Chapter One Marketing: Creating and Capturing Customer Value Chapter 1- slide 1 Creating and Capturing Customer Value Topic Outline • • • • • • • What Is Marketing? Understand the Marketplace and Customer Needs Designing a Customer‐Driven Marketing Strategy Preparing an Integrated Marketing Plan and Program Building Customer Relationships Capturing Value from Customers The Changing Marketing Landscape Copyright © 2010 Pearson Education‚ Inc. Publishing as Prentice Hall Chapter 1- slide
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Marketing: Creating and Capturing Customer Value By: Faisal Sultan Ali JAIBP Associate Chartered Banker MBA (Executive) IBA‚ Karachi M.Com‚ University of Karachi Outline • What is Marketing • Understanding the Marketplace and Customer Needs • Designing a Customer-Driven Marketing Strategy • Preparing an Integrated Marketing Plan and Program • Building Customer relationships • Capturing Value from Customers • The Changing Marketing Landscape What Is Marketing? Marketing is a process by
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Chapter 1 Marketing: creating and capturing customer value 4. Name and describe the five different marketing management orientations. Which orientation do you believe your school follows when marketing its undergraduate program? The five marketing management orientations are production concept‚ product concept‚ selling concept‚ marketing concept and societal marketing concept. Production concept is the idea that consumers will favor products that are available and highly affordable and
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REVIEW Chapter 1 Marketing: Creating and Capturing Customer Value PART 1. MULTIPLE CHOICE QUESTIONS 1) According to management guru Peter Drucker‚ "The aim of marketing is to ________." A) create customer value B) identify customer demands C) make selling unnecessary D) set realistic customer expectations E) sell products 2)What do companies call a set of benefits that they promise to consumers to satisfy their needs? A) market offering B) value proposition C) demand satisfaction
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services ’. These are also known as supplementary services. The core service is the basic value provided by the service product. It is the reason to purchase or consume services. This is the reason for which any company is in business too. Supplementary services are those that facilitate and enhance use of the core services. These are services other than core that companies offer to their customers to give additional value to their products or to encourage customer loyalty. Flexible Services Offering:
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Kannan The Informational Value of Social Tagging Networks Social tagging is a new way to share and categorize online content that enables users to express their thoughts‚ perceptions‚ and feelings with respect to diverse concepts. In social tagging‚ content is connected through usergenerated keywords—“tags”—and is readily searchable through these tags. The rich associative information that social tagging provides marketers new opportunities to infer brand associative networks. This article investigates
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Cyworld Case 1. Which is most valuable for Cyworld – an active user‚ a user who spends a lot of money with Cyworld‚ or a user with lot of connections? The most valuable user for Cyworld is the active user that invests a lot of real world money into virtual products. This type of user will be the most engaged and in turn will make their connections more engaged. Think snowball effect. Cyworld will be able to gain the most from these users both from a revenue and marketing/network position
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CASE ANALYSIS Cyworld: Creating and Capturing Value in a Social Network Dovilė Šiliauskienė‚ Armandas Kempinas‚ Karilė Daniliauskaitė‚ Emilija Paurytė‚ Valerijus Gediminas II course students Business Management and Analytics ISM University of Management and Economics Index Introduction..................................................................................................... 3 Situation analysis.............................................................................
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40 The McKinsey Quarterly 2006 Number 1 Daniel Chang The right service strategies for product companies T he right service strategies for product companies As products evolve into commodities‚ services become more important. But companies that play this new game must understand its rules. Byron G. Auguste‚ Eric P. Harmon‚ and Vivek Pandit As relative newcomers to the service economy‚ many product companies have yet to make money there. Until recently‚ brisk sales growth
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1/29/2015 Creating Customer Value http://eproduct.hbsp.harvard.edu/eproduct/product/cc_8176/content/OPS/html/print.html 1/22 1/29/2015 Creating Customer Value This reading contains links to online interactive illustrations and video‚ denoted by the icons above. In addition to using reader controls in the navigation bar‚ you can also use the arrow keys on your keyboard to navigate between pages. Sunil Gupta‚ Edward W. Carter Professor of Business Administration‚ Harvard Business School‚ de
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