[轉貼]創業資金試算表

創業資金試算表

創業者該準備多少錢呢？

回歸到創業的最初，「創業者要一次籌備足夠的資金，才不會半途而廢，」會計師陳珮琪說，但究竟該準備多少資金才足夠呢？專業會計師陳珮琪幫你算算：

以下數額一定要事先想清楚：

1. 開辦費用（A）
指開店前成本，如機器設備、押金、裝潢、廣告、行銷、權利金（加盟）…等

2. 產品的財務模式
單位售價與成本（產品從無到有的耗材）
單位利潤（B）

3. 預計回本速度（幾個月）（C）

4. 每月創業成本開銷（D）
D=A/C

5. 營業費用（E）
指每月初到月尾的開銷，如人事成本、交際費、水電費、定期廣告成本、雜費…等

6. 每月打平成本（F）
F=D+E

7. 每月營業目標（G）
G=F/B

8. 虧損期的預備資金＋開辦費用＝要準備的資金

[討論]中國匯率該不該浮動 ?請經濟學高手進來聊)

以下是我跟我中國同學Jenking今天在MSN上討論的內容,
由於本人不是高手,總經極差無比, 所以歡迎高手進來討論究竟中國是否該部分開放浮動匯率這個問題
(原則上我是支持的,我認為這是轉型服務業經濟中不可缺少的一個step,當然 我也認同只要控制不好熱錢一直進來通貨膨脹問題可能無法解決.)

J說:

美國政府應該想讓民眾幣升到4左右

M說:

4?

現下是1:7.7附近對吧

J說:

對啊，4，就像當初把日元從200搞到100一樣

說:

靠

M說:

十年的時間的話應該ok 慢慢來 別亂搞 對中國也不會有壞處的

M說:

台幣兌美金是類似浮動式的固定(有個range的lock) 所以如果真這樣 那我以後錢都要換成民眾幣才行 不然虧死

J說:

日元從200到100花了1年時間

M說:

那次有點故意 是美國操縱的 而且日本政府沒防范

J說:

民眾幣肯定要多花些時間，但這是趨勢，除非5年內中國在國際地位有大改觀，或者發生戰爭

M說:

中國跟日本差異是 人口多五倍 政府極端強勢 不可能讓美國這樣搞的 哈

J說:

wasp和Jew掌控的美國不是一般人能敵的，日本沒有一個人懂exchange rate的

M說:

對阿 日本狀況不太一樣 日本的經濟掌權者 都是念法律系畢業的

M說:

法律系的人幾乎佈滿商界 政界 而那群人很會搞派閥 可是對外匯 總體經濟就ooxx

J說:

遺憾的是中國也沒有，否則就不會放開exchange rate不緊跟USD了，這是央行犯的最大的錯誤

J說:

美國的方法是用全世界的力量來與中國抗衡，中國在強大也沒用

J說:

熱錢入中國淘金哪﹗﹗﹗民眾幣現下是最有價值的外匯﹗﹗﹗

J說:

日本人叫大和民族，對內和和睦睦，對外完全相反，可惜他們根本不是美國的對手，現下好了，成了美國的經濟殖民地

M說:

可我覺得開放浮動是應該的耶 不覺得是中國疏於防范而作得. 因為中國政府現下要漸漸將製造業經濟轉為服務業經濟 而服務業經濟來源是中產階級的消費 而如果消費力要加強 匯率強是有好處的 一是買一些買舶來品就便宜了 而工業去購買外國的原料(不一定是原料 包括其他外國製造之工業品)也會便宜

M說:

整體而言對基礎工業 低技術的工業 是壞事

M說:

對於技術成分更高的 以及消費者 是好事

J說:

錯了
J說:

沒有比中國更便宜的國家了!

匯率這個東西部能亂搞，因為沒有一個人知道它應該是多少

M說:

不會阿 你想喔 通澎越來越高GDP越來越高之後 人工就貴了 成本也就機上去了 漸漸就貴了

J說:

你說它是1︰100可以，1︰10還可以

M說:

現下開放小幅度的我覺得ok啦 十年慢慢轉到1:4也ok 十年後中國人均搞不好都10000美金以上了 中產搞不好兩億人了

M說:

這樣 這些人去買prada gucci能便宜一半也不是壞事兒啦

J說: 那是物價

跟匯率沒有半點關係﹗

J說:

你還是沒明白我的意思

J說:

你看到的只是表面的價格，而不是價值

M說:

你舉個例子好了 這樣比較好懂

匯率跟價格幾乎沒有關係，匯率就是一個金融工具，可以產生回報和泡沫，此外無他

J說:

1︰4的時候，會有兩種可能

J說:

1, 你的包包的確可以以現下的半價買到，另外國內的所有東西也可以以現下半價買到

說:

