1. Chapter 1 Marketing: Creating and Capturing Customer Value

2. 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

3. WHAT IS MARKETING?
A simple definition of marketing is managing profitable customer relationships.
Marketing must both attract new customers and grow the current customers.
Every organization must perform marketing functions, not just for-profit companies.
Nonprofits (colleges, hospitals, churches, etc.) also must perform marketing.

4. Most people think of marketing as selling and advertising—“telling and selling.”
Marketing must focus on satisfying customer needs.

5. What Is Marketing?
Marketing is a process by which companies create value for customers and build strong customer relationships to capture value from customers in return
Note to Instructor:
Discussion Question
Ask students for examples of either national or local companies that are excellent at marketing and ask how they reflect the definition given in this slide.

6. What Is Marketing? The Marketing Process
This important figure shows marketing in
a nutshell! By creating value for customers,
marketers capture value from customers in
return. This five-step process forms the
marketing framework for the rest of
the chapter and the remainder of the book.

7. In the first four steps, companies work to understand consumers, create customer value, and build strong customer relationships.
In the final step, companies reap the rewards of creating superior customer value. By creating value for consumers, they in turn capture value from consumers in the form of sales, profits, and long-term customer equity.

8. Understanding the Marketplace and Customer Needs
Customer Needs, Wants, and Demands
States of deprivation
Physical—food, clothing, warmth, safety
Social—belonging and affection
Individual—knowledge and self-expression
Needs
Form that needs take as they are shaped by culture and individual personality
Wants
Wants backed by buying power
Demands

9. Five core customer and marketplace concepts are critical: (1) needs, wants, and demands; (2) marketing offers (products, services, and experiences); (3) value and satisfaction; (4) exchanges and relationships; and (5) markets.

10. Customer Needs, Wants, and Demands
The most basic concept underlying marketing is that of human needs.
Human needs are states of felt deprivation. They include physical, social, and individual needs. These needs were not created by marketers; they are a basic part of the human makeup.

11. Wants are the form human needs take as they are shaped by culture and individual personality. An American needs food but wants a Big Mac.
When backed by buying power, wants become demands.
The best marketing companies go to great lengths to learn and understand their customers’ needs, wants, and demands

12. Understanding the Marketplace and Customer Needs
Market offerings are some combination of products, services, information, or experiences offered to a market to satisfy a need or want
Marketing myopia is focusing only on existing wants and losing sight of underlying consumer needs

13. Needs and wants are fulfilled through market offerings—some combination of products, services, information, or experiences offered to a market to satisfy a need or want. 
Market offerings include products and services—activities or benefits offered for sale that are essentially intangible and do not result in the ownership of anything.
Marketing myopia occurs when a company becomes so taken with their own products that they lose sight of underlying customer needs.

14. Understanding the Marketplace and Customer Needs
Customer Value and Satisfaction
Expectations
Customers
Value and satisfaction
Marketers
Set the right level of expectations
Not too high or low
Note to Instructor:
Ask students what online retailers deliver exceptional value and satisfaction.
Discussion Question
Why do marketer’s not always understand customer needs? How can they better identify customer needs?
Marketer’s often work in a vacuum and do not consider the customer’s needs as much as they should. Future chapters will talk about market research and marketing information, important tools for understanding customer’s needs. Students might be familiar with survey research or focus groups as techniques for gathering information or they might be asked for their zip code when they purchase in certain retailers

15. Customer Value and Satisfaction
Customers form expectations about the value and satisfaction that various market offerings will deliver and buy accordingly.
Satisfied customers buy again and tell others about their good experiences.
Dissatisfied customers switch to competitors and disparage the product to others.
Customer value and customer satisfaction are key building blocks for developing and managing customer relationships.

16. Understanding the Marketplace and Customer Needs
Exchange is the act of obtaining a desired object from someone by offering something in return
Marketing consists of actions taken to build and maintain desirable exchange relationships with target audiences.
Note to Instructor:
Marketing consists of actions taken to build and maintain desirable exchange relationships with target audiences involving a product, service, idea, or other object.
Beyond simply attracting new customers and creating transactions, the goal is to retain customers and grow their business with the company.

17. Understanding the Marketplace and Customer Needs
Markets are the set of actual and potential buyers of a product
Arrows represent relationships
that must be developed and
managed to create customer
value and profitable customer
relationships.

18. Marketing means managing markets to bring about profitable customer relationships.
Figure 1.2 shows the main elements in a modern marketing system.

19. Designing a Customer-Driven Marketing Strategy
Marketing management is the art and science of choosing target markets and building profitable relationships with them
What customers will we serve?
How can we best serve these customers?
Now that the company
fully understands its
consumers and the marketplace, it
must decide which customers it will
serve and how it will bring them value.

