Applications in Basic Marketing

作者:McCarthy Perreault

页数:237

出版时间:1993-6

价格:45.00

isbn号码:9780256139426

具体描述

6，<br > (cont.) C<br > Child Care<br > Minded <br >cheeks and handl handise-rctum F bell y retal， yto help. Leading gdge "w$l" ~ "~~"ad et;"~" -<br >problems--functions that once were themselves: "Of course we want to give their own marketing success." says ~，.<br > Baby<br > edfor，t 8~rs. *Cust belie iee--but not if it eosts y-ertOrbach， director of business d Than:，~ to ，. ~:~<br >would get frustrated when th ger thing." In F s opinion， "putting t at 47th Street Photo in New Y，，rlIYJL~Or~ m -<br > To ~ard good service， Montgomery works for Nordstrom and putting a se- tions they set." in Chicago， tile Lakeshore Teaching & Le:~rr~m~ i~， :<br >Ward and other companies are linking olaf-citizen greeter at the front door be- GOSTLY MIST&KIll. AS the battle for h~ By CATHY TROSTto do the s~m~e. Its "flex " ..Pr~grarn~.， nto~ffernv"li~ nL~， ，m-，bnt:tw~i~ r~ ! !， ~ ."r<br >performance reviews and bonus~ to cause it works for Wal-Mart" is not the py customers heats up， even companl~ tev ，，1 a gE w~.tz s~Egr jo~N~ ~wo to five days a week a~vlae~，~ Tl ~e "-enti.r ~ p~t:ld ;. il ，q<br > answer， renowned for their service will struggle ~，mf~R~p，，r hPcontag sorrogate extended e after d~ys or nut uayo - - ， ，<br >customer-satisfaction ratings. Until 1987， COttPAOIIIS~ Indeed， many retailers still IBM is desperately trying to stay on t(，p .~ ，any chihi-care centers ~!re~，~oonerat on o harried work- days， thre q ， ，~iemals ~ ，-，~mb~ne~ i.，:，~<br > sthCresse their appeal ~- - ~ hall o| wh. a are prate<br >GTE Telephone Operations in Irving， don t to h good grasp of their of its eust needsi fgl0~ l~ng"~， e~.. i ts get child care may time of .--~ ~.~ ~":~ den O he Lal~ .<br >Tgave eustomer-satisfactinn$12"5 bini it of andGTE qualityC~rp whicht~merS has needs..been strugglingS Roebuckto reverse & Co.， isal competition.through newO workingY it iSpartner~hi~.doing 0，~ At Itscil~ wh e~her they work odd h are st~np!y " " kills acqu red in a pan! ~<br >meaanremenla only a 15% weighting in the sagging fortunes of its 85it-store with customers. The company recent# lhc day or n，g， . ~- e el er ~n and swimming c~anses， n Using and public re，~o~，~，center which boa~ts 99 ， ~， :~I ~r~ :<br > going to see a edlow arm sJ.<br >eompensatinn evaluations for mansger~， merchandising group， doesn t honor any teamed up with Shearson Lehman Hut. baseball and soccer galileo. Others let parents market the nine-yea " . .， .~，~ .n e ，en th，，~， th，， /<br >GTE has since boosted the custom~r- credit cards but its own. Management ton Inc.， for instance， to design softwar~ transportatlonbuy prepa ~d mea~st~ ， .~，- t，y.-- e home__ ，~ul.eand reheatnre ta.kin~ f~r dinner.a broaderEVen withweekly350rateC lildrenls theagedarea shVepnclesm~n~t~ s " ~ ~ <br > SOlOe centers serving hiw-tncotue 1~，，，<br > " center Mr. herin contracts ，~th :~la c，~tsl，1<br >service weighting to 35%. argues that outside credit cards don t that speeds overnight processing of ， ~ I or To promote as ， ua r new~letter~. 0<br > As the gospel of customer focus g te gh bust That ds stock trades. But with th ket full0f vie~ el their role by zing [o~ 2rdoctor to visit week y public retati u!tant， p~lrS.h~Seqof ~he~ lYccal televtsi<br >spread panics will try to bin， but it s not lent for rivals that can design sophisticated s)s. I pray dlng hiam dizat on shots to ch~ltnove s--vi tars ha ds conStant t .me.Cee.r o the Chi d" publi， sec .q<br >vance employees， investors， and them- Sears customers， In February， recogniz- toms for clients， IBM has yet to make its TO o with their new flexibility ~" cared market- tions shot backgrou/~.d tar ] aEvew time you turned ar，，in<br >selves that th to fly does ing that it might be losing bust f tamer f pay off i .ed in hg c~lld fiel~ als.o have d~v~oP~ ~P~ llnn. Xn~eed nt~ at tse，c~nti~n，. ~ay~ Mr. L~vt~ ~dl<br >come first. That doesn t mean every- holders of Visa， MasterCard， and Ameri- profit growth， log strategies， keeping mere eye u. cancorn are actual y mak- there we were on te~e ，_ ;:t a ist at several thousand nat~<br >thing will go smoothly， though. Nard- can Express cards， Sears compromised， Mall-order guru L.L. Bean Inc. is av many at the more e aborate c~|d-ca~eof" .