Ebook Principles of marketing: Part 2
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Ebook Principles of marketing: Part 2
Part 1: Defining Marketing and the Marketing Process (Chapters 1-2)Part 2: Understanding the Marketplace and Consumers (Chapters 3-6)Part 3: Designing Ebook Principles of marketing: Part 2g a Customer-Driven strategy and Mix (Chapters 7-17)Part 4: Extending Marketing (Chapters 18-20)Hể Sa 1 Marketing ChannelsDelivering Customer ValueWenowarweat the third mar-Chapter 1 review keir.g mix tod-dBtnbuton. Firms rarely work alone in creating value for customers and lx ding profitable custo Ebook Principles of marketing: Part 2mer relationships, instead, most are only a single link in a larger supply chain and marketing channel As such, an irdivicual firm's success depends nEbook Principles of marketing: Part 2
ot only on how weII rt performs out also on now well Its entire marketing channel1 competes with competitors’ channels. To be good at customer relatioPart 1: Defining Marketing and the Marketing Process (Chapters 1-2)Part 2: Understanding the Marketplace and Consumers (Chapters 3-6)Part 3: Designing Ebook Principles of marketing: Part 2ls and the marketer's channel design and management decisions. We then examine physical distribution—or logistics—an area that is growing dramatically in importance and sophistication In the next chapter, well look more closely at two major channel intermediaries: retailers and wholesalers.We start Ebook Principles of marketing: Part 2by locking at a company whose groundbreaking, customer-centerec Ctstribution strategy took it to the top of its industry.Enterprise: Leaving Car RentaEbook Principles of marketing: Part 2
l Competitors in the Rear View MirrorQuick, which rental car company is number one? Chances are good that you said I lertz. Okay, who's number two? ThPart 1: Defining Marketing and the Marketing Process (Chapters 1-2)Part 2: Understanding the Marketplace and Consumers (Chapters 3-6)Part 3: Designing Ebook Principles of marketing: Part 2e surprised. By any measure—most revenues, employees, transactions, or number of vehicles—the number-one rentalcar company in the world is Enterprise Holdings, which owns and operates the Enterprise Rent-A-Car, Alamo Rent A Car, and National Car Rental brands. Even more, this is no recent developmen Ebook Principles of marketing: Part 2t. Enterprise left number-two Hertz in its rearview mirror in the late 1990s and has never looked back.What may have fooled you is that the Hertz branEbook Principles of marketing: Part 2
d was for a long time number one in airport car rentals. However, with all of its combined brands and markets, Enterprise Holdings now captures 53 perPart 1: Defining Marketing and the Marketing Process (Chapters 1-2)Part 2: Understanding the Marketplace and Consumers (Chapters 3-6)Part 3: Designing Ebook Principles of marketing: Part 2more profitable as well.How did Enterprise become such a powerful industry leader? The company might argue that it was through better prices or better marketing. But what contributed most to Enterprise taking the lead was an industry-changing, customer-driven distribution strategy. While competitors Ebook Principles of marketing: Part 2 such as Hertz and Avis focused on serving travelers at airports, Enterprise developed a new distribution doorway to a large and untapped segment. ItEbook Principles of marketing: Part 2
opened off-airport, neighborhood locations that provided short-term car-replacement rentals for people whose cars were wrecked, stolen, or being serviPart 1: Defining Marketing and the Marketing Process (Chapters 1-2)Part 2: Understanding the Marketplace and Consumers (Chapters 3-6)Part 3: Designing Ebook Principles of marketing: Part 2founder Jack Taylor discovered an unmet customer need. He was working at a St. Louis auto dealership, and customers often asked him where they could get a replacement car when theirs was in the shop for repairs or body work. To meet this need, Taylor opened a car-leasing business. But rather than co Ebook Principles of marketing: Part 2mpete head-on with the likes of Hertz and .Avis serving travelers at airports, Taylor located his rental offices in center-city and neighborhood areasEbook Principles of marketing: Part 2
, closer to his target customers. These locations also gave Taylor a cost advantage: Property rents were lower, and he didn't have to pay airport taxePart 1: Defining Marketing and the Marketing Process (Chapters 1-2)Part 2: Understanding the Marketplace and Consumers (Chapters 3-6)Part 3: Designing Ebook Principles of marketing: Part 2s and other cities, they renamed the business Enterprise Rent-A-Car after the V.S. Navy aircraft carrier on which Jack Taylor had served as a naval aviator. Enterprise continued to focus steadfastly on what it called the “home city” market, primarily serving customers who'd been in wrecks or whose c Ebook Principles of marketing: Part 2ars were being serviced. Enterprise branch managers developed strong relationships with localThanks to an industrychanging, customer-driven distributiEbook Principles of marketing: Part 2
