What does stv mean in marketing?

Firstly, STV triangle model and its necessity in luxury marketing.

STV Triangle Model is a marketing strategy model recently put forward by kotler. [1] STV designs the whole marketing system into three dimensions: company strategy S, company strategy T and company value V. The company strategy consists of three elements: market segmentation, target market and market positioning. Company strategy includes differentiation, marketing mix and sales. Company value consists of brand, service and process [2] (see figure 1).

As can be seen from the figure 1, the marketing mix (4P) is a part of the company's strategy in the STV mode. Marketing mix consists of four factors: product, price, channel and promotion, referred to as 4P. [3] It basically summarizes the whole working process of the enterprise from production to sales for the target market. 4P is the basis for marketing departments of enterprises to formulate company marketing strategies and carry out marketing work. But 4P is just a marketing strategy of a department, not the strategic thinking of the whole enterprise. STV model adds marketing strategy, differentiation strategy, sales strategy, brand, service and process on the basis of the previous 4P strategy, and comprehensively and systematically plans marketing work from the standpoint of enterprises. Therefore, how to integrate the original 4Ps and apply a more complete STV marketing model is a problem that many enterprises are currently facing.

Luxury [4] industry, as a special consumer product, has its own marketing means and characteristics. In order to integrate the original marketing methods of luxury goods into STV model, we must analyze its successful marketing methods in the past.

1. product positioning. Luxury goods adhere to a single-minded brand positioning, and do not easily extend high-end brands to middle and low grades. Luxury goods will not expand the brand's product categories in pursuit of profit. Brands developed for high-end people will never be used for second-line or mass brands. Just like Montblanc, which never discounts, Armani, which always draws the line between first-line and second-line brands. The exclusive brand positioning of luxury goods is conducive to maintaining the brand image and locking in high-end customers.

2. Price strategy. The high price reflects the high-end positioning of the enterprise, and the high price also reflects its best image. With its fantastic price strategy, SK-II successfully attracted the attention of the public at the beginning of entering the market and became a top brand different from ordinary cosmetics. High prices also make luxury goods the patent of a few rich people. Patek Philippe of RMB 654.38+ 10,000, Armani suit of RMB110,000. Most people look up to the feeling that a few people have greatly increased the consumption benefit value of luxury goods. [5]

3. Path setting. Luxury goods with high quality and low income are always in an unsaturated state. Luxury goods strive to be the best in product quality, service and even consumption environment, and pursue less but better. Many luxury goods only have counters in the top business district of one city in China. Some new models are only available in individual flagship stores in Tokyo and new york, and limited top products need to be booked in advance. In 2007, Mercedes-Benz cooperated with the famous watch manufacturer Mühle-Glashütte to launch a special edition watch-ClTime, which matched a brand-new sports car. Only 265,438+06 watches have been sold in the world, each with a unique number. The limited purchase channels stimulate the infinite value of luxury goods.

4. Promotional activities. Luxury goods do not participate in price wars and do not carry out bombing advertising. It is only promoted in the name of art and culture. Luxury goods manufacturers are frequent visitors to various artistic activities and social activities. Luxury goods promote brands by intervening in all aspects of social, political and cultural activities [6], such as Hennessy's wine culture, French perfume formula and Swiss watch technology. Luxury goods use celebrity stories, excellent craftsmanship and long traditions to create extraordinary value.

Second, CL golf marketing status and problems analysis

Under the current market background in China, the per capita consumption of playing golf is at least 500 yuan, and buying a membership card ranges from hundreds of thousands to hundreds of thousands. Golf is like a member of the luxury industry. However, unlike luxury goods such as wine, clothes and cars, 75% of golf courses are difficult to make a profit. The CL golf course selected in this case is a typical 18 hole standard golf course, and it is also at a loss. The marketing department of CL Golf has related marketing functions such as product design, advertising promotion and promotion activities, but there are still many problems in its marketing strategy.