~a~Tt， l~s~ Their primary direct mall， and recently. ~ugen~des whi~n 0 to 20 rn~n，ates "i t<br >strata Inc. has a great reputation for As of Mar. 1， those customers can re- other example of the mistakes even a log money a an lnd stry w~tn ugm p..，~s-an~lSco~)ratinns cok- targeted to affluent iceat ztr<br > tar e s are aifhient tw~-tacome farfohes oqord which center e centers nrefer the trdditioI<br >service， but it has recently agreed to pay eeive on-the-spot approval for a Sears customer-focused company can make In t n~g or ways to ease family pressures. _many ~v!_~_，:，. -.aid-care Of course， many cntla-cart ~，~ministr~tive nightmare. A<br >millions to employees who claim they charge card. 1988， dissatisfied customers returned or em loyees children I~y pa that other rograms dwert attention fron ，<br >were overworked. And many store own- Promising customers more than a $82 million worth of goods. That repre olten don t want the hassles of operating an ，on-~.~ ~- near th Flexible hourS can o，~ a. =~ . ， ~ ~ ，<br >ers are talking customer focus without company can deliver can be disastrous， sented 14~ of Bean s total sales--and ~2 center， prefer to s bold ze spaces fonalizmgP and doing what some behove uah careP anu~ cu~uca ;"-~n But there<br > "The child-care business is proteSs ~- of its basic tasks of q ty - d em~l"~ers who need m，<br > I usmesses do-antiswlng me u~~ " n umbers of arant~ an v ~<br >following through. Consultant Carol A. too. Florida Power & Light Co.， which million in return freight charges， other marke -oriented b ， ，-~c- Can ta lncre.asl g n P- - ^-~ witilno to nay for it.<br > had been selling itself as a master of In response， the company scaled back castanets sa M chael Cannnlly， president u， ~v-- ~ ~ than that and apparanuy m~ -...o f~. tile ch dren ts m<br > GI~ mO~ FROM quality control for the bettor part of its annual revenue-growth plans to ys santure capita un t of Lepercq， deNeuflise u h Mr Levin says quau~y "; : ~- :- ~;~sthess un<br > i Management toe， ti e Tide g ~ ~_， ~;~0 "we n t o~ m ~<br > the 1980s incurred the wrath of eonsum- around 5~ from 25~. Then， since about & Co.， a Flew York investment banking firm. iraportant than the oottom w.~， --- ca<br > GO0~ S|~K| ers last Christmas when t failed to sup- 659~ of the returns involved wrong sizes， Ca ttal has been investing in "h gh-and child care." we make a profit..U n runs from $84 to $130 a week， wl<br > ct~lm~m ttsm~ for tmt*m~ tali~ otnm ply enough power during a storewide employees recommended updating the Lt:p~teq p" ~ ，.~ ~carS ago a ready At Sutonse rut o - ~ ，~-， ~arket i3ut up to 30 ?<br > pay . ~ "a and/~ew JerSey， utS It at tbe g ~ ~ ors Annamane Jt<br > ~.l~r， tttar ir~tlW， t， om~ tzm~ltt: freeze. "When I start pumping up pnn- size information in catalogs and in order- A cam n launched by Lcl~req .-~ ~ ~ hi h~nd el toe ~. ，~ - ~<br > A~...r.~ A~.mom pie s service expectations and don t takers computers， Bean is also retrain. ~ o rates 12child-care canters m Panas Dam e P- -..nllment is subsidized by employ : chik<br > ，~，~t .~#t-/* deliver， I end up giving worse service ing 3，200 employees in techniques that ;; o~ thr~ more Set to open this fa~， and Ions for rpora !to ~.=i.-a~ornm with the city of phoenix， n~ ~，~ co <br > 1987-89 1957.89*~ than if I hod nn /ar said anything at boost custo ice and quality. 