2. 國內產品價格沒變，進口包包價格卻在這10年內慢慢長了1倍

J說:

這兩種可能都是理想狀態，肯定會有些微差別，但不會太大，而且差別就是arbitrage的來源，這個你能理解

M說:

我說說我想法 1.國內東西倒不會是半價 因為匯率對本國自製品無影響 但是 對於消費品中的舶來品有影響 以及對於工業品中的外國製造關鍵零組件有影響 例如可以用半價買到intel製造並販售的cpu 來組裝成lenovo電腦的一部份

M說:

2. 如果漲一倍 那是prada對全世界各國漲價 不會單獨對中國 如果單獨對中國 在全球化的今日 會有一堆水貨批發商去其他國家批1/2價錢的貨品來中國拍賣 正價品就沒人買了

J說:

這個我同意，剛剛講的第一種可能只是理論上的

J說:

其實最大就是第二種可能，伴隨的是國內價格繼續上漲，如同日本

J說:

國內通貨膨脹將不可控制

M說:

主要我還是覺得 慢慢的讓匯率一點一點爬（在政府可控制範圍內） 不是壞事 原因在於經濟轉型過程中 消費型經濟(或稱服務業型經濟) 可以用較強的匯率

J說:

所以，10年以後，伴隨著匯率的下跌，國內價格會漲1倍，甚至更多

M說:

恩 對 日本那個問題是連同房地產 整個國家錢太值錢了的結果 人就風了 我認同

M說:

所以我覺得所謂的自由匯率絕對在中國不可行

J說:

中國在重複同樣的道路

M說:

應該說 二十年內大概都不可行

M說:

至於之後 我猜不到 哈 短期內（我就以二十年為例好了）不可以純自由的 絕不可以

J說:

所以，到時候雖然可以跟現下的價值的一般買到包包，但價格還是一樣的，假設世界通脹為零，因為國內的價格翻了一翻，甚至更多，更多意味著，那個包包其實比現下還貴﹗

J說:

這個邏輯能明白嗎？

M說:

J說:

說到底，是全世界在跟中國較量

J說:

浮動匯率的結果，i mean

J說:

所以︰浮動匯率中國幾乎一點利益都不會得到，受惠最大的就是熱錢的主要來源--美國

--
我們的討論在此暫作結束
因為 我明天要mkt期末考！！

請高手來聊吧 各位經濟學PHD們進來吧 我需要你們的幫忙釐清

[轉貼]零售業營銷學實錄- 廁所不給上要人去公共厕所=>失去大客户

今天陪深圳来的朋友去香港恒生银行开存款账户。香港银行多过米铺，朋友听说恒生银行服务好，指定要去恒生，我便没敢推荐其它银行。

天下雨。我们走进恒生中环总行，女职员走过来。香港银行的营业大厅里，一般都有类似商场导购员那样的职员，站在大厅入口附近，解答查询，引导顾客去该去的 柜台，这位女职员就是“导购员”。我们说开个户，她说要港澳通行证、国内身份证、住址证明（水电费单等，上有开户人姓名）。得知深圳朋友只带了港澳通行 证，另外两样没带，女职员坚决表示不行，示意我们离开。

她错了。她该带我们去开户柜台，尽管我们没带齐证件。银行花大钱做广告，不就是为了吸引新客户来开户吗？现在客户慕名而来，自投罗网，这是天上掉下来的馅 饼，怎能轻易放走？这种不请自来的“walk-in”客户，比通过营销吸引来的客户，少得多，宝贵得多，最容易成为忠实客户。她要是带我们去开户柜台，给 我们登个记，复印个港澳通行证，叮嘱下次来带齐证件、补办手续。下次来，账户不就开了，新客户不就有了？营销学上说，一个新客户等于十个旧客户。虽然深圳 紧邻香港，但专门跑来开户，来回过关、坐车怎麽也要折腾大半天，就这麽一个眼神让我们走，哪有一点营销概念和服务精神？

女职员更严重的失误，是没有意识到内地来开户的，都是大客户。内地只有万儿八千元的，谁会大老远跑到香港来开户？一个内地客户在香港的存款，轻易超过几十 个香港普通账户的存款总和。比如这位深圳朋友，就原本打算开户后马上存入七位数字款项。在香港的商业银行，存款上百万就是大客；在中小型银行，存上五十万 的都是大客。香港银行业务饱和，要发展一个新客户，哪怕只存几万元，都很不容易。而内地客户，正是新客户的最大来源。