on strategy. Enterprise left number-two Hertz in its rearview mirror more than a decade ago and has never looked back.Chapter 12 Marketing Channels: DPart 1: Defining Marketing and the Marketing Process (Chapters 1-2)Part 2: Understanding the Marketplace and Consumers (Chapters 3-6)Part 3: Designing Ebook Principles of marketing: Part 2popular neighborhood rental car provider.Customers in the home city market had special needs. Often, they were at the scene of a wreck or at a repair shop and had no way to get to an Enterprise office to pick up a rental car. So the company came up with another game-changing idea—picking customers u Ebook Principles of marketing: Part 2p wherever they happen to be and bringing them back to the rental office. Hence, the tagline: "Pick Enterprise. We'll Pick You Up,” which remains theEbook Principles of marketing: Part 2
Enterprise Rent-A-Car brand's main value proposition to this day.By the late 1980s, Enterprise had a Large nationwide network of company-owned, off-aiPart 1: Defining Marketing and the Marketing Process (Chapters 1-2)Part 2: Understanding the Marketplace and Consumers (Chapters 3-6)Part 3: Designing Ebook Principles of marketing: Part 2the on-airport market. A decade later, it had set up operations in 240 airports in North America and Europe. Then, in late 2007, the Taylor family purchased the Vanguard Car Rental Group, which owned the National and Alamo brands. National focused on the corporate-negotiated airport market, while Al Ebook Principles of marketing: Part 2amo served primarily the leisure traveler airport market.With the Vanguard acquisition. Enterprise Holdings now captures a more than 31 percent shareEbook Principles of marketing: Part 2
of the airport market, putting it ahead of Avis Budget Group and Hertz. That, combined with its share of the off-airport market, makes Enterprise HoldPart 1: Defining Marketing and the Marketing Process (Chapters 1-2)Part 2: Understanding the Marketplace and Consumers (Chapters 3-6)Part 3: Designing Ebook Principles of marketing: Part 2rise's success is its passion for creating customer satisfaction. To measure satisfaction, Enterprise developed what it calls its ESQi (Enterprise Service Quality index). The company calls some two million customers a year and asks a simple question: "Were you completely satisfied with the service?" Ebook Principles of marketing: Part 2 Enterprise managers don't get promoted unless they keep customers completely satisfied. It's as simple as that. If customer feedback is bad, "we callEbook Principles of marketing: Part 2
it going to E5Q1 jail," says an Enterprise human resources manager. "Until the numbers start to improve, you're going nowhere." As a result, for six Part 1: Defining Marketing and the Marketing Process (Chapters 1-2)Part 2: Understanding the Marketplace and Consumers (Chapters 3-6)Part 3: Designing Ebook Principles of marketing: Part 2ad, rather than resting on its laurels. Enterprise Rent-A-Car continues to seek better ways to keep customers happy by getting cars where people want them. The enterprising company has now motored into yet another Inno-nterprise■ rent-a-carWell pick you up.enterprise.com • 1 800 rent-a-carWhile comp Ebook Principles of marketing: Part 2etitors Hertz and Avis focused on serving travelers at airports. Enterprise Rent-A-Car opened off-airport, neighborhood locations that provided shorttEbook Principles of marketing: Part 2
erm carreplacement rentals for people whose cars were wrecked, stolen, or being serviced.vative distribution venue—"car sharing” and hourly rentals—caPart 1: Defining Marketing and the Marketing Process (Chapters 1-2)Part 2: Understanding the Marketplace and Consumers (Chapters 3-6)Part 3: Designing Ebook Principles of marketing: Part 2on't own cars and where business commuters would like to have occasional car access. Enterprise is also targeting businesses that want to have WeCar vehicles available in their parking lots for commuting employees to use. WieCar members pay $35 for an annual membership fee, depending on the location Ebook Principles of marketing: Part 2. They can then rent conveniently located, fuel-efficient cars (mostly Toyota Prius hybrids) for $10 per hour or $60 to $75 for the day; the rate inclEbook Principles of marketing: Part 2
udes gas and a 200-mile allotment. Renting a WeCar vehicle is a simple get-in-and-go operation. Just pass your member key fob over a sensor to unlock Part 1: Defining Marketing and the Marketing Process (Chapters 1-2)Part 2: Understanding the Marketplace and Consumers (Chapters 3-6)Part 3: Designing Ebook Principles of marketing: Part 2stribution strategy Says Andy Taylor, founder Jack’s son and now long-time CEO, "We own the high ground in this business and we aren't going to give it up. As the dynamics of our industry continue to evolve, it’s clear to US that the future belongs to the service providers who offer the broadest arr Ebook Principles of marketing: Part 2ay of services for anyone who needs or wants to rent a car.” The company intends to make cars available wherever, whenever, and however customers wantEbook Principles of marketing: Part 2
them?As the Enterprise story shows, good distribution strategies can contribute strongly to customer value and create competitive advantage for a firGọi ngay
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