1 elsewhere. Lepercq recantly invested $600，0~ to aecqnur~c~r logs， m~ ~ -"~a S~nrise center. Like other c t~Y a}~.o ti~<br > 20% stak n Suor~ preschoois Inc. which proVto=~， ---- .~ ~mon~u -， ~ - o a 25% discount under a #~o，--<br > all，" says venture capitalist William H. It seems so simple. Businesses exist to i ~.，... a ~~f~l .~.~，a..~ ;，~ ~9 ~eilities n the Phoca~ Ariz. area， employees sne.g~，~. __~ --untv nc~otia ed with Sunrto<br > /tlllllF.dlll |~ 14.4% 18，3% Davidow， co-author of Total Customer serve customers and should bend 0~ er } ~ ~" ann two""f~ ~""~ Ym riawau. . ~.~ar contract toe ctt~ j-~ff，]T:150 oratory. ~-~:L~" ~Se it full and part t<br > FIN~~L~.$ER~10~ 13.3 15.6 Service. backward to satisfy their needs. But tc~ ~.~，~ ，~.~ it ~ I~d tn Sunrise bY a reputation for resersc spaces for - ~ -"-rid Jeff both attorneys<br > Leading Edge Products Inc. I d many companies stiS] don t get it- And in il u ，#，t，"-"-t :"-，-i" ~.~nn -" ro~ rims. Cor~sidcr the option.: CbePJl WaSh and ne~v~m~r ~y $~1.40 k ~or<br > ~1 ah.t /and it*， p one .~ ~g，pr.gm._ f^. workin* mrentS "ruth the law firm at ~neo e* L.v-，. Keen because of a<br > I~IBI 20.3 12.0 that lesson the hard way. The maker of the 1990s， more customers are likely to ~ anork~ oIIerS ~ o~l~o-m~-~t~ ~t~ ~u， . o r r...~~ un r--. ，ho;r two-vcar-olo oau~m~，， ~ "- ~--rL~ [~<br > AIIKINL~ 14.6 -0.5 IBM PC clones， which was plucked out of take the opportunity to reward the ones !. lath night， overnight and wcakend schedules-_ tt ~-，~ care tu~，-~，，^tiate，~ hv their employer- xuelt o~，，~ --<br > Chapter 11 last N ber by D that do. ， h0tolsto rovid~car~ for thnchildran of eooventionccrs a~~ is just thrce bloel~d atrn~imvcathgCarewhcn they havet~<br > MOI~II 15.3 23.3 Telecom Co.， was the one to beat several By Stephen Phillips in Clerelond and t mt~llit~ fasilitias at the Phoenb~ civic center anO area rr，~uq discount nvv.u ，. 7Z -- their phoenix africa， ant~ co，~<br > AtlIOS 9.2 13.1 years ago. Besides low price， the tampa- Ainu Du.，~， in New York， ，eit~ James B vnsati0nn~. Tile Phtmnix Symphony and Hcrberger ~..n.eatre handy tar wee~<br > ~ haw tie-ion with Suarise so parents can make a child-car overtime.<br > re..~rvation when th~ order their tickets.<br > i has gone out of ts way to cater to co q:<br > ny offered s 15-month guarantee--12 Treeee in Detroit， KetCh tt， Hummonds " Sunrise，m.-ysr~ster also includes McDonnell Doug， t~s~.<br > months more than the competition. But Boston， and bureau reports<br > SM 11.7 19.8 after an ill-conceived diversification "The type o parent we serve needs a lot of attention，" says needs， and its .，o o~tsl Serv ce nnd sever~u a t<br > GENIlNd MFG. 14.0 14.7 drained cash and management attention， Repented from the March 12，1990， issue d Bully Owens， executive vice president of Sunrise: wlte~ ~ kano~ copter subsidiary， thed ~:~aother~/~ ~templ~yeesAirlineswithtocd versenight workatten <br > ，.-~，，~.，r ~ ，.~89*，.，，nw，~ it couldn t fill orders. And when its ms- Busine~ Wookbyspecialperrnission the Iambics eor0tied have annual incomes excaeding .. ~dw~，，.e~e~ To accommodate Amer c . "<br > o，r~ c~，msr~rt~ c~n~nt chines acted up， consumers couldn t get ~19g0byMeGraw-HilL Inc. anoUler 20q have annual Incomes of ~dS，000 to $to，ut: ~..~_~ baggage handlers an .^ .，，n a 2t-hnnr seven-day-a-wesk tz<br > earn irate， they re hay og ewer children per hou.sen~t~ i:a~e dieS，，soSUnriSecreatedaga new rate scae~tae- ，~. . ~rt-time，e. .thrt~qus0 ~<br > ever be ore， they re having children nucll later in Itoe ~ -an lttimea ann" lull-time care. The a dine subsidizes up to<br > more disposable lacollle so they rs looking for a place tllat ~， weekly tuition.<br > take care o[ both the parents and the child s needs."<br > 13<br > 12<br >