走就走吧，临走前我们想去洗手间，问女职员洗手间在哪里。她一本正经地说，对面街市（香港的菜市场）有公厕。她说得对，中环街市里是有公厕，我以前去过。 但外面下雨，却叫我们冒雨上公厕，银行内的洗手间就不能给我们用，就不能给银行的顾客、“上帝”、衣食父母用一下？虽然我们还不是恒生的客户，但我们是想 来开户的潜在客户。没有今天的潜在客户，哪有明天的真正客户？我们失望而去。自己送上门的大客户，就这样消失在恒生大楼外的霏霏细雨中。

不开户尚情有可原（我们手续不齐），但不让用洗手间那种冰冷的态度，很难让顾客回头。恒生银行在香港口碑甚好，我无意说它不好，相信它会越办越好，我们遇 到的毕竟是个别事件。女职员模样标致，多半是大学生，说不定还是温哥华、伦敦回来的海归。如今学历水涨船高，大学生、海归纷纷做前线职员，女职员恐有“屈 就”之感，遂用刻板、冷漠的态度对待顾客，或透过有色眼镜看待内地顾客。她一定精通银行知识，却不会用常识、常理去对待人和事。今天的遭遇给我的启示：服 务客户，态度第一、常识第一，知识第二。

轉自中大學長肖建偉的blog :) http://johnny-xiao.blog.hexun.com/9574530_d.html 我個人認為這種服務業的小地方會是最後differentiation的關鍵 卻也是服務業最常lost的 會lost很多人都說"這是training的問題 少了訓練" 錯了，我認為這是整個人資體制根本不對。 櫃檯櫃員本身的人格特質就是要選熱心助人的人，選對人才好教 選錯人怎麼教都還是不容易成的。



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Comment

同意馬登櫃檯人員應選熱心助人特質者
在美國，同樣都是BOA
有的職員態度就是很好，也很願意幫忙
有的職員..晚娘面孔不說，消極到不行的態度與輕蔑的眼神
真是讓人想不管三七二十一直接巴下去
不過，美國地廣人稀
尤其是像BOA這樣的大企業
職員才不甩什麼市場飽和還是客戶滿意這種事情
客戶需要像BOA這樣到處都有ATM的銀行
自然職員就吃定我們了...

whoopsnow at May 25, 2007 11:06 AM comment | | Delete | Conceal

認同whoopsnow
恆生在香港區就如同BOA在美國一樣 家大業大 不怕消費者跑

但這些都是要去競爭市場者潛在的商機

我這回回到台灣吃了趟skylark...對於領班級的服務生
(領班是小主管，通常是做一年以上)竟然連送上來的牛排醬自己都分不出來是什麼醬
我也是感到 " gosh, 商機無窮"

服務業其實都還有很多升級空間以及切入機會 問題在於要不要做而已

我會做的 再幾年等自己在中國夠熟了之後我就會做 而且我說到做到

在我的眼中從來沒有所謂的成熟市場，2000年時大家都說飲料成熟了，
硬是有Red bull殺出來賺翻了

Telecom大家也說成熟了 2003年硬是有Skype殺出來搗亂一池春水

銀行的服務看大不看小 美國就有人開發出專門服務SME的銀行而且大賺錢

技術創新 流程創新 營運模式(business model)創新再再證明了市場沒有真正的成熟
身為MBA就是要能比一班人更快的洞察商機
當然 也要防止自己的business被別人給搶了

moderne2 at May 25, 2007 01:28 PM comment | | Delete | Conceal

MBA課程札記:[求救]行銷研究主題徵求中 我不知道要作啥啦！

我即將獨立去完成一個research

但是現在可好，找的教授他的研究領域很特別，我有點沒預料到他的預期是往這方向走。

這位老師雖是行銷學博士，但卻是偏消費文化+口語傳播的行銷

他簡單的說了他研究興趣領域以及當初博士論文的內容給我聽

我節錄如下:

簡單來說，這位老師研究的是鮮少有人研究的WOM ( word-of-mouth,口耳相傳)行銷，
然後他博士論文是在寫，
每個人都懂很多，但卻不一定會全說出來
人在各種交談對話中，會"看情況"習慣給予對方"某些"反饋信息( feedback information)

他最後歸納出來
社交時:人會用"新奇的內容 ( new, incredible)"　以及"　可信賴的內容 (credible, reliable)"　
此兩點來購成吸引人繼續聽下去的因素
但是此兩點本身互斥，因為具有可信度的東西常常是舊聞，很無聊；相對的，新奇的東西很有趣，但是不一定是正確的。

他就繼續研究了人在"什麼情境"，"什麼對象"，或是其他因素，造成人選擇內容的差異

哪些factors造成人在當下使用較多可信賴內容　而非新奇內容
舉例:面對老師，或是面對面試官，你就會偏向可信賴內容。 面對朋友即將下的購買決定，你也會習慣性的用確切已知的內容
來給予朋友反饋。 (因為你怕推薦錯，會被"幹樵"幹到死，普通話說法就是挨罵，冒著失去朋友的風險了。)