(A) the market positioning is not clear

The unclear positioning of CL golf market leads to confusion in the design and pricing of membership products. CL was originally positioned as a high-end club with pure membership system, which only accepted members and guests invited by members. Later, due to the poor sales of membership system, the club gave up its original brand positioning and carried out mixed operation, accepting both individual members and teams. Mixed operation leads to the decline of the quality and service of the stadium, which leads to customer dissatisfaction and sales frustration. In order to promote sales, the club also launched a business card of 50,000 yuan. Because the business card is cheaper than each 200,000 yuan membership card and occupies a better time period, the sales are extremely hot for a time. However, the low-priced business cards overdraw the product line resources, and the current CL membership price has dropped from the initial 200,000 yuan to 6.5438+0.5 million yuan in the second-hand market. The depreciation of membership card damages the rights and interests of members, leading to the loss of high-end members, and it is increasingly difficult to sell first-hand members.

(B) a single sales channel

The marketing channels of clubs are limited, and the market expansion is ineffective. At present, the club's membership card sales rely entirely on the customer network developed by sales staff. The club can't supervise the sales process, and the key member resources and network are in the hands of a few key sales staff. Clubs often lose a number of customer resources because they leave a salesperson. The club's short-sightedness in business alliances and partners makes businesses on the same platform have no similar interest alliances. The club only pays attention to whether the merchants can bring immediate benefits, focuses on some immediate and effective promotion, and fails to establish a mutually beneficial cooperative alliance. For example, in the cooperation with some high-end car owners and high-end real estate developers, clubs often only consider whether the current sales of cards have any effect, while ignoring the high-quality customer base that can be obtained through long-term cooperation.

(C) inadequate construction of marketing team

Pay attention to individual ability and ignore teamwork. In the construction of marketing team, the club favors experienced marketers and ignores the cultivation of backward forces. Pay attention to individual performance rather than team contribution in the reward system. Neglect of team building and talent training leads to team lack of coordination and cohesion. Team resources can't be shared, abilities can't complement each other, new employees can't get the experience and guidance of old employees, and their growth is very slow. Old employees only care about personal performance and are unwilling to contribute to the team. There is often a phenomenon of grabbing orders between sales, and there are many contradictions among employees. The whole marketing team is like loose sand, and the old sales are always far ahead, but the performance of the whole marketing team just can't get up, which is very unfavorable for the development of the club.

(D) brand awareness indifference

Although CL Golf advertises in the media from time to time, it can still be said that it completely ignores the brand. The club still equates advertising with brand building, advertising is done casually, and any media with low price will advertise there, and the matching media has not been carefully screened. The content of the advertisement has not been seriously considered, and it is often a photo of the stadium plus a few words about the stadium. There is no systematic planning and positioning of the brand image of the stadium, the external image recognition is not unified, and the cultural recognition system is completely missing. The brand image of the club is very thin, and the slogan of "expensive or not" drawn up by the marketing department is very empty. At present, CL golf is only a feature of sports, lacking the support of culture, brand, history and social responsibility. Without an independent personality, it is difficult for the club to distinguish itself from other courses and win the attention of the market.

Thirdly, the marketing strategy analysis of CL Golf Club based on STV triangle model.

With the further maturity of golf industry and the subdivision of consumer groups, China Golf Club will also move towards differentiation. How to form its own clear positioning and business model is a top priority for CL Golf Club at present. Learning from the successful 4P strategy of luxury goods, we can choose a more suitable marketing method for CL Golf. STV triangle model is used to combine the two and redefine the marketing structure of CL Golf from a global perspective.

(A) the market strategy

1. Market positioning. The parent organization of CL Golf Club is a large tourism group-CL Group. Club and CL hotel, safari park, large amusement park, water park, wetland park, circus and other * * * constitute the Group's five-level scenic spots. CL Golf can share the resources of the whole scenic spot, and it is far superior to other courses in the diversity of leisure projects. Taking advantage of the Group, CL Golf can be positioned as a sports and leisure club to meet high-end customers. At the same time, make use of other resources of the club joint scenic spot to create high-quality membership leisure products. Clubs can also make use of the group's social popularity and cooperate with high-tech associations to enhance the professional status of golf and form a professional and leisure golf circle.

