1. Consumer Behaviour
Introduction to Module

2. Peter Rumble
Wechat…
Spring 2018

3. Working on Module:
Presentations
Tutorials/Workshops
Supplementary reading
Review sessions

4. Learning Outcomes Identifying the Customer Investigating the Customer
Understanding Customer
Behaviour
Predicting and Influencing
Customer Behaviour

5. Who are you? Who am I? Who are we? Let’s research!! Influences on our
Customer Behaviour?

6. Artificial Intelligence
What is your brain?
Black Box
Stimulus Inputs
Response Outputs

7. What is Marketing? Give some definitions in your own words
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8. Marketing is
Finding and keeping Customers
Selling goods/products/service that don’t come back to people who do
People = customers
Marketing is concerned with identifying, anticipating and satisfying customer needs at a PROFIT
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9. Key Concepts Consumer NEED WANTS Customer Goods Products Services
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10. The O’s of the Marketplace
OCCUPANTS :Who buys it?
OBJECTS of purchase: What do they need/buy?
OCCASIONS of purchase:  When do they buy it?
OUTLETS of purchase:  Where do they buy it?
OBJECTIVES of purchase: Why do they buy it?
OPERATIONS of purchase: How do they buy it?
ORGANISATION: Who is involved in the purchase?
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11. Consumer Behaviour Grand Modelling

12. Major Influences on Customer Behaviours
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13. Basic Framework Motivation Perception Search Evaluation Choice
Learning

14. Motivation Toyota Chairman asked Why why why
Known as Route Cause Analysis.
Example. Early deaths, poor health, ?, ?,
5 Whys is an iterative interrogative technique used to explore the cause-and-effectrelationships underlying a particular problem.[1] The primary goal of the technique is to determine the root cause of a defect or problem by repeating the question "Why?" Each answer forms the basis of the next question. The "5" in the name derives from an anecdotal observation on the number of iterations needed to resolve the problem.
The technique was formally developed by Taiichi Ohno and was used within the Toyota Motor Corporation during the evolution of its manufacturing methodologies. In other companies, it appears in other forms. Under Ricardo Semler, Semco practices "three whys" and broadens the practice to cover goal setting and decision making.[2]
Not all problems have a single root cause. If one wishes to uncover multiple root causes, the method must be repeated asking a different sequence of questions each time.
The method provides no hard and fast rules about what lines of questions to explore, or how long to continue the search for additional root causes. Thus, even when the method is closely followed, the outcome still depends upon the knowledge and persistence of the people involved.
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15. SEARCH Toyota Chairman asked Why why why
Known as Route Cause Analysis.
Example. Early deaths, poor health, ?, ?,
5 Whys is an iterative interrogative technique used to explore the cause-and-effectrelationships underlying a particular problem.[1] The primary goal of the technique is to determine the root cause of a defect or problem by repeating the question "Why?" Each answer forms the basis of the next question. The "5" in the name derives from an anecdotal observation on the number of iterations needed to resolve the problem.
The technique was formally developed by Taiichi Ohno and was used within the Toyota Motor Corporation during the evolution of its manufacturing methodologies. In other companies, it appears in other forms. Under Ricardo Semler, Semco practices "three whys" and broadens the practice to cover goal setting and decision making.[2]
Not all problems have a single root cause. If one wishes to uncover multiple root causes, the method must be repeated asking a different sequence of questions each time.
The method provides no hard and fast rules about what lines of questions to explore, or how long to continue the search for additional root causes. Thus, even when the method is closely followed, the outcome still depends upon the knowledge and persistence of the people involved.
07/04/2019
Henan University of Technology
Transfer Abroad Undergraduate Programme
HAUT Transfer Abroad Programme

16. EVALUATION Toyota Chairman asked Why why why
Known as Route Cause Analysis.
Example. Early deaths, poor health, ?, ?,
5 Whys is an iterative interrogative technique used to explore the cause-and-effectrelationships underlying a particular problem.[1] The primary goal of the technique is to determine the root cause of a defect or problem by repeating the question "Why?" Each answer forms the basis of the next question. The "5" in the name derives from an anecdotal observation on the number of iterations needed to resolve the problem.
The technique was formally developed by Taiichi Ohno and was used within the Toyota Motor Corporation during the evolution of its manufacturing methodologies. In other companies, it appears in other forms. Under Ricardo Semler, Semco practices "three whys" and broadens the practice to cover goal setting and decision making.[2]
Not all problems have a single root cause. If one wishes to uncover multiple root causes, the method must be repeated asking a different sequence of questions each time.
The method provides no hard and fast rules about what lines of questions to explore, or how long to continue the search for additional root causes. Thus, even when the method is closely followed, the outcome still depends upon the knowledge and persistence of the people involved.
07/04/2019
Henan University of Technology
Transfer Abroad Undergraduate Programme
HAUT Transfer Abroad Programme