用户评价

我向来对那些只讲理论不谈执行的书籍抱有偏见，但这本书在这方面做得令人惊喜。它在讲解完策略之后，紧接着就提供了非常实用的执行蓝图，特别是关于营销活动的规划与控制部分。我发现它对预算分配和效果评估的讨论尤其细致入微，几乎是手把手地教导读者如何设定SMART目标，以及如何运用关键绩效指标（KPIs）来追踪活动的健康状况。书中提供了一个非常实用的营销计划模板，其中包含了时间表、资源需求和风险预案等关键要素，这对于任何需要向管理层汇报或协调跨部门资源的营销人员来说，都是一份宝贵的资产。阅读过程中，我多次停下来，对照着自己手头正在进行的项目，检查是否有遗漏的环节或可以优化的流程。这本书成功地搭建了“战略”与“战术”之间的桥梁，避免了理论与实践脱节的常见弊端，让读者能真正将学到的知识转化为可执行的行动方案。

这本书简直是为营销新手量身定做的指南，内容编排得极其用心，从最基础的概念讲起，循序渐进地引导读者进入复杂的营销世界。我尤其欣赏它那种近乎手把手的教学方式，每一个章节都配有详实的案例分析，仿佛能看到真实的商业场景在我眼前展开。比如，在谈到市场细分时，作者不仅仅是给出了理论定义，而是深入剖析了不同细分策略在实际操作中的优劣，甚至连数据收集的方法都讲解得清清楚楚。读完相关部分，我立刻感觉自己手里握着一套实用的工具箱，而不是一堆空洞的理论。它没有那种高高在上的学术腔调，而是非常接地气，语言平实易懂，即便是初次接触营销学的读者也能迅速抓住重点。书中的图表设计也十分精妙，那些复杂的流程图和模型，通过视觉化的方式被简化，大大降低了理解难度。总而言之，对于想快速建立稳固营销基础的人来说，这本书的价值无法估量，它提供了一个坚实可靠的起点，让你在后续的学习和实践中都能站得稳脚跟。

我不得不说，这本书在处理现代营销趋势的整合方面做得相当出色，它没有固守传统的营销组合（4P）框架，而是巧妙地融入了数字化转型的时代背景。我特别关注了它关于消费者行为研究的那几章，视角非常前沿，着重探讨了社交媒体和移动技术如何重塑购买决策路径。作者没有满足于泛泛而谈，而是深入挖掘了算法推荐、用户生成内容（UGC）这些热点话题，并将其与经典的需求层次理论相结合，形成了一个富有洞察力的分析框架。这让我意识到，传统的“拉”和“推”的营销手段，在今天必须与“参与”和“共创”深度绑定。书中引用了大量近期的行业报告和企业案例，这些鲜活的例子极大地增强了论证的说服力，让我真切感受到这不仅仅是一本教科书，更像是一份与时俱进的商业观察日志。对于那些希望将理论知识快速应用于实践，尤其是在数字营销领域寻求突破的专业人士，这本书提供的深度和广度绝对超乎预期。

这本书的叙事风格非常独特，它不是那种冷冰冰的教科书式写作，而是充满了对营销本质的深刻反思和人文关怀。尤其是在探讨品牌建设的部分，作者超越了单纯的符号学或传播学角度，深入探讨了品牌如何成为一种社会契约和情感连接的载体。书中用大量的篇幅讨论了“信任”在现代商业关系中的核心地位，以及如何在信息碎片化时代建立和维护这种稀缺资源。我特别喜欢它对“长期主义”的推崇，作者警示读者警惕短期促销带来的品牌稀释风险，并倡导建立一种以客户终身价值（CLV）为导向的长期合作关系。这种价值观的传递，使得这本书的层次感一下子被拔高了，它不仅仅是一本教你如何卖东西的书，更像是一本关于如何建立持久、有意义的商业关系的哲学指南。读完后，我的视角从“如何达成一次交易”转向了“如何构建一个受人尊敬的品牌生态”，这种思维上的转变是巨大的收获。

作为一名在行业内摸爬滚打多年的老兵，我通常对市面上那些充斥着陈词滥调的营销书籍不屑一顾，但这本书却出乎意料地抓住了我。它的高明之处在于对“战略制定”环节的剖析，那种严谨的逻辑推导，简直就像在看一场精彩的棋局对弈。作者非常强调“环境扫描”的重要性，并用极其清晰的步骤展示了如何从宏观环境（PESTEL）分析过渡到竞争格局评估（波特五力模型），最后落脚到企业自身的资源能力评估（VRIO框架）。最让我印象深刻的是，书中对“价值主张”的论述，它没有停留在空泛的“满足客户需求”上，而是将其与企业的核心竞争力紧密捆绑，强调价值创造的独特性和可持续性。这种自上而下的、目标导向的战略思维训练，是许多初级读物所缺乏的深度。它教会我的不是“做什么”，而是“为什么这么做”以及“如何系统地论证这个做法的正确性”，这对于提升营销决策的质量至关重要。