20. The marketing manager must answer two important questions:
What customers will we serve (what’s our target market)?
How can we serve these customers best (what’s our value proposition)?

21. Designing a Customer-Driven Marketing Strategy
Selecting Customers to Serve
Market segmentation refers to dividing the markets into segments of customers Target marketing refers to which segments to go after
Note to Instructor:

22. Selecting Customers to Serve 
A company must decide whom it will serve.
It does this by dividing the market into segments of customers (market segmentation) and selecting which segments it will go after (target marketing).
Marketing managers know they cannot serve all customers. By trying to do so, they end up not serving any well.
Marketing managers must decide which customers they want to target and on which level, timing, and nature of their demand.
Marketing management is customer management and demand management.

23. Designing a Customer-Driven Marketing Strategy
Choosing a Value Proposition
Value proposition Set of benefits or values a company promises to deliver to customers to satisfy their needs

24. (BMW promises “the ultimate driving machine.”)
Such value propositions differentiate one brand from another.

25. Designing a Customer-Driven Marketing Strategy
Marketing Management Orientations
Production concept
Product concept
Selling concept
Marketing concept
Societal concept

26. Marketing management wants to design strategies that will build profitable relationships with target consumers. But what philosophy should guide these marketing strategies?
There are five alternative concepts under which organizations design and carry out their marketing strategies:

27. Designing a Customer-Driven Marketing Strategy
Marketing Management Orientations
Production concept is the idea that consumers will favor products that are available or highly affordable
Management should focus on improving production and distribution efficiency

28. Designing a Customer-Driven Marketing Strategy
Marketing Management Orientations
Product concept is the idea that consumers will favor products that offer the most quality, performance, and features. Organization should therefore devote its energy to making continuous product improvements.

29. Designing a Customer-Driven Marketing Strategy
Marketing Management Orientations
Selling concept is the idea that consumers will not buy enough of the firm’s products unless it undertakes a large scale selling and promotion effort

30. The concept is typically practiced with unsought goods—those that buyers do not normally think of buying, such as insurance or blood donations.
These industries must be good at tracking down prospects and selling them on product benefits.

31. Designing a Customer-Driven Marketing Strategy
Marketing Management Orientations
Marketing concept is the idea that achieving organizational goals depends on knowing the needs and wants of the target markets and delivering the desired satisfactions better than competitors do

32. Under the marketing concept, customer focus and value are the paths to sales and profits.
Rather than a “make and sell” philosophy, it is a customer-centered “sense and respond” philosophy.
The job is not to find the right customers for your product but to find the right products for your customers.
Customer-driven companies research current customers deeply to learn about their desires, gather new product and service ideas, and test proposed product improvements.
Customer-driven marketing is understanding customer needs even better than customers themselves do and creating products and services that meet existing and latent needs.

33. Designing a Customer-Driven Marketing Strategy
Marketing Management Orientations
Societal marketing concept is the idea that a company should make good marketing decisions by considering consumers’ wants, the company’s requirements, consumers’ long-term interests, and society’s long-run interests
Discussion Questions
What companies can you identify with social Marketing?
What do these companies do that ties to the societal marketing concept?
Students might be familiar with many different companies that practice societal marketing through their Corporate Social Responsibility (CSR) initiatives. Students might be familiar with local retailers who are also involved in societal marketing. (Target, TOMS shoes). They will note that these companies donate, contribute, or offer services to charities and not-for-profit organizations.

34. The societal marketing concept questions whether the pure marketing concept overlooks possible conflicts between consumer short‑run wants and consumer long‑run welfare.
The societal marketing concept holds that marketing strategy should deliver value to customers in a way that maintains or improves both the consumer’s and society’s well‑being.

35. Designing a Customer-Driven Marketing Strategy
Note to Instructor
This slide shows companies should balance three considerations in setting their marketing strategies.
Johnson & Johnson does this well. Johnson & Johnson would rather take a big loss than ship a bad batch of one of its products. Consider the tragic tampering case in which eight people died in 1982 from swallowing cyanide-laced capsules of Tylenol, a Johnson & Johnson brand. Although Johnson & Johnson believed that the pills had been altered in only a few stores, they recalled all of their product and launched an information campaign to instruct and reassure consumers. The recall cost the company $100 million in earnings.
In the long run, however, the company’s swift recall of Tylenol strengthened consumer confidence and loyalty, and today Tylenol remains one of the nation’s leading brands of pain reliever.
Discussion Question
Ask students about other companies that have had serious problems with their products? How have these companies bounced back?

36. Preparing an Integrated Marketing Plan and Program
The marketing mix: set of tools (four Ps) the firm uses to implement its marketing strategy. It includes product, price, promotion, and place.
Integrated marketing program: comprehensive plan that communicates and delivers the intended value to chosen customers.