而在party情境下，因為人們沒壓力，也不會把話當真，結果就是越會胡說亂扯的人越受歡迎
你可能就會亂說一氣　只為吸引注意了

老師希望我基於他的研究興趣領域，在網路行銷(尤其blog)這主題上作研究，
可....darn it, 我對研究是一點sense也沒有阿! 看到我Blog的人如果有興趣請留言給我，幫我想個題目
以及如何做研究的大綱吧。

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Comment

我覺得這個議題很有趣
某個程度他在探究消費者行為，
我看過兩本書，
一本叫做願者上勾，主要是描述提供部分資訊，讓對方產生興趣，因此主動尋求答案，
雖主要將重點放在互動式行銷；他也運用了部分口耳相傳的概念，
筆者的關鍵在於，當對方產生興趣時，你掌握他消費的意願，會比單向式的行銷更具效果。
另一本書叫做企業巫醫，
雖然他描述的是企業家對於企業管理概論買帳的迷思，
但是我覺得可以衍伸出消費者對於新資訊的(或是不了解的資訊)的興趣與追求。
筆者提到，消費者(或企業家)追求新的訊息，是因為宣傳者掌握了兩個關鍵要素：貪婪與恐懼。
(貪婪爲了得到更多的利益；恐懼訊息落後於他人)
很有趣呀！馬登加油～

shelly at April 2, 2007 08:30 PM comment | | Delete | Conceal

在香港读书好找兼职吗？一般兼职都做些什么？跟教授做还是帮外面的公司做？3x

tingyun at April 2, 2007 09:00 PM comment | | Delete | Conceal

Hi Shelly:
謝謝你 非常的insightful 我會好好想想

Hi tingyun:

PT job因人而異 但很少人作 因為course loading很大
班上之前只有一個原本作IB的同學 去PE firm一週作兩天

我也是一直到這學期3rd term比較時間自由些才有空接pt job
接這倒不是為了賺錢 只是為了跟業界keep some connection
這樣 對於未來面試都會有幫助

至於好不好找 it really depends, depends on your
personality , working exp, and prefessional skills.

一般來說公司都是希望你by project作研究報告

moderne2 at April 5, 2007 12:42 AM comment | | Delete | Conceal

MBA課程札記: Strategic Marketing 策略行銷(三)Segment, Targeting, Positioning STP三部曲

Positioning in Practice

Strategic Role of Marketing

For large firms that have two or more strategic business units (SBUs), there are generally three levels of strategy: corporate-level strategy, strategic-business-unit-level (or business-level) strategy, and marketing strategy. A corporate strategy provides direction on the company=s mission, the kinds of businesses it should be in, and its growth policies. A business-level strategy addresses the way a strategic business unit will compete within its industry. Finally, a marketing strategy provides a plan for pursuing the company=s objectives within a specific market segment. Note that the higher level of strategy provides both the objectives and guidelines for the lower level of strategy.

At corporate level, management must coordinate the activities of multiple strategic business units. Thus the decisions about the organization=s scope and appropriate resource deployments/allocation across its various divisions or businesses are the primary focus of corporate strategy. Attempts to develop and maintain distinctive competencies tend to focus on generating superior financial, capital, and human resources; designing effective organizational structures and processes; and seeking synergy among the firm=s various businesses.

At business-level strategy, managers focus on how the SBU will compete within its industry. A major issue addressed in business strategy is how to achieve and sustain a competitive advantage. Synergy for the unit is sought across product-markets and across functional department within the unit.

The primary purpose of a marketing strategy is to effectively allocate and coordinate marketing resources and activities to accomplish the firm=s objectives within a specific product-market. The decisions about the scope of a marketing strategy involve specifying the target market segment(s) to pursue and the breadth of the product line to offered. At this level of strategy, firms seek competitive advantage and synergy through a well-integrated program of marketing mix elements tailored to the needs and wants of customers in the target segment(s).

Strategic Role of Positioning

Based on the above discussion, it is clear that marketing strategy consists of two parts: target market strategy and marketing mix strategy. Target market strategy consists of three processes: market segmentation, targeting (or target market selection), and positioning. Marketing mix strategy refers to the process of creating a unique blend of product, distribution, promotion, and pricing strategies (the four P=s) designed to satisfying the needs and wants of customers. Target market strategy and marketing mix strategy are closely linked and have a strong interdependence. The position of a product identified from the target market strategy serves as a guideline for formulating marketing mix strategy.

Market segmentation is the process by which a market is divided into distinct customer subsets of people with similar needs and characteristics that lead them to respond in similar ways to a particular product offerings and strategic marketing programs. Targeting or target market selection is the process of selecting a segment or segments to serve by evaluating the relative attractiveness of each segment, the benefit sought, and the firm=s relative business strengths. Finally, positioning is the process of designing product offerings and developing strategic marketing programs which collectively create an enduring competitive advantage in the target market.