17. CHOICE Toyota Chairman asked Why why why
Known as Route Cause Analysis.
Example. Early deaths, poor health, ?, ?,
5 Whys is an iterative interrogative technique used to explore the cause-and-effectrelationships underlying a particular problem.[1] The primary goal of the technique is to determine the root cause of a defect or problem by repeating the question "Why?" Each answer forms the basis of the next question. The "5" in the name derives from an anecdotal observation on the number of iterations needed to resolve the problem.
The technique was formally developed by Taiichi Ohno and was used within the Toyota Motor Corporation during the evolution of its manufacturing methodologies. In other companies, it appears in other forms. Under Ricardo Semler, Semco practices "three whys" and broadens the practice to cover goal setting and decision making.[2]
Not all problems have a single root cause. If one wishes to uncover multiple root causes, the method must be repeated asking a different sequence of questions each time.
The method provides no hard and fast rules about what lines of questions to explore, or how long to continue the search for additional root causes. Thus, even when the method is closely followed, the outcome still depends upon the knowledge and persistence of the people involved.
07/04/2019
Henan University of Technology
Transfer Abroad Undergraduate Programme
HAUT Transfer Abroad Programme

18. LEARNING
How?
Feedback?
5 Whys is an iterative interrogative technique used to explore the cause-and-effectrelationships underlying a particular problem.[1] The primary goal of the technique is to determine the root cause of a defect or problem by repeating the question "Why?" Each answer forms the basis of the next question. The "5" in the name derives from an anecdotal observation on the number of iterations needed to resolve the problem.
The technique was formally developed by Taiichi Ohno and was used within the Toyota Motor Corporation during the evolution of its manufacturing methodologies. In other companies, it appears in other forms. Under Ricardo Semler, Semco practices "three whys" and broadens the practice to cover goal setting and decision making.[2]
Not all problems have a single root cause. If one wishes to uncover multiple root causes, the method must be repeated asking a different sequence of questions each time.
The method provides no hard and fast rules about what lines of questions to explore, or how long to continue the search for additional root causes. Thus, even when the method is closely followed, the outcome still depends upon the knowledge and persistence of the people involved.
07/04/2019
Henan University of Technology
Transfer Abroad Undergraduate Programme
HAUT Transfer Abroad Programme

19. Why Toyota Chairman asked Why why why Known as Route Cause Analysis.
Example. Early deaths, poor health, ?, ?,
5 Whys is an iterative interrogative technique used to explore the cause-and-effectrelationships underlying a particular problem.[1] The primary goal of the technique is to determine the root cause of a defect or problem by repeating the question "Why?" Each answer forms the basis of the next question. The "5" in the name derives from an anecdotal observation on the number of iterations needed to resolve the problem.
The technique was formally developed by Taiichi Ohno and was used within the Toyota Motor Corporation during the evolution of its manufacturing methodologies. In other companies, it appears in other forms. Under Ricardo Semler, Semco practices "three whys" and broadens the practice to cover goal setting and decision making.[2]
Not all problems have a single root cause. If one wishes to uncover multiple root causes, the method must be repeated asking a different sequence of questions each time.
The method provides no hard and fast rules about what lines of questions to explore, or how long to continue the search for additional root causes. Thus, even when the method is closely followed, the outcome still depends upon the knowledge and persistence of the people involved.
07/04/2019
Henan University of Technology
Transfer Abroad Undergraduate Programme
HAUT Transfer Abroad Programme

20. Perception Toyota Chairman asked Why why why
Known as Route Cause Analysis.
Example. Early deaths, poor health, ?, ?,
5 Whys is an iterative interrogative technique used to explore the cause-and-effectrelationships underlying a particular problem.[1] The primary goal of the technique is to determine the root cause of a defect or problem by repeating the question "Why?" Each answer forms the basis of the next question. The "5" in the name derives from an anecdotal observation on the number of iterations needed to resolve the problem.
The technique was formally developed by Taiichi Ohno and was used within the Toyota Motor Corporation during the evolution of its manufacturing methodologies. In other companies, it appears in other forms. Under Ricardo Semler, Semco practices "three whys" and broadens the practice to cover goal setting and decision making.[2]
Not all problems have a single root cause. If one wishes to uncover multiple root causes, the method must be repeated asking a different sequence of questions each time.
The method provides no hard and fast rules about what lines of questions to explore, or how long to continue the search for additional root causes. Thus, even when the method is closely followed, the outcome still depends upon the knowledge and persistence of the people involved.
07/04/2019
Henan University of Technology
Transfer Abroad Undergraduate Programme
HAUT Transfer Abroad Programme

21. Workshop 1 In your group; Select a product/service you all buy
2. Describe why / how you go about
buying it
3. Use the basic framework to organise
your answer