is:
– “How do consumers respond to various marketing
efforts the company might use?”
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Lähde: Kotler-Armstrong, Chapter 5-6
Model of Buyer Behavior
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Lähde: Kotler-Armstrong, Chapter 5-6
Factors Influencing
Consumer Behavior
Social
Personal
Reference Groups
Age & Life-Cycle Stage
Psychological
Family
Occupation
Motivation
Roles & Status
Economic Situation
Perception
Lifestyle
Learning
Personality & SelfConcept
Beliefs & Attitudes
Cultural
Culture
Subculture
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Social Class
Lähde: Kotler-Armstrong, Chapter 5-6
Culture
Cultural
Culture
Subculture
Social Class
• Culture is the most basic cause of a person's wants and
behavior
• Culture is learned from family, church, school, peers,
colleagues.
• Culture includes basic values, perceptions, wants,
and behaviors.
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Lähde: Kotler-Armstrong, Chapter 5-6
Cultural
Social Class
Culture
Subculture
Social Class
• Society’s relatively permanent and ordered divisions
whose members share similar values, interests, and
behaviors.
• Measured by a combination of: occupation, income,
education, wealth, and other variables.
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Lähde: Kotler-Armstrong, Chapter 5-6
Social Factors
Social
Reference Groups
Family
Roles & Status
Viiteryhmällä (reference group)
tarkoitetaan kaikkia sellaisia
ryhmiä, joihin yksilöt
samaistuvat tai haluavat
samaistua
Millaisia viiteryhmiä tunnistat?
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Lähde: Kotler-Armstrong, Chapter 5-6
Personal Factors
Personal
• Elämänvaiheet:
– Esim. Gen Y (alle 25 v), Young
Professionls/D.I.N.K (25-34 v.) , Families
(35-54) and Zoomers (55- ) / Sony seg.
• Elämäntyylit
Occupation
Economic Situation
Lifestyle
– Elämäntyylien perusteella tehdään
luokitteluja eli typologioita, joiden avulla
ostokäyttäytymistä selitetään:
– Suomessa Risc Monitor-tutkimus (TNS
Gallup Oy) ja Valuegraphics- analyysi
(Taloustutkimus)
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Age & Life-Cycle Stage
Lähde: Kotler-Armstrong, Chapter 5-6
Personality & SelfConcept
Personality & Self-Concept
• Personality refers to the unique
psychological characteristics that lead
to relatively consistent and lasting
responses to one’s own environment.
• Generally defined in terms of traits
(=luonteenpiirre)
• Self-concept suggests that people’s
possessions contribute to and reflect
their identities.
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Lähde: Kotler-Armstrong, Chapter 5-6
Personal
Age & Life-Cycle Stage
Occupation
Economic Situation
Lifestyle
Personality & SelfConcept
Maslow’s
Hierarchy of
Needs
Psychological
Motivation
Perception
Learning
Beliefs & Attitudes
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Lähde: Kotler-Armstrong, Chapter 5-6
Perception
Psychological
Motivation
Perception
• Perception
Information Inputs
Interpretation (tulkinta)
Selective Attention
(huomio)
Selective Distortion
(tulkinta)
Selective Retention
(muisti)
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Learning
Beliefs & Attitudes
• Perception = the process by
which people select, organize,
and interpret information inputs
to form a meningful picture of
the world (oman käsityksen
muodostaminen)
Lähde: Kotler-Armstrong, Chapter 5-6
Perception
• Selective Attention: the process of selecting some
inputs to attend to while ignoring others.
• Selective distortion is an individual’s changing or
twisting of information when it is inconsistent with
personal feelings or beliefs.
• Selective retention is remembering information that
supports personal feelings and beliefs and forgetting
inputs that do not.
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Lähde: Kotler-Armstrong, Chapter 5-6
Psychological
Learning
Motivation, Perception
Learning
Beliefs & Attitudes
• Learning: a relatively permanent change in behavior
due to experience.
• Interplay of drives, stimuli, cues, responses, and
reinforcement.
• Strongly influenced by the consequences of an
individual’s behavior
– Behaviors with satisfying results tend to be repeated.
– Behaviors with unsatisfying results tend not to be
repeated.
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Lähde: Kotler-Armstrong, Chapter 5-6
Types of Buying Behavior
High Involvement
Low Involvement
Significant
differences
between
brands
Complex buying behavior
Varietyseeking behavior
Few
differences
between
brands
Dissonance reducing buying
behavior
Habitual buying behvior
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Lähde: Kotler-Armstrong, Chapter 5-6
Buying Decision Process
Need
recognition
Internal stimuli /
External stimuli
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Evaluation
of
alternatives
Information
search
Heightened attention
/ active information
search
Purchase
decision
Purchase intention > action
Lähde: Kotler-Armstrong, Chapter 5-6
Postpurchase
behavior
How well the
expectations are
met?
