查詢教學大綱與進度

教學大綱與進度

課程基本資料：

學年期課號課程名稱階段學分時數修教師班級人撤備註

110-1 290119 行銷管理 1 3.0 3 ★ 耿慶瑞
劉祐綸經管EMBA
資財EMBA
工管EMBA 13 0 (群組4) 行銷管理

學年期	課號	課程名稱	階段	學分	時數	修	教師	班級	人	撤	備註
110-1	290119	行銷管理	1	3.0	3	★	耿慶瑞劉祐綸	經管EMBA 資財EMBA 工管EMBA	13	0	(群組4) 行銷管理

教學大綱與進度：

教師姓名耿慶瑞

Email cjkeng@ntut.edu.tw

最後更新時間 2021-09-07 12:48:29

課程大綱讓學生瞭解製造業與服務業行銷的觀念和趨勢。主要包括以下課題：（1）消費者行為（2）市場區隔（3）產品策略（4）行銷通路（5）網路行銷（6）促銷（7）關係行銷。

課程進度授課教師: 經營管理系劉綸(1-6周) 耿慶瑞(7-18周): 2021 Cjkeng@ntut.edu.tw 次(日期) 主題內容與個案 1 行銷管理概論現代行銷管理概念、網際網路帶來的機會與轉變、行銷典範轉移、社會企業。補充個案: L‘Oreal與The Body Shop 2 產品管理產品開發流程、產品線延伸、集體協作(Mass Collaboration)、產品管理與價值鏈。補充個案: Netflix 3 品牌管理產品與品牌管理、產品組合策略、品牌權益、品牌延伸、私有與製造商品牌策略。補充個案: Huawei 華為 4 行銷傳播行銷傳播理論與AIDA模式、行銷推廣策略、文化價值與行銷推廣。補充個案: Trip Advisor 5 行銷傳播與網路行銷電子商務與網路行銷、網路與數位時代對行銷的衝擊、Google Analytics、Google Ads、網路行銷策略、虛擬價值鏈。補充個案: 玉山銀行 6 行銷應用案例企業分析: CEMEX、Ryanair 7 消費者行為(講義,與客戶互動VCD) Ch1 消費者行為概論投影片消費者決策過程 8 消費者行為 Ch3 9 行銷個案：行銷產品策略定位 Ch5,Ch6 哈佛商學院HBS Case1: IKEA(宜家侵入美國514-C07中文版) 1.請分析採購家俱的消費者行為,通常消費者會有哪些困難? 2.家俱業者提供哪些服務來解決困難? 3.分析美國的家俱市場 4.IKEA提供給消費者什麼價值?商業模式為何? 5.IKEA如何在美國拓展市場? 10 行銷個案：行銷產品策略定位哈佛商學院HBS: Case2: Swatch 1. Why was the Swatch so successful? In what ways was the Swatch different than any watch the industry had ever seen? 2. What elements of the original Swatch marketing plan were most critical to the brand’s success? Do you agree with the original product strategy? the channel strategy? The promotional strategy? What about the pricing strategy? 3. Prior to the introduction of the Swatch, what kinds of watches were popular among consumers? In what ways was a Rolex different from a Timex, or from a gold-plated Seiko? How did consumers make buying decisions 11 服務行銷與體驗行銷 Ch11 12 行銷個案：體驗行銷哈佛商學院HBS Case3: Starbucks China: Managing Growth Through Innovation 1.請解釋Starbucks在中國成功的因素?他所提供的顧客價值與品牌形象為何? 2. Starbucks與競爭對手之差異為何?有何競爭優勢? 3.StarBucks應該要提出怎樣的擴張方案?如何展店? 4.Starbucks要如何在中國建立數位服務策略? 13 行銷個案：廣告策略哈佛商學院HBS Case4 : 2010 Cola Wars Continue: Coke and Pepsi in the Twenty- First Century( 2010年可樂大戰之續714- C04中文版) 1: 請以五力分析罐裝廠以及濃縮液廠 2: 請分析Coke與Pepsi在行銷策略上的差異 3: 請說明非碳酸飲料崛起之後，Coke與Pepsi的因應策略 14 行銷個案：品牌行銷與口碑行銷 Ch14 哈佛商學院HBS:Case5 Dove（多芬：一個品牌的發展歷程514-C03中文版） 1. What is a brand? Why does Unilever to want fewer of them? 2. What was Dove’s market positioning in the 1950s? What is its positioning in 2007? 3. How did Unilever organize to do product category management and brand management in Unilever before 2000? What was the corresponding structure after 2000? How was brand meaning controlled before 2000 and how is it controlled at the time of the case? 4. Spend a little time searching blogs, using Google Blog Search, Technorati, BlogRunner, or any other blog search engines, to get a sense of what people are saying about Dove today. What does this discussion contribute to the meaning of the brand? 15 行銷個案：消費者行為與大數據 Ch8 哈佛商學院HBS: Case6: Predict Customer Tastes with Big Data at GAP（9-517-115） 1. Why is Gap doing poorly in 2017? 2. Was Peck correct in firing his creative directors and replacing them with a big data-driven creative process? Why or why not? 3. What do you predict will happen to Gap Inc.’s sales going forward as a result of this decision? How will it affect each of its brands’ equity? 4. Does the big data approach work for all three of Gap Inc.’s primary brands: Old Navy, Gap, and Banana Republic? Why or why not? Which brands are better/worse served by this strategy? Why？ 16 行銷個案：4P Ch7 哈佛商學院HBS Case7: ASICS 1. The company is considering changes to the marketing mix of the core ASICS brand. What would you recommend going forward on issues such as:<br

