Ebook Marketing an introduction (13th edition): Part 2
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Ebook Marketing an introduction (13th edition): Part 2
Find more at http77www.downioadslide.comPART 1: DEFINING MARKETING AND THE MARKETING PROCESS (CHAPTERS 1-2)PART 2: UNDERSTANDING THE MARKETPLACE AND C Ebook Marketing an introduction (13th edition): Part 2CUSTOMER VALUE (CHAPTERS 3-5)PART 3: DESIGNING A CUSTOMER VALUE-DRIVEN STRATEGY AND MIX (CHAPTERS 6-14)PART 4: EXTENDING MARKETING (CHAPTERS 15-16)1Darketing ChannelsDelivering Customer ValueCHAPTER ROAD MAP Objective OutlineOBJECTIVE 10-1 Explain why companies use marketing channels and discuss the Ebook Marketing an introduction (13th edition): Part 2 functions these channels perform. Supply Chains and the Value Delivery Network (328-329); The Nature and Importance of Marketing Channels (329-331)OBEbook Marketing an introduction (13th edition): Part 2
JECTIVE 10-2 Discuss how channel members interact and how they organize to perform the work of the channel. Channel Behavior and Organization (332-339Find more at http77www.downioadslide.comPART 1: DEFINING MARKETING AND THE MARKETING PROCESS (CHAPTERS 1-2)PART 2: UNDERSTANDING THE MARKETPLACE AND C Ebook Marketing an introduction (13th edition): Part 2ct, motivate, and evaluate channel members. Channel Management Deasons (343-346); Public Policy and Distribution Decisions (347)OBJECTIVE 10-5 Discuss the nature and importance of marketing logistics and integrated supply chain management. Marketing Logistics and Supply Chain Management (347-354)Pre Ebook Marketing an introduction (13th edition): Part 2viewing the ConceptsWe now look at the third marketing mix tool—distribution. Companies rarely work alone in creating value for customers and buildingEbook Marketing an introduction (13th edition): Part 2
profitable customer relationships. Instead, most are only a single link in a larger supply chain and marketing channel. As such, a firm's success depFind more at http77www.downioadslide.comPART 1: DEFINING MARKETING AND THE MARKETING PROCESS (CHAPTERS 1-2)PART 2: UNDERSTANDING THE MARKETPLACE AND C Ebook Marketing an introduction (13th edition): Part 2apter explores the nature of marketing channels and the marketer s channel design and management decisions. We then examine physical distribution—or logistics—an area that has grown dramatically in importance and sophistication. In the next chapter, we'll look more closely at two major channel inter Ebook Marketing an introduction (13th edition): Part 2mediaries: retailers and wholesalers.We start by looking at Uber, the fast-growing, app-based car-hailing service that has recently sprouted up in citEbook Marketing an introduction (13th edition): Part 2
ies around the world. Uber has radically reinvented urban transportation channels, posing a serious threat to conventional taxi cab and car service coFind more at http77www.downioadslide.comPART 1: DEFINING MARKETING AND THE MARKETING PROCESS (CHAPTERS 1-2)PART 2: UNDERSTANDING THE MARKETPLACE AND C Ebook Marketing an introduction (13th edition): Part 2ically Reshaping Urban Transportation ChannelsIt's rare. But every now and then a company comes along that completely disrupts the traditional ways of distributing a product or service FedEx revolutionized small package delivery channels: Amazon.com radicaty transformed onine selling: and Apple s iT Ebook Marketing an introduction (13th edition): Part 2unes and iPod turned music distribution on is ear. Now comes Uber, the app-based ride service that IS revolutionizing urban transportation Fast-growinEbook Marketing an introduction (13th edition): Part 2
g Uber is giving conventional taxi cab and car services a real ride for their money In just five short years. Uber has rewed up operations r 270 majorFind more at http77www.downioadslide.comPART 1: DEFINING MARKETING AND THE MARKETING PROCESS (CHAPTERS 1-2)PART 2: UNDERSTANDING THE MARKETPLACE AND C Ebook Marketing an introduction (13th edition): Part 2s in favor of newcomer Uber? Its all about convenience, ease of use, and peace of mind. No more step-» Uber lets passengers hail the nearest cab from any location using its smartphone app, then track the vehicle on a map as it approaches.FALL 1 RCHftRDSiAFPiGett)- l-wping out into busy ãty streets t Ebook Marketing an introduction (13th edition): Part 2o wave down a passing cab. Instead, Uber s smartphene app lets passengers hail the nearest cab or limo from any location with the touch of a button, tEbook Marketing an introduction (13th edition): Part 2