Cognitive
dissonance
Buying Decision Process
• Consumers may use careful calculations & logical
thinking
• Consumers may buy on impulse and rely on intuition
• Consumers may make buying decisions on their own
• Consumers may make decisions after talking with
others
Marketers must study buyers to find out how they
evaluate brand alternatives!
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Lähde: Kotler-Armstrong, Chapter 5-6
Buying Decision Process
• Cognitive dissonance: a buyer’s doubts shortly after a
purchase about whether it was the right decision.
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Lähde: Kotler-Armstrong, Chapter 5-6
Product Adopter Categories
• When an organization introduces a new product, people
do not begin the adoption process at the same time, nor
do they move through it at the same speed.
• Adopters are divided into five categories:
– Innovators
– Early Adaptors
– Early Majority
– Late Majority
– Laggards
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Lähde: Kotler-Armstrong, Chapter 5-6
• Mihin ryhmään itse kuulut?
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Lähde: Kotler-Armstrong, Chapter 5-6
Business Markets &
Business Buyer Behavior
• The business market is vast and involves far bigger
sales and items than do consumer markets.
• Business buyer behavior refers to the buying behavior
of the organizations that buy
– goods and services for use in the production of other
products
– services that are sold, rented, or supplied to others.
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Lähde: Kotler-Armstrong, Chapter 5-6
Business Markets
• Market Structure and
Demand:
– Contains far fewer but
larger buyers.
– Customers are more
geographically
concentrated.
– Business demand is
derived from
consumer demand.
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• Nature of the Buying
Unit:
– Business purchases
involve more decision
participants.
– Business buying
involves a more
professional
purchasing effort.
Lähde: Kotler-Armstrong, Chapter 5-6
Types of Decisions and the
Decision Process
• Business buyers usually face more complex buying
decisions
• Business buying process tends to be more formalized
• Buyers and seller work more closely together and build
close long-run relationships
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Lähde: Kotler-Armstrong, Chapter 5-6
Model of Business Buyer
Behavior
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Lähde: Kotler-Armstrong, Chapter 5-6
Major Types of Buying
Situations
Straight Rebuy
The buyer routinely reorders
something without any
modifications
Modified Rebuy
The buyer wants to modify
product specifications,
prices, terms, or suppliers.
New Task
The buyer purchases a
product or service for the
first time.
Participants in the Business
Buying Process
• Decision-making unit of a • Buying Center Members:
– Users
buying organization is
– Deciders
called its buying center.
– Influencers
• Not a fixed and formally
– Buyers
identified unit.
– Gatekeepers
• Membership will vary for
different products and
buying situations.
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Lähde: Kotler-Armstrong, Chapter 5-6
Major Influences on Business
Buyer Behavior
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Lähde: Kotler-Armstrong, Chapter 5-6
The Business Buying
Process
1. Problem
recognition
2. General
need
description
3. Product
specification
4. Supplier
search
5. Proposal
solicitation
(tarjouspyyntö)
6. Supplier
Selection
7. Orderroutine
specification
8.
Performance
review
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Lähde: Kotler-Armstrong, Chapter 5-6
SEGMENTATION
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Lähde: Kotler-Armstrong, Chapter 5-6
Steps in Market
Segmentation, Targeting,
and Positioning
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Lähde: Kotler-Armstrong, Chapter 5-6
Segmentation
Terminology
• Segment Marketing
– Adopting a company’s offerings so taht tehy more closely match the
needs of one or more segments
• Niche Marketing
– Adapting a company’s offerings to more closedly match the needs of one
more sub-segments where there is often little competition
• Micromarketing
– A form of target marketing in which companies tailor their marketing
programmes to the wants and needs of very narrowly defined
demographic, psychogracphic or behavioural segments
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Lähde: Kotler-Armstrong, Chapter 5-6
Market Segmentation
•
•
•
•
Geographic
Demographic
Psychographic
Behavioral
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Lähde: Kotler-Armstrong, Chapter 5-6
Market Segmentation
GEOGRAPHIC
• World region or country, City
• Density (Urban, suburban, rural)
• Climate (Northern, Southern)
DEMOGRAPHIC
• Age, gender, family size, income, occupation, etc.
• The most popular bases for segmenting customer
groups.
• Easier to measure than most other types of variables.
