- •Міністерство освіти і науки україни
- •Кафедра іноземних мов
- •Сучасний Маркетинг
- •Донецьк - 2005 міністерство освіти і науки україни
- •Кафедра іноземних мов
- •Донецьк - 2005
- •К.П.Н., доц. ДонНу а.М.Шелестова,
- •Ббк 81.2 Англ - 923
- •Chapter 1. Marketing in the modern Firm Marketing Spotlight
- •The marketing concept
- •Marketing versus production orientation
- •The Rise and Fall of Priceline.Com
- •Creating customer value and satisfaction
- •Efficiency versus effectiveness
- •How Dell Computer Corporation Dominates the pc Market
- •Delivering customer value
- •The marketing mix
- •Product
- •Promotion
- •Bringing a Local Product to the Global Market
- •Ikea - International Expansion
- •Managing marketing activity
- •Marketing and business performance
- •Summary
- •Study questions
- •Appendix 1.1 Careers in marketing
- •Case 1 ‘Relighting the spark’- Can Marks & Spencer turn things around?
- •Questions
- •Chapter 2. The Marketing Environment m arketing Spotlight
- •Economic forces
- •Economic growth and unemployment
- •Development of the single European market
- •Scale building
- •Reorganization
- •Foreign investment
- •Central and Eastern Europe
- •Social forces
- •Pizza Express in Central Europe
- •Demographic forces
- •Marketing to 'Time-Poor' Consumers
- •Cultural forces
- •Corporate social responsibility and marketing ethics
- •Boots in Japan
- •The consumer movement
- •Political and legal forces
- •Monopolies and mergers
- •Restrictive practices
- •Codes of practice
- •Physical forces
- •Use of environmentally friendly ingredients
- •Recyclable and non-wasteful packaging
- •Protection of the ozone layer
- •Animal testing of new products
- •Pollution
- •Energy conservation
- •Internet Banking in Europe
- •Technological forces
- •Marketing via the Mobile Phone
- •Environmental scanning
- •Ignorance
- •Retrenchment
- •Gradual strategic repositioning
- •Radical strategic repositioning
- •Summary
- •Study questions
- •Case 2 European beef industry
- •The Common Agricultural Policy (cap)
- •Beef consumption patterns
- •A changing industry
- •Questions
- •Chapter 3. Understanding Customer Behaviour Marketing Spotlight
- •The dimensions of customer behaviour
- •Who buys?
- •Marketing to Children
- •How they buy
- •Need recognition/problem awareness
- •Information search
- •Web Shopping Made Easy- Price Comparison Websites
- •Evaluation of alternatives and the purchase
- •Post-purchase evaluation of the decision
- •Choice criteria
- •Influences on consumer behaviour
- •The buying situation
- •Personal influences
- •Information processing
- •Motivation
- •Beliefs and attitudes
- •Personality
- •Lifestyle
- •The Rise of the 'Mass Affluent'
- •Life cycle
- •Social influences
- •Culture
- •Social class
- •Reference groups
- •Influences on organizational buying behaviour
- •The buy class
- •The product type
- •The importance of purchase
- •Developments in organizational purchasing practice
- •Relationship management
- •Using the Internet to Improve Customer Service
- •Summary
- •Study questions
- •Case 3 Marketing software - Qumas
- •Integrated document management (idm) technology
- •Buyer behaviour issues
- •Challenges for Qumas
- •Questions
- •Chapter 4. Marketing Research and Information Systems Marketing Spotlight
- •Types of marketing research
- •Ad hoc research
- •Custom-designed studies
- •Omnibus studies
- •Continuous research
- •Consumer panels
- •Retail audits
- •The Ubiquitous Barcode
- •Television viewership panels
- •Approaches to conducting marketing research
- •Stages in the marketing research process
- •Initial contact
- •Research brief
- •Secondary research
- •Observation
- •The sampling process
- •Using the Internet as a Survey Method
- •Questionnaire design
- •Data analysis and interpretation
- •Data Mining
- •Report writing and presentation
- •Marketing information systems
- •Ethical issues in marketing research
- •Summary
- •Study questions
- •Appendix 4.1 Sources of European marketing information
- •Is there a survey of the industry?
- •Case 4 Green Isle's Goodfella's Pizzas
- •The consumer
- •The product
- •Imagery
- •Target market
- •Goodfella's success
- •Questions
- •Chapter 5. Market Segmentation and Positioning Marketing Spotlight
- •Making 'First-Class’ First Class
- •Segmenting consumer markets
- •Consumer segmentation criteria
- •Benefits sought
- •Purchase behaviour
- •Lifestyle
- •Smithwicks Focuses on Current Users
- •Social class
- •Geography
- •Segmenting organizational markets
- •Organizational segmentation criteria
- •Organizational size
- •Industry
- •Geographic location
- •Choice criteria
- •Purchasing organization
- •Segmenting the Web Audience
- •Segmenting the e-Learning Market
- •Target marketing
- •Evaluating market segments
- •Company capability
- •Target marketing strategies
- •Differentiated marketing
- •Focused marketing
- •Customized marketing
- •American Airlines Mass Customizes Using the Internet
- •Positioning
- •Perceptual mapping
- •Repositioning
- •Repositioning British Midland
- •Summary
- •Study questions
- •Case 5 Repositioning Skoda
- •Questions
- •Content
- •Marketing Spotlight………………………………………….……..154 Literature
Case 3 Marketing software - Qumas
Qumas is an Irish information technology company, founded in 1994, that produces and markets document management software. This type of software has been used by large companies to increase quality and efficiency, and to decrease the time/cost associated with managing complex documents in business units and, more recently, across organizations. Qumas is in a very attractive market, with cash-rich customers looking for products that can make a real difference to their overall performance. Best of all, Qumas is in a market that had been more than doubling in size each year since 1995; but it is also a market that is becoming more competitive, with increasing consolidation among the leading players, and customers that are becoming more exacting in their demands.
Integrated document management (idm) technology
The total integrated document management (IDM) market (including products and services) was forecast to be worth in excess of US$10 billion by 2001, with a growth rate of 100 per cent per annum between 1998 and 2001. Underpinning this growth was the installation in large organizations of IDM across the enterprise. In effect, since the first products were available over a decade ago and there had been many successful smaller projects, organizations could now see that document management had a real role to play in business efficiency. This was happening across many industries, with products being installed in far more departments and business units than ever before.
Document management is a particular concern in tightly regulated industries, such as Pharmaceuticals, chemicals, medical devices and biotechnology. For example, the Food and Drug Administration (FDA) in the USA operates internationally and ensures the safety of the public through the licensing of companies' products. With rigorous enforcement through testing and audits, it is the FDA that decides who can produce these products. Usually the FDA gives very little notice prior to an audit, and has even been known to arrive unannounced. While a company may be producing a product to the correct standards, a key element of the inspection process is a review of the documentation, which describes what the company makes and how. The FDA must see evidence that the company has controls in place and how these have operated over time. Failure to demonstrate control over the documentation and change control process can give cause for failure of an FDA audit. This has in the past led to plant shut down, product withdrawal and the imposition of hefty fines, which can have a disastrous effect on the share prices of publicly quoted companies.
The time and cost of maintaining large amounts of documented information relating to quality control, production processes etc. represents a real problem for firms in these kinds of industry. IDM technology is being employed to solve this problem and deliver benefits on two fronts: first, to speed new product release by providing speedier creation of product-related documentation; second, to protect companies in the case of audits carried out by the FDA. Keeping the master copy up to date is difficult enough, but keeping copies of this, which are distributed around the plant, under control is an even greater headache. Such issues can make regulated document control very difficult.