37. The company’s marketing strategy outlines which customers the company will serve and how it will create value for these customers.
Next, the marketer develops an integrated marketing program that will actually deliver the intended value to target customers.
The marketing program consists of the firm’s marketing mix, the set of marketing tools the firm uses to implement its marketing strategy.

38. The marketing mix tools are classified into the four Ps of marketing: product, price, place, and promotion.
The firm blends all of these marketing mix tools into a comprehensive integrated marketing program that communicates and delivers the intended value to chosen customers.

39. Building Customer Relationships
Customer Relationship Management (CRM)
The overall process of building and maintaining profitable customer relationships by delivering superior customer value and satisfaction

40. Customer relationship management is the most important concept of modern marketing.
Customer relationship management is the overall process of building and maintaining profitable customer relation­ships by delivering superior customer value and satisfaction.
It deals with all aspects of acquiring, keeping, and growing customers.

41. Building Customer Relationships
Relationship Building Blocks: Customer Value and Satisfaction
Customer- perceived value
The difference between total customer value and total customer cost
Customer satisfaction
The extent to which a product’s perceived performance matches a buyer’s expectations

42. The key to building lasting customer relationships is to create superior customer value and satisfaction.
Customer Value
Customer-perceived value is the customer’s evaluation of the difference between all the benefits and all the costs of a market offering relative to those of competing offers.
Customers often do not judge values and costs “accurately” or “objectively.”
Instead, customers act on perceived value.

43. Customer Satisfaction
Customer satisfaction depends on the product’s perceived performance relative to a buyer’s expectations.
If the product’s performance falls short of expectations, the customer is dissatisfied. If performance matches expectations, the customer is satisfied. If performance exceeds expectations, the customer is highly satisfied or delighted.

44. Although the customer-centered firm seeks to deliver high customer satisfaction relative to competitors, it does not attempt to maximize customer satisfaction.
A company can always increase customer satisfaction by lowering its price or increasing its services. But this may result in lower profits.
The purpose of marketing is to generate customer value profitably.

45. CAPTURING VALUE FROM CUSTOMERS
The first four steps in the marketing process involve building customer relationships. The final step involves capturing value in return.
By creating superior customer value, the firm creates highly satisfied customers who stay loyal and buy more.

46. Capturing Value from Customers
Creating Customer Loyalty and Retention
Customer lifetime value is the value of the entire stream of purchases that the customer would make over a lifetime of patronage
Note to Instructor
Stew Leonard’s is an interesting example. Stew Leonard, who operates a highly profitable four-store supermarket in Connecticut and New York, says that he sees $50,000 flying out of his store every time he sees a sulking customer. Why? Because his average customer spends about $100 a week, shops 50 weeks a year, and remains in the area for about 10 years. If the marketing process, the company creates value for target customers and builds strong relationships with them. To keep customers coming back, Stew Leonard’s has created the “Disneyland of dairy stores.” Rule 1—the customer is always right. Rule 2—If the customer is ever wrong, reread Rule 1.
You can find videos of Leonard’s stores on youtube.com which will give the students an idea of the atmosphere.
Discussion Question
Ask students if they know of other retailers build this kind of exciting environment.

47. Creating Customer Loyalty and Retention
The aim of customer relationship management (CRM) is to create not just customer satisfaction, but customer delight.
This means that companies must aim high in building customer relationships.
Customer delight creates an emotional relationship with a product or service, not just a rational preference.
Companies are realizing that losing a customer means losing more than a single sale. It means losing customer lifetime value.

48. Capturing Value from Customers
Growing Share of Customer
Share of customer is the portion of the customer’s purchasing that a company gets in its product categories

49. Capturing Value from Customers
Customer equity is the total combined customer lifetime values of all of the company’s customers

50. Building Customer Equity
Companies want not only to create profitable customers, but to “own” them for life, capture their customer lifetime value, and earn a greater share of their purchases.
What Is Customer Equity?
Customer equity is the total combined customer lifetime values of all of the company’s current and potential customers.
Clearly, the more loyal the firm’s profitable customers, the higher the firm’s customer equity.
Customer equity may be a better measure of a firm’s performance than current sales or market share.

51. Capturing Value from Customers
Building Customer Equity
Right relationships with the right customers involves treating customers as assets that need to be managed and maximized
Different types of customers require different relationship management strategies
Note to Instructor

52. So, What Is Marketing? Pulling It All Together

53. Marketing is the process of building profitable customer relationships by creating value for customers and capturing value in return.
The first four steps in the marketing process create value for customers.
The final step in the process allows the company to capture value from customers.
When building customer and partner relationships, companies must harness marketing technology, take advantage of global opportunities, and act in an ethical and socially responsible way.
Figure 1.6 provides a road map to future chapters of this text.

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Publishing as Prentice Hall