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Lähde: Kotler-Armstrong, Chapter 5-6
Market Segmentation
PSYCHOGRAPHIC
• Social class
• Lifestyle
• Personality
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Lähde: Kotler-Armstrong, Chapter 5-6
Market Segmentation
BEHAVIORAL
• Occasion: Regular / special
• Benefits: quality, service, economy, convenience, speed
• User status: nonuser, ex-user, potential, first-time, regular
• User rates: light user, medium user, heavy user
• Loyalty status: none, medium, strong, absolute
• Readiness stage: unaware, aware, informed, interested,
desirous, intending to buy
• Attitude toward product: enthusiastic, positive,
indifferent, negative, hostile
7/21/2015
Lähde: Kotler-Armstrong, Chapter 5-6
Market Segmentation
• Best to use multiple approaches in order to identify
smaller, better-defined target groups.
• Start with a single base and then expand to other
bases.
7/21/2015
Lähde: Kotler-Armstrong, Chapter 5-6
Segmenting Business
Markets
• Consumer and business markets use many of the same
variables for segmentation.
• Business marketers can also use:
• DEMOGRAPHICAL: industry, company size
• OPERATIONAL: by technology, light/medium/heavy
users
• PURCHASING: quality or best value, leasing or buying
• SITUATIONAL: urgency (DHL), specific use
• PERSONAL: Commited long-term customer
relationships
7/21/2015
Lähde: Kotler-Armstrong, Chapter 5-6
Segmenting International
Markets
•
•
•
•
Geographic location
Economic factors
Political and legal factors
Cultural factors
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Lähde: Kotler-Armstrong, Chapter 5-6
Requirements for Effective
Segmentation
•
•
•
•
•
Measurable
Accessible
Substantial
Differentiable
Actionable
7/21/2015
Lähde: Kotler-Armstrong, Chapter 5-6
Evaluating Market Segments
• Segment Size and Growth
– Analyze current segment sales, growth rates, and expected
profitability.
• Segment Structural Attractiveness
– Consider effects of: competitors, existence of substitute products, and
the power of buyers & suppliers.
• Company Objectives and Resources
– Examine company skills & resources needed to succeed in that
segment.
– Offer superior value and gain advantages over competitors.
7/21/2015
Lähde: Kotler-Armstrong, Chapter 5-6
Target Marketing Strategies
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Lähde: Kotler-Armstrong, Chapter 5-6
Choosing a Market Coverage
Strategy
Factors to consider:
• Company resources
• Product variability
• Product’s life-cycle stage
• Market variability
• Competitors’ marketing strategies
7/21/2015
Lähde: Kotler-Armstrong, Chapter 5-6
Positioning for Competitive
Advantage
• Product’s position is the way the product is defined by
consumers on important attributes.
• The place the product occupies in consumers’ minds
relative to competing products.
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Lähde: Kotler-Armstrong, Chapter 5-6
Positioning Map
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Lähde: Kotler-Armstrong, Chapter 5-6
Choosing a Positioning
Strategy
1. Identify a set of possible competitive advantages on
which to build a position
2. Choose the right competitive advantages
3. Select an overall positioning strategy
MUST EFFECTIVELY COMMUNICATE AND
DELIVER POSITION TO MARKET!
7/21/2015
Lähde: Kotler-Armtrong, Chapter 5-6
Identifying Possible
Competitive Advantages
• Key to winning target customers is to understand their
needs better than competitors do and to deliver more
value.
• Competitive advantage – extent to which a company
can position itself as providing superior value.
7/21/2015
Lähde: Kotler-Armstrong, Chapter 5-6
Identifying Possible
Competitive Advantages
• Product Differentation:
– e.g.consistency, durability, repairability
• Services Differentiation:
– e.g. speed, convenience, careful delivery
• Image Differentation:
– e.g. communicate benefits and positioning
• Channel Differentation:
– e.g. coverage, expertise, performance
• People Differentation:
– eg. hiring, training better
7/21/2015
Lähde: Kotler-Armstrong, Chapter 5-6
Positioning Errors
• Underpositioning:
– Failing to really position the company at all.
• Overpositioning:
– Giving buyers too narrow a picture of the company.
• Confused Positioning:
– Leaving buyers with a confused image of a
company.
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Lähde: Kotler-Armstrong, Chapter 5-6
Choosing Right Competitive
Advantages
1. Important: The difference delivers a highly valued benefit to target
buyers.
2. Distinctive: Competitors do not offer the difference, or the company
can offer it in a more distinctive way.
3. Superior: The difference is superior to other ways that customers
might obtain the same benefit.
4. Communicable: The difference is communicable and visible to
buyers.
5. Preemptive: Competitors cannot easily copy the difference.
6. Affordable: Buyers can afford to pay for the difference.
7. Profitable: The company can introduce the difference profitably.
7/21/2015
Lähde: Kotler-Armstrong, Chapter 5-6
Value Proposition
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Lähde: Kotler-Armstrong, Chapter 5-6