The concept of target market strategy especially positioning is well-known and widely accepted by most marketing practitioners especially consumer goods managers as useful Atheoretical@ concepts in formulating marketing mix strategy. In practice, however, marketers tend to bypass formal positioning and go directly to formulate marketing mix strategy. This may be due to the fact that these managers do not know how to obtain perceptual maps, which are maps that show the positions of products on a set of primary customer needs.

The objective of this paper is to demonstrate a practical way for marketing practitioners to obtain perceptual maps for positioning and marketing mix strategy formulation. Specifically, perceptual mapping and its relation to positioning are first discussed. This is followed by discussion of statistical techniques that can be used to create perceptual maps. Finally, a example of positioning process by factor analysis is demonstrated.

Perceptual Mapping: Identification of Strategic Benefits

Positioning is the perceived fit between a particular product and the needs of the target market, and thus positioning concept must be defined relative to the customer’s needs and competitive offerings. It is one of the most important strategic concepts because it is concerned with differentiation. Positioning reflect the careful efforts of marketing firms to portray the benefits they offer customers and to differentiate themselves from competition. Positioning is critical for a product=s success. Not only must the product deliver the benefits the customer needs, but it must do so better than competition.

Effective positioning requires assessing the positions occupied by competing products, determining the important dimensions underlying these positions, and choosing a position in the market where the organization=s marketing efforts will have the greatest impact. An essential tool for strategic benefit positioning is perceptual maps.

Customer Needs and Perceptual Mapping: Method and Procedures

Perceptual maps represent the positions of products on a set of primary customer needs. Perceptual maps visually summarized the dimensions that customers use to perceive and judge products and identify how competitive products are placed on those dimensions. In practice, marketers need to know the number of dimensions, the names of those dimensions, what more detailed customer needs make up the dimensions, where competition is positioned, and where the ideal position for a new product or for repositioning is.

A set of useful consumer behavior model has been developed to handle consumer attitudes toward various brands in a marketplace. Hauser and Urban (1977), in a new-product setting, describe the processing of product attributes as compression into smaller number of aggregate dimensions called Aevaluation criteria.@ The central idea is that the brands in a market can be represented as a set of points in a multidimensional space. The axes of this space represent the perceived attributes that characterize the stimuli. Two main analytical approaches most frequently used to derive evaluation criteria and build perceptual maps are decompositional methods, based on multidimensional scaling, and compositional methods, based on factor analysis (Lilien and Kotler 1983). Each of these procedures is discussed in the following section.

Multidimensional Scaling (MDS)

Multidimensional scaling (MDS) is a set of procedures in which a reduced space of product alternatives reflects perceived similarities and dissimilarities between products by the inter-product distances. Exhibit 1 gives an example of the input and output of an MDS study of four graduate schools of business. The idea behind it is to have the distances in part [b] have the same rank order as the direct similarity judgments in part [a].

To use multidimensional scaling to create perceptual maps:

1. Have customers evaluate existing products according to their relative similarity and form an average proximity matrix whose entries represent the similarities or dissimilarities among the products for each group of customers you wish to analyze.

2. Use multidimensional scaling to produce a map in 2, 3, ... dimensions.

3. Based on managerial judgments, limitations owing to the number of stimuli, and a plot of Astress@ select the appropriate number of dimensions.

4. Name the dimensions based on the relative position of the stimuli or a regression of the map coordinates on attribute ratings.

Multidimensional scaling is a powerful technique, but it must be used with caution. Several issues need to be considered. The first issue is concerned with the number of stimuli (i.e., products) needed. Klabir (1969) shows that at least eight products are needed to create a good two-dimensional map. Green and Wind (1973) suggest that the number of dimensions should be less than one-third of the number of products. The second issue is concerned with the naming of the dimensions. The analyst generally names the dimensions by using knowledge of the product category to explain best the products= positions. This procedure is arbitrary and involves a high degree of creativity. The final issue is concerned with the number of dimensions. There is little theory to guide the selection of the number of dimensions. However, the stress measure obtained from MDS can be plotted against the number of dimensions to determine when marginal changes in stress are becoming small.

Widely used, user-friendly statistical packages such as SAS and SPSS contain the programs for multidimensional scaling. For example, in SPSS, one can obtain a multidimensional scaling analysis from the statistics menu by choosing scale and then multidimensional scaling.