hen track the vehicle on a map as it approaches. The Uber app gives riders an accurate estimate in advance of the fare to their destinations (usually Find more at http77www.downioadslide.comPART 1: DEFINING MARKETING AND THE MARKETING PROCESS (CHAPTERS 1-2)PART 2: UNDERSTANDING THE MARKETPLACE AND C Ebook Marketing an introduction (13th edition): Part 2lly pays the driver (including tip) from the passenger s prepaid Uber account, efcninating the often inconvenient and awkward moment of payment And It's the same process al over the 'world, from San Francisco. London, Paris, or Abu Dhabi to Ashville. North Carolina, or Athens. Georgia.Compare the Ub Ebook Marketing an introduction (13th edition): Part 2er experience to the uncertain and often unsettling experience of using a standard taxi cab One business reporter describes waiting in line at a taxiEbook Marketing an introduction (13th edition): Part 2
stand while a driver tried to convince another would-be passenger—a total stranger—to share the cab. thereby increasing his fare The cab Itself was anFind more at http77www.downioadslide.comPART 1: DEFINING MARKETING AND THE MARKETING PROCESS (CHAPTERS 1-2)PART 2: UNDERSTANDING THE MARKETPLACE AND C Ebook Marketing an introduction (13th edition): Part 2using safety concerns whie distractedly navigating busy city sweets. The driver spoke only poor, hard-to-understand English ‘That turned out to be a good thing.' says the reporter, 'because I couldn t understand what he was trying to say when he insulted me for not tipping him enough.' The reporter' Ebook Marketing an introduction (13th edition): Part 2s conclusion: 'I stepped out of the taxi in front of my house and realized I just don't have to put up with this garbage anymore. Uber has changed myEbook Marketing an introduction (13th edition): Part 2
life, and as God is my witness, [whaever Uber is available] I will never take a taxi again.'Uber actuaty began as a nde-sharing service Current Uber dFind more at http77www.downioadslide.comPART 1: DEFINING MARKETING AND THE MARKETING PROCESS (CHAPTERS 1-2)PART 2: UNDERSTANDING THE MARKETPLACE AND C Ebook Marketing an introduction (13th edition): Part 2dventure and some extra income in their spare time All Uber drivers go through an onentation that requires proficiency W1 a market area $ dominant language, ensunng that they can communicate effectively with customers. Uber vehicles must be at least 2007-year models or newer, and customers can often Ebook Marketing an introduction (13th edition): Part 2 choose the type of car they want, from an entry-level Prius to a stretch Mercedes S-Class. A two-way rating system—by which riders rate drivers and dEbook Marketing an introduction (13th edition): Part 2
rivers rate riders in return—helps keep both sides ontheir best behavior. Poorly rated drivers risk being rejected by future passengers: poorly rated Find more at http77www.downioadslide.comPART 1: DEFINING MARKETING AND THE MARKETING PROCESS (CHAPTERS 1-2)PART 2: UNDERSTANDING THE MARKETPLACE AND C Ebook Marketing an introduction (13th edition): Part 2try begging fa change. Urban ưanspatatìon channels have long been characterized by cartel-like relationships between cab companies and local governments, high fixed fares, poor service, and Bttte accountability. As one economics professor points out. the taxi cab industry 'was ripe fa entry |by star Ebook Marketing an introduction (13th edition): Part 2tups] because everybody hates It." The business reporter puts It more plainly: ‘If service at Starbucks was as routinely disappointing as service fromEbook Marketing an introduction (13th edition): Part 2
taxis. Starbucks would have gone out of business long ago.’Like any innovator, upstart Uber faces some significant challenges Fa example. Uber has beFind more at http77www.downioadslide.comPART 1: DEFINING MARKETING AND THE MARKETING PROCESS (CHAPTERS 1-2)PART 2: UNDERSTANDING THE MARKETPLACE AND C Ebook Marketing an introduction (13th edition): Part 2 by notIđrectiy employing driversI(all Uber drivers are inde-Ipendent contractors: and’not owning any vehcles (all vehicles are driver-owned) However, although some muni-cipalities have passed ordinances favorable to Uber’s operations, others are mposng new regu'atcry restnctions and licensing requi Ebook Marketing an introduction (13th edition): Part 2rements.Uber has also been criticized for its 'surge pricing' practices—a dynamic pricing mechanism that kicks in to rase prices when demand exceeds sEbook Marketing an introduction (13th edition): Part 2
upply, sometimes resulting in shockingly high fares and accusations of price gouging. Uber justifies surge pricing by pointing to the very foundation Find more at http77www.downioadslide.comPART 1: DEFINING MARKETING AND THE MARKETING PROCESS (CHAPTERS 1-2)PART 2: UNDERSTANDING THE MARKETPLACE AND C Ebook Marketing an introduction (13th edition): Part 2ods when passengers need them most. Accading to Uber, if a passenger faces a higher-than-normalFind more at http77www.downioadslide.comPART 1: DEFINING MARKETING AND THE MARKETING PROCESS (CHAPTERS 1-2)PART 2: UNDERSTANDING THE MARKETPLACE AND CGọi ngay
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