2. Market segmentation. CL's income mainly comes from three markets: member market, visitor market and business market. The people in the local membership market are mainly concentrated in local high-end car owners, owners of high-end residential quarters, senior managers of enterprises, VIP card holders of banks, high-end club members, Hong Kong, Macao and Taiwan people and foreigners. The local market is mainly member customers and emerging middle class who have just come into contact with golf. The frequency of playing golf is high, and members' consumption accounts for 80% of golf course income. Most tourists come to CL for vacation or participate in sports events, and their consumption accounts for 65,438+00% of the stadium income. For potential customers such as visitors, it is necessary to distinguish them from members, strictly limit the number of visitors, avoid affecting members' play, and attract them to join the club. The commercial market is the income from public relations and business reception activities (including catering) and advertising space rental, accounting for 10% of the stadium's operating income. Commercial activities will have an impact on golf guests, and venue advertisements will also hinder the landscape and image of the golf course. The development of the commercial market should be restricted, or commercial activities should only be carried out for qualified member enterprises.

3. Target market selection. Most of the income of the club comes from its members, who come from the people at the top of the pyramid. A member survey data of CL Marketing Department in 2006 shows that 90% of CL members are high-end wealth management customers of major banks; 80% are members of famous car clubs and various luxury brands. Therefore, it will be the main work of the club to take a small number of high-end customers as the goal of the club and maintain the original customers with products and services. While meeting the demand of golf, the club will take meeting the real high-end customers as the core content of the club, and provide more valuable member products and more distinctive personalized services. While satisfying the status and unique feelings pursued by members, the club will get rid of the competition of low-end clubs and realize the strategic goal of transforming the club into a private golf club.

(B) marketing strategy [7]

1. Differentiation strategy. It is not enough to transform golf into a high-end private club just by stacking costs. To be different from other courses, it is not enough to have hardware. CL Golf must fully tap its own resources and find its own characteristics in order to reach a higher level on the platform of the rich and create a unique private club.

CL Group has a very good media relationship in Guangzhou, and Guangzhou media has a very strong influence in the country. Therefore, it is a feasible way to focus on developing celebrity members in the media circle and establish a club gathering multimedia celebrities on the Internet. Coupled with the good cooperation between CL Group and the local government, CL Golf has more opportunities to participate in local social and cultural activities. Through these social activities, the club can increase its influence in the local society. Creating a media platform and increasing social influence complement each other, and personalized clubs have the opportunity to grow into a leading high-end platform in the media circle.

2. Marketing mix strategy. (1) product strategy: there should be high-quality membership products that are different from other clubs. A high-quality membership card that combines the advantages of CL entertainment sector ensures that members enjoy different services. CL Golf should provide high-quality golf course services, players' business gatherings, golf club leagues, etc. The club will also take advantage of the group's scenic spots and combine hotels, large amusement parks, wildlife parks and wetland parks to create a unique leisure experience. The club will become a high-end club, and all members of the club can share their leisure time. In terms of details, in addition to identity authentication, membership cards must also be packaged in a very formal way, such as gold or gemstone cards or crystal cards. At the same time, we must adhere to the membership orientation and always put the needs of members first. (2) Price strategy: increase the membership price. The price should be maintained above the value of the founding membership card, and it should also be distanced from ordinary public courses. High price can reflect the high-end image of the club, which means providing higher standards of hardware and software services. Member products will extend from basic service package (i.e. the general product rights of the club) to additional service package, from basic golf value package to business, hobbies, identity and investment value, and products and services such as club business salon, club industry forum and club business consultant will be added to meet the business, leisure and identity needs of members. The price of membership cards should be steadily increased year by year, so that members of existing cards can feel the value-added potential of members and give confidence to potential customers. (3) Channel setting: restrict the purchase channels. Let the sales always be in an unsaturated state, and adopt a hungry promotion method, resulting in a situation where one card is hard to find. The qualification to apply for membership should be strictly examined. Non-media members should limit the annual quota and gradually turn the club into a high-level media friends club. (4) Promotion strategy: Promotion is only for top users, and promotion is only carried out in large-scale activities. Only top users are eligible for honorary nomination and membership of the club. Green vouchers that only sponsor large-scale events. Because these occasions will be attended by well-known domestic elite players and various stars. These celebrities can greatly improve the brand image of the club and enhance the value of its members. At the same time, the membership activities organized by the club will give members a certain number of places to invite guests to participate, so that guests can experience the facilities of the stadium during the activities, which will help to obtain target customer resources and sell members.

