ZitierenDa dies eine nicht zugelassene datei is, hab ichs rein kopiert. Ist nicht korrigiert!! Viell hat jemand Verbesserungs- bzw Ergänzungsvorschläge?!
Marketing ManagementChapter one is about the principals of marketing and how it works together with the environment and influence the value-creation system by the way.
Chapter 1
VALUE-CREATION SYSTEMS
Need for skills and results
A company with a resource transformation system needs a continual input of resources and skills to get an output of qualitatively different skills and resources.
The RESOURCES are mostly tangible and intangible at the same time and mostly they are owned by members of the company or institutions from outside the firm.
The SKILLS affect supportingly concerning the transformation and distribution of the transformed resources.
Both together needed to fulfil the company´s purpose.
Stakeholders
Stakeholders are (groups of) individuals who have a special interest in the company concerning their activity and they can have a strong impact on a firm.
Exchange
That´s a very important point for companies: Stakeholders have to offer an valuable compensation in exchange to satisfy others and provide their possessions in this way.
Balance of Exchange - There is a balance between sacrifices and benefits (which are categorized into sensory, psychological, social, local, temporal, economic, technical, and informational) of an exchange and this balance has to show a positive trade-off.
Voluntary and imposed exchange – both exist!! But in both cases the partner probably try to satisfy the other side to get a positive result.
Value-creation processes do often take place in complex exchanges, which means that it is very important to make the stakeholders trust in the benefits and the functioning of the complex exchange system.
Another relevant point is the orientation: On one side there is the product-orientation. The common position is that stakeholders want to get a certain product in exchange for their skills and resources – but the question is: Is that right? Maybe the other group of managers is right and the decision for a special offer is based on the benefit of the product. In that case you have to ask what benefits stakeholders are looking for.
Mostly there are different reasons besides the core-offer, why people buy certain things: the expected features, added features, symbolic features. Companies offers value-added services to convince investors or satisfy costumers of a product. There are tangible results of a value-creation process but also intangible such as the waiting time at the lifts in winter vacation and both are necessary for the satisfaction of consumers.
The last point concerning exchanges are the levels of stakeholder integration. The presence of the stakeholders strongly influence the result of the process and in the course of that the satisfaction of the exchange partners.
Competition
It is exceeding important for every company to make sure that they are able to compete economically and price-competitive.
At this point it is to say that there is a competition for suppliers, among suppliers and among value-creation systems. Concerning all of them is to say that the magic rule is to be different and convince with skills!
Interests and power
Sometimes it is difficult for companies to satisfy everybody´s interests because there is the financial, environmental and human aspect. Different stakeholders – different views! So the management has to have a look on the strength of power with which the stakeholders carry their interests through.
´Minimum aspiration level´ and ´Actual value offered´ are different indicators which show the management how sensible the costumers or suppliers react on different decisions concerning the product.
LAYERS OF SYSTEM ENVIRONMENT
Market environment
There are different definitions for the word ´market´. What they have together is that there is a costumer, a product and someone who wants to earn money. “Any system of complex exchange in which tangible as well as intangible products are exchanged to create value for voluntary or imposed exchange partners can be conceived as a market.”*
Every part of the value-creation process is possible to influence the market boundaries.
Strategic groups are companies which rely on similar combinations of capabilities available in their value-creation system.
The selection of market partners is the next important point and can be influenced by the company.
You have to differentiate between consumer and business-to-business markets. For both apply one rule: The companies have to select their partner´s for the value-creation system very carefully and always be considerate of the different wishes of the consumers and different capabilities of the firm.
Macro environment
We are on a really difficult and absolutely necessary point now. Market environment is a part of macro environment and has a strongly effect on it. So sometimes varying parts belong to both of them. The hardest item is to be aware of current, and potential future, developments.
Internal environment
After decided on the questions why and how the organization works, a company has to have a corporate strategy based on management systems as well as specific capabilities which results in specific actions. Moreover it defines the boundaries of its macro and market environments (despite there are no clear-cut boundaries with its market e.), limits the firm´s potential to influence the development of its market e. and its set of alternative responses to trends in the macro e.
MARKETING
“Marketing may be defined as the processes established by an organization to understand, develop, and influence exchanges with individuals, groups, or organizations in a way to reach the company´s objectives.”*
Marketing should answer misunderstood questions such as the rationality of decision-making or the duality of production and consumption.
Marketing processes
They rely on the conditions of exchanges and include elements which have an influence on the establishment and maintenance of exchange relationships.
Marketing processes include all stakeholders, customers and competitors and use gathered information for the selection of exchange partners. In the course of this they try to provide a unique value to its members.
They use all available skills and resources and information from the value-creation system to quote new exchange offers.
Completing Chapter 1 is to say that the golden rule is to satisfy the stakeholders by offering unique and attractive values with consideration of their different interests and power and developments in the company´s macro environment.
IT´S GOT TO BE DIFFERENT!!!!* (Pierre-Louis Dubois, Alain Jolibert, Hannes Mühlbacher, Marketing Management: A value creation process, 2007, New York)
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