Factor Analysis

Factor analysis was originally developed in connection with efforts to identify the major factors making up human intelligence. Educational and psychological researchers did not believe that every test in an educational battery measured a different facet of intelligence. In fact, test scores for certain pairs of tests were highly intercorrelated, indicating that a more basic mental ability underlies test performance. Factor analysis was developed to explain these intercorrelations in the test results of a few basic intelligence factors, subsequently identified as verbal ability, quantitative ability, and spatial ability. Since that time, factor analysis has been applied to many other problems and is a frequently used technique in performing product-evaluation analyses in marketing.

The basic factor-analysis model assumes that original perceptual ratings about a product are generated by a small number of latent variables, or factors, and that the variance observed in each original perceptual variable is accounted for partly by a set of common factors and partly by a factor specific to that variable. In the construction of a perceptual map by factor analysis, the positions of the products/brands studied can be obtained by averaging the factor scores of the respondents for each product/brand. Factor scores are calculated from the matrix of factor-score coefficients, which describes factor scores as a linear function of the original ratings.

To use factor analysis to create perceptual map:

1. Have consumers rate all the products/brands under studied, one at a time, on a set of product attributes. You can use Likert scales (scales anchored with strongly agree and strongly disagree) or semantic differential scales (scales with bipolar adjectives) in your questionnaire.

2. Analyze the data by factor analysis with rotation (e.g., with varimax rotation). Also request for factor scores for all the products/brands.

3. Average the factor scores over all the respondents for each product/brand.

4. Use the average factor scores for each product/brand as coordinates to plot the position on the perceptual space. Normally, two-dimensional maps are meaningful and easy to understand. If more than two factors are extracted/identified from the set of product attributes, more than one two-dimensional maps may be generated.

5. Use factor loading table, which is an output representing the correlations between the attribute scales and the factors that the computer algorithm identified, to name the factors.

6. The ideal line (representing the relative importance of the factor scores in determining attitude toward the brand) can be identified from the multiple regression function with attitude as the dependent variable and factor scores as the independent variables.

Factor analysis is a very powerful and useful technique for producing perceptual maps. There are also many software for PC that contains this statistical technique (e.g., SPSS, SAS, BMDP).

In this session, we briefly went through the concepts of target market strategy (which consists of market segmentation, targeting, and positioning), strategic brand management, and positioning research. Then we went through the concept and the steps in the data analysis for positioning research.

Target Market Strategy

Target market strategy is the process of identifying one (or more target markets) and its (or their) unique positioning(s). Target market strategy consists of (1) market segmentation, (2) targeting, and (3) positioning.

Market Segmentation. Market segmentation is the process of segmenting a heterogeneous potential market into a few or several homogeneous segments. In other words, customers in a potential market may have different preferences. As such, it is not effective and efficient to teach all of them by one product and one plan. To be effective and efficient, a manager needs to group the potential customers into group according to their unique preferences and serves one or more of these groups according to the company's strength. The other way to look at market segmentation is that it is the process to test if the potential market is homogeneous in terms of preferences. Good market segmentation should result in segments with the following characteristics: (1) substantiality ( i.e., each segment is large enough), (2) profilability/identifiability/measurability (i.e., each segment can be described in terms of demographic or psychographic characteristics), (3) accessibility (i.e., the media consumption and shopping behavior can be identified), and (4) differential responsiveness (i.e., each segment has a unique preference).

Targeting. Targeting or target market selection is the process of selecting one or more segments to be the target market or target markets. The segment(s) is(are) chosen by matching the strengths/ability of the company to serve the segment with the profit potential in each segment. GE Matrix (market attractiveness versus business position) is a good tool for targeting. There are four targeting strategies that you can use: (1) concentrated or focused targeting strategy (i.e., selecting one large segment to be your target market), (2) multi-segment or differentiated targeting strategy (i.e., selecting two or more large segments to be your target markets with a unique positioning for each of them), (3) mass targeting strategy (i.e., selecting two or more or all segments to be your target market with only one positioning for all of them), and (4) niche targeting strategy (i.e., selecting one small market to be your target market).

Positioning . Positioning has two meanings. First, positioning is the most important benefit or benefits desired by the customers in a particular target market. Second, positioning is the process of creating brand image (in terms of benefit or benefits) in the customer's mind through marketing mix strategy (the 4Ps). The brand image must reflect the most important benefit(s) that the target customers want. To position your brand in a target market, you first conduct positioning research to create a perceptual map of competing brands in the target