評量方式與標準個案每人要寫一頁A4心得(針對問題回答): 寫1,2,4,5個案 Case1: IKEA(宜家侵入美國514-C07中文版) Case2: Swatch(514-C23 中文版) Case3: Starbucks China (HK1099) Case4 : 2010 Cola Wars Continue: Coke and Pepsi in the Twenty- First Century( 2010年可樂大戰之續714- C04中文版) Case5 Dove（多芬：一個品牌的發展歷程514-C03中文版） Case6: Predict Customer Tastes with Big Data at GAP (9-517-115) Case7: ASICS(9-520-C01中文版) Case8: S’Well ( 9-317-C12 中文版)

使用教材、參考書目或其他 【遵守智慧財產權觀念，請使用正版教科書，不得使用非法影印教科書】

使用外文原文書：否
HBS cases 行銷學(第二版) 作者：耿慶瑞, 陳銘慧, 蔡瑤昇, 江啟先, 廖森貴, 胡同來, 田寒光, 謝效昭 • 出版社：全華圖書訂閱出版社新書快訊新功能介紹 • 出版日期：2018/06/15 • 語言：繁體中文 • 定價：580元 • 優惠價：95折551元

課程諮詢管道 cjkeng@ntut.edu.tw

課程對應SDGs指標

備註 ●上課方式：分流上課

教室容量40人，若修課人數小於20人，實體上課。若大於 20人，則一半線上，一半實體。

●評量方式：
上傳個案報告
●補充說明資訊：

教師姓名	耿慶瑞
Email	cjkeng@ntut.edu.tw
最後更新時間	2021-09-07 12:48:29
課程大綱	讓學生瞭解製造業與服務業行銷的觀念和趨勢。主要包括以下課題：（1）消費者行為（2）市場區隔（3）產品策略（4）行銷通路（5）網路行銷（6）促銷（7）關係行銷。
課程進度	授課教師: 經營管理系劉綸(1-6周) 耿慶瑞(7-18周): 2021 Cjkeng@ntut.edu.tw 次(日期) 主題內容與個案 1 行銷管理概論現代行銷管理概念、網際網路帶來的機會與轉變、行銷典範轉移、社會企業。補充個案: L‘Oreal與The Body Shop 2 產品管理產品開發流程、產品線延伸、集體協作(Mass Collaboration)、產品管理與價值鏈。補充個案: Netflix 3 品牌管理產品與品牌管理、產品組合策略、品牌權益、品牌延伸、私有與製造商品牌策略。補充個案: Huawei 華為 4 行銷傳播行銷傳播理論與AIDA模式、行銷推廣策略、文化價值與行銷推廣。補充個案: Trip Advisor 5 行銷傳播與網路行銷電子商務與網路行銷、網路與數位時代對行銷的衝擊、Google Analytics、Google Ads、網路行銷策略、虛擬價值鏈。補充個案: 玉山銀行 6 行銷應用案例企業分析: CEMEX、Ryanair 7 消費者行為(講義,與客戶互動VCD) Ch1 消費者行為概論投影片消費者決策過程 8 消費者行為 Ch3 9 行銷個案：行銷產品策略定位 Ch5,Ch6 哈佛商學院HBS Case1: IKEA(宜家侵入美國514-C07中文版) 1.請分析採購家俱的消費者行為,通常消費者會有哪些困難? 2.家俱業者提供哪些服務來解決困難? 3.分析美國的家俱市場 4.IKEA提供給消費者什麼價值?商業模式為何? 5.IKEA如何在美國拓展市場? 10 行銷個案：行銷產品策略定位哈佛商學院HBS: Case2: Swatch 1. Why was the Swatch so successful? In what ways was the Swatch different than any watch the industry had ever seen? 2. What elements of the original Swatch marketing plan were most critical to the brand’s success? Do you agree with the original product strategy? the channel strategy? The promotional strategy? What about the pricing strategy? 3. Prior to the introduction of the Swatch, what kinds of watches were popular among consumers? In what ways was a Rolex different from a Timex, or from a gold-plated Seiko? How did consumers make buying decisions 11 服務行銷與體驗行銷 Ch11 12 行銷個案：體驗行銷哈佛商學院HBS Case3: Starbucks China: Managing Growth Through Innovation 1.請解釋Starbucks在中國成功的因素?他所提供的顧客價值與品牌形象為何? 2. Starbucks與競爭對手之差異為何?有何競爭優勢? 3.StarBucks應該要提出怎樣的擴張方案?如何展店? 4.Starbucks要如何在中國建立數位服務策略? 