3. Integration of sales models. First of all, build a channel system for club friends, so that members can become potential salespeople of the club. Grasp the interpersonal social circle with members as the core, attract more people to join the club through the collateral effect, and form snowball sales in the future membership sales. Secondly, establish the club sales organization system. Strengthen personnel training and establish a sales team including consultants; A perfect customer service management system is introduced to manage and serve the member information and potential customers, which fundamentally solves the problem that the club cannot supervise the sales process. Finally, strengthen cooperation with merchants on the same platform. Establish partnership with BMW, Mercedes-Benz and other car dealers to jointly hold ball games; Cooperate with private financial clubs such as Standard Chartered and HSBC to hold financial forums; Cooperate with Hennessy and Martell to hold regular wine tasting meetings. While communicating with high-end customers, it also expanded the target customer base of both parties.

(C) Value promotion strategy

1. Brand strategy. CL Golf Club should build a high-end but not high-end, private but not selfish club image. While meeting the business, hobbies, identity and investment needs of members, we must also spread the brand concept to the public. First of all, strengthen cooperation with the high-tech association government and assume more social responsibilities. The club provides sponsorship for professional players through the high association and becomes the designated training venue for players. Clubs should actively participate in some public welfare activities of golf culture carried out by the High Association. These social activities can improve the visibility of the club in the industry and attract the attention of all walks of life. Secondly, in terms of advertising investment, the club should focus on top professional media. For example, cooperate with top professional media such as Golf Masters and Golf Channel or sponsor top events. For the publicity for the public, the concept of golf course as a high-end private club for media celebrities will be subtly spread to the public and target customers by cooperating with Sina, 2 1CN and other major portals and mass media to write articles such as "Media Celebrities Love Golf Course" and "The Only Place for Noble Life", or cooperating with the tourism department for golf tourism programs. Usually, some celebrities are invited to experience the course and promote the course in celebrity blogs. Celebrity effect can also enhance the credibility of communication.

2. Provide value-added services. CL Golf is still an extensive management member, lacking refined services for members with different needs. Homogeneous service makes the club unable to meet the needs of different members. In terms of standardized services, all positions in the company should be equipped with standard service instruction manuals. Personalized service is realized by establishing the customer service system of golf clubs. The customer service system can make detailed customer files and analyze customer needs. Through the detailed data provided by the customer service system, the club can customize personalized services for its members. Personalized service can improve the satisfaction and loyalty of members.

3. Pay attention to the process. From the perspective of big marketing concept [8], CL Golf has to face "two big markets", internal market and external market: the internal market involves groups and individuals within the company; The external market includes customers and suppliers. Whether the internal and external markets operate effectively is related to the work efficiency of the whole organization. For every market, clubs should make full use of existing resources, retain customers and maintain good operation. [9] For example, we should reduce the internal staff turnover rate and strengthen departmental cooperation. Externally, we should pay attention to cooperation and communication with merchants, and try our best to operate efficiently on the basis of risk prevention. Customers should pay attention to information collection and feedback. It is necessary to ensure that each market has a standardized process that can operate effectively and help the club to carry out marketing work smoothly. References:

[1] Philip? Kotler. Marketing principle [M]. Asian edition. He zhiyi, translated. Beijing: Machinery Industry Press, 2006.

[2] Philip? New Thinking of kotler and kotler —— Sustainable Marketing Model and Asian Case [M]. Translated by Hu Zuohao and Song Jia. Beijing: Renmin University of China Press, 2004.

[3] Philip? Kotler. Kotler's Marketing Strategy [M]. Translated by Gordon Di. Beijing: CITIC Publishing House, 2007.

[4] Chevalier, Madzarov. Luxury brand management [M]. Lu Xiao, translate it. Shanghai: Gezhi Publishing House, Shanghai People's Publishing House, 2008.

[5] Gao Qiao dry branch. High price can also sell well-seven principles of luxury marketing [M]. Yicao, translate it. Beijing: People's Posts and Telecommunications Publishing House, 2007.

[6] Sun Yue, Zhang Yubin, et al. Luxury Appreciation [M]. Beijing: Beijing University of Technology Press, 2008.

[7] Armstrong and kotler. Introduction to marketing. [M]。 The seventh edition. He zhiyi, adapted. Beijing: Renmin University of China Press, 2006.

[8] Huang Huanchun. Big marketing: 1 1ps [M]. Beijing: Economic Management Press, 1997.

[9] Zhang Jianping. On corporate culture construction [J]. Journal of Northwest A&F University: Social Science Edition, 2007,7 (5): 73-76.