MBA札記--在香港剩下兩個月要完成的事--有興趣進來看看!挺多的><

手上要幹的事兒不少

我就來分享一下MBA忙碌生活為什麼忙碌吧

我的MBA 3rd term生活簡單分為幾個部分
1.課堂上課 課後討論 (算學分的)
2.必要project (算學分的)
3.不必要的project (不算學分的)
4. part-time job機會(現在某位Ross的朋友就在西雅圖幫M$作事情，有錢拿又有經驗，有時是好事兒)
5. WorkShops (諮詢、投銀、品紅酒會、高爾夫教學) , Career talk and On-site recruiting (一般而言香港沒有後者，但前者很多是認識前在雇主的好機會，也可以聊聊工作型態、內容、生活等), 以及各種Mingling sesstion (我們有CEO talk, 請來各大公司大老們演講，底下除了FT students,還有PT students以及Alumni來聽，甚至有EMBA班的，自然要趁機認識) ....
6. 美系MBA還會有社團, Clubs. 我們這邊小，所以就沒正式組織了。有些同學會私下組讀書會，例如consulting, IB, VC+PE, CFA這些都是常見的社團。

以我個人而言，我現在手上就有以下這些
1. 兩門要上的課，都很重，都有case reading，然後我都很混XD
2. 必要projects x2 , 一為幫HP作的strategic management analysis , 二為自己要做的directed research (因為我暑假會去香港之外的地方intern，沒法留在香港修market research這門必修課。所以要以此project作為替代。)
3. 跟外系同學，醫學院帥哥一名+傳播學院美女兩名，參加兩個Social Venture (社會創業，意即具有解決社會問題同時又可以self-sustainable 的創業) Business plan competition
4. 四月中開始要幫香港本地一家上市telecom公司的新部門做E-marketing 的 Knowledge base building 的part time job，有點小錢可賺。主要還是學經驗，認識人與香港企業為主。這個是我自己靠Network去找的，又找了班上好朋友Jenking一起幹。
全班除我之外也只有兩個老外在原本的老闆那邊做PT。其實現在想起來有點自找麻煩，因為事情已經夠多了還跟人家簽約........ 有種會忙不過來的痛，喝喝。但這一定會是值得的有趣經驗
5. 這個我們學校辦很多，也找過BAH來教我們顧問公司怎解Case。
6. 這個我沒有，天生不愛唸書。同學有的人要趁機念CFA的我都很佩服他們的毅力，因為我自己完全對Finance還是一個沒興趣。

但還有一個這個Term最重要的就是找Intern。 這簡直是MBA大家心中的黑暗夢魘了。尤其在知道"阿! 那位M7的上了XXX IB的summer intern" "阿阿! 那位M7的上了XXX MC的...." ，我們這些不是念M7學校的腦袋就有如再被轟炸一次，感受萬千。 Intern其實是對於Career switcher最重要的一個管道，而也只有FT program可以做到，所以，大家無不卯足勁把自己搞進想進去的industry and function. (然而, career switch 本身就難，而國籍限制更是難。我在香港一樣有國籍問題，簽證問題，不比在美國的各位來的快活><>< 總之這麼貧乏生活的人那就是我了。 我真的已經到了很想玩樂的一個程度了，只要Intern一確定我肯定卯起來玩，哈哈，不然之後做intern,又exchange, 不知何時才會回到香港囉。 歡迎大家留言討論分享生活的一切阿! -- Comment

呜。。。好像我什么也没忙啊。你们这么努力，我真的很有压力！！！

Destiny at March 29, 2007 12:17 AM comment | | Delete | Conceal

嗯嗯~ 對，玩樂很重要~
好好玩喔~ 這樣我以後去香港玩才有人可以問:)

xenophen at March 29, 2007 11:30 AM comment | | Delete | Conceal

小De，你想太多了，我也很混，只是把事兒纜上身讓自己多忙些，不要去想那些不開心的東西。我
小芳，妳何時來阿? 我看妳在北美才真是玩瘋了，下次學snow boarding就找妳跟Max教學囉。
我會找史丹利一起去
BTW, he got internship offer already, congratulation to 史丹利....
真羨慕現在已經拿到offer的人阿><

moderne2 at March 29, 2007 02:44 PM comment | | Delete | Conceal

嗯嗯...
好好想想要帶我去哪裡吧！！
KKK....

peach0117 at March 29, 2007 07:52 PM comment | | Delete | Conceal

MBA課程札記: Strategic Marketing 策略行銷(一)

The following note is provided by Prof.Powpaka Samart
What Is Marketing?



As you may already know, the main objective of any business is to make profit. On the other hand, there are also non-profit or not-for-profit organizations that exist in the society. Their main objective is to achieve a non-profit objective or to serve a certain cause, e.g., HK Red Cross wants to obtain enough blood to help the patients. These non-profit organizations still need to make money or obtain money. But they do not do it for profit; they do it in order to secure enough resources to help them achieve their non-profit objectives.



To achieve their objectives, businesses and non-profit organizations need to have different people to perform different functions. They normally organize people who perform the same function into the same "departments". Accounting, finance, production, R&D, logistics, marketing, and sales are examples of departments that normally exist in a business organization.