13 行銷個案：廣告策略哈佛商學院HBS Case4 : 2010 Cola Wars Continue: Coke and Pepsi in the Twenty- First Century( 2010年可樂大戰之續714- C04中文版) 1: 請以五力分析罐裝廠以及濃縮液廠 2: 請分析Coke與Pepsi在行銷策略上的差異 3: 請說明非碳酸飲料崛起之後，Coke與Pepsi的因應策略 14 行銷個案：品牌行銷與口碑行銷 Ch14 哈佛商學院HBS:Case5 Dove（多芬：一個品牌的發展歷程514-C03中文版） 1. What is a brand? Why does Unilever to want fewer of them? 2. What was Dove’s market positioning in the 1950s? What is its positioning in 2007? 3. How did Unilever organize to do product category management and brand management in Unilever before 2000? What was the corresponding structure after 2000? How was brand meaning controlled before 2000 and how is it controlled at the time of the case? 4. Spend a little time searching blogs, using Google Blog Search, Technorati, BlogRunner, or any other blog search engines, to get a sense of what people are saying about Dove today. What does this discussion contribute to the meaning of the brand? 15 行銷個案：消費者行為與大數據 Ch8 哈佛商學院HBS: Case6: Predict Customer Tastes with Big Data at GAP（9-517-115） 1. Why is Gap doing poorly in 2017? 2. Was Peck correct in firing his creative directors and replacing them with a big data-driven creative process? Why or why not? 3. What do you predict will happen to Gap Inc.’s sales going forward as a result of this decision? How will it affect each of its brands’ equity? 4. Does the big data approach work for all three of Gap Inc.’s primary brands: Old Navy, Gap, and Banana Republic? Why or why not? Which brands are better/worse served by this strategy? Why？ 16 行銷個案：4P Ch7 哈佛商學院HBS Case7: ASICS 1. The company is considering changes to the marketing mix of the core ASICS brand. What would you recommend going forward on issues such as:<br
評量方式與標準	個案每人要寫一頁A4心得(針對問題回答): 寫1,2,4,5個案 Case1: IKEA(宜家侵入美國514-C07中文版) Case2: Swatch(514-C23 中文版) Case3: Starbucks China (HK1099) Case4 : 2010 Cola Wars Continue: Coke and Pepsi in the Twenty- First Century( 2010年可樂大戰之續714- C04中文版) Case5 Dove（多芬：一個品牌的發展歷程514-C03中文版） Case6: Predict Customer Tastes with Big Data at GAP (9-517-115) Case7: ASICS(9-520-C01中文版) Case8: S’Well ( 9-317-C12 中文版)
使用教材、參考書目或其他	【遵守智慧財產權觀念，請使用正版教科書，不得使用非法影印教科書】使用外文原文書：否 HBS cases 行銷學(第二版) 作者：耿慶瑞, 陳銘慧, 蔡瑤昇, 江啟先, 廖森貴, 胡同來, 田寒光, 謝效昭 • 出版社：全華圖書訂閱出版社新書快訊新功能介紹 • 出版日期：2018/06/15 • 語言：繁體中文 • 定價：580元 • 優惠價：95折551元
課程諮詢管道	cjkeng@ntut.edu.tw
課程對應SDGs指標
備註	●上課方式：分流上課教室容量40人，若修課人數小於20人，實體上課。若大於 20人，則一半線上，一半實體。 ●評量方式：上傳個案報告 ●補充說明資訊：