"What is marketing?" Using American Marketing Association's (1985) definition, marketing is "the process of planning and execution of the conception, pricing, distribution, and promotion of goods, services, and ideas to create or facilitate exchanges that satisfy both individual and organizational objectives." Based on the definition, it is quite clear that the definition is inclined toward marketing as a business function (or what marketing people do). In essence, the function of marketing is about identifying the right target market (a group of consumers or business customers) and creating, communicating, and delivering the company's products (which can be goods, services, ideas, or combination of goods, services, and ideas) to the chosen customers. What marketing people do is to plan and execute the marketing plan, which consists of product strategy, pricing strategy, distribution strategy, and communication strategy. The execution of the marketing plan will create or facilitate the exchange or transaction between the target customers and the organization.



Then we look into the definition of marketing by AMA in 2004. Marketing is "an organizational function and a set of processes for creating, communicating, and delivering value to customers and for managing customer relationships in ways that benefit the organization and its stakeholders." It is clear from the definition that marketing includes both marketing as a business function (an organizational function) and as a management philosophy/orientation (a set or cross-functional or cross-departmental processes for [a] creating, communicating, and delivering value to the target customer and [b] to manage relationship with customers in ways that benefit the stakeholders). Marketing as a management philosophy requires an integrated effort of every members of the organization to provide superior "value" to the customer and to build, enhance, and maintain "relationship" with (profitable) target customers.



When we look at the definition of marketing by AMA (2004), you can see that marketing, as a management philosophy, requires the integration of every function or department to work together to satisfy the target customers. The target customer is the focus of the company's operations. Everybody in the company (1) works together to create, communicate, and deliver value to the customer and (2) manages the relationship with customers in ways that benefits the company and its stakeholders.



We then discussed about the formula of value to demonstrate that customer value creation comes from the integrated effort of every employee of the firm.



Value = quality/price + relationships



Quality: Quality represents everything that customers get from buying your product. As such, quality must be defined by your customers. There are two types of quality: (1) objective quality (i.e., actual quality as can be tested in the lab according to the specification) and (2) perceived or subjective quality (i.e., quality as "perceived" or "believed" by the customers). R&D and production staffs make sure that the objective quality of the company's products is acceptable. Quality standards and measures such as TQM, QC, ISO, etc are used to ensure objective quality. Marketing people use integrated marketing communication (IMC) to build perceived quality in the mind of the customers. It is important that there is a match between objective and perceived quality.



Price: One of the determinants of price is cost. Today, there are two major sources of cost reduction: (1) global sourcing and (2) logistics management. Global sourcing concerns with two consecutive decisions: (1) to make or to buy (i.e., to manufacture the products by yourself or to sub-contract other people to produce for you), and (2) where to make or where to buy. Proper global sourcing can give cost advantage to the firm. Logistics concerns with the strategic movement and storage of products into the firm, inside the firm, and out of the firm. Purchasing or inbound logistics concerns with the movement and storage of raw materials, processed materials, and component parts into the firm. Manufacturing support of intra logistics concerns with the movement and storage of semi-finished products inside the firm. Finally, physical distribution or outbound logistics concerns with the movement of finished products from the firm to its customers. The main concept of logistics is (1) to provide the desired service level to both internal and external customers and (2) at the lowest total cost. A logistics system consists of 3 performance cycle: (1) inbound logistics (or purchasing), (2) intra or inside logistics (or manufacturing support), and outbound logistics (or physical distribution). A good logistics system not only reduces the cost for the company but also provides competitive advantage for the company. In other words, a good logistics system can give a company sustainable competitive advantage by providing appropriate level of service at the lowest total cost.



The service level in logistics consists of:



1. Availability

2. Operational performance

a. Speed

b. Consistency

c. Flexibility

d. Malfunction and recovery

3. Reliability



The costs in logistics include:



1. Order management costs

2. Inventory management costs

3. Material handling costs

4. Transportation costs

5. Warehousing costs



Relationships: There are two types of relationships: (1) relationship with your customers (i.e., relationship marketing and customer relationship management or CRM) and (2) relationships with suppliers and channel members (i.e., strategic alliance/partnership). Strong relationships with both customers and suppliers/channel members are important in the value creation process for the customers.



A company that adopts marketing as its management philosophy or company orientation will try to survive and grow in long-term by focusing on satisfying the needs and wants (i.e., preferences to be more accurate) through the integrated effort of everybody in the firm. As such, a marketing-oriented company has the following characteristics:

* Long-term focus (i.e., profit and growth as a result of customer loyalty/long-lasting relationship)

* Customer focus or customer orientation (i.e., understanding the target customers' needs/wants/problems and their alternatives now and in the future)

* Competitor focus or customer orientation (i.e., understanding the major competitors' objectives and strategies now and in the future)

* Inter-functional or inter-departmental coordination (i.e., every employee takes full responsibility of the success/failure of the firm)