整合营销框架简介 内部培训
目录 Page 研究目的 3 B. 整合营销框架总览 12 B.1 前景评估 18 B.2 目标顾客群体 34 研究目的 3 B. 整合营销框架总览 12 B.1 前景评估 18 B.2 目标顾客群体 34 B.3 品牌资产和传播战略 49 B.4 价值定位和营销计划 70 C. 推动营销战略成功的重要因素 85 D. 检验营销计划是否成功的标准 98 This document was created for the exclusive use of our clients. It is not complete unless supported by the underlying detailed analyses and oral presentation. It must not be passed on to third parties except with the explicit prior consent of Roland Berger Strategy Consultants.
研究目的
什么是品牌 —— 品牌是与特定企业和产品相关联的一组信息,品牌仅仅存在于客户的意识之中 品牌资产 “真理瞬间” “产品” “价格" “区域市场" 价值 定位 Selective recognition 认知 营销 “促销" “广告" “地缘" 资料来源:罗兰·贝格战略品牌管理研究小组
所以罗兰·贝格的品牌观认为,客户在整个品牌战略中始终居于核心地位 常见的做法 罗兰·贝格的品牌观 产品 定义 产 品 增加销量 吸引 整合营销 影响 整合营销 品牌 定义 客户 卖给 客 户 品牌 定义 “产品第一” 实际上是以生产为导向的经营思想 “客户第一” 真正的以市场为导向的经营思想
品牌的作用在于标识差异化的产品和服务,它能够帮助客户识别产品和服务的来源,并通过信任的建立来影响客户的购买决策 增值区间 产品和服务的本质特征 设计、开发、生产和交付过程创造的价值 可以衡量的客观性能和特征 会在有限的使用周期内不断贬值和折旧 在客户的意识中创造的附加价值 主观感受的质量和价值 持续不断的影响力,并且不断增值 资料来源:罗兰·贝格战略品牌管理研究小组
品牌籍以建立信任和创造附加值的手段是品牌在客户心目中所长期形成的独特形象 —— 品牌资产 品牌资产的三个作用 品牌资产 创造差异性 1 传递品牌信息 2 调节客户心理反应 3 将一个品牌的产品区别于一般意义的商品 使一个品牌的产品区别于其他品牌的产品,虽然它们之间的物理性能未必不同 受到营销活动和以往使用体验的影响,客户能够立即将品牌名称转化为一系列与该品牌相关的产品、企业、品质、技术等信息 使客户在使用中获得企业所期望的满足感 使客户通过购买和使用某品牌而改变对自己的看法,获得更好的自我感觉 资料来源:罗兰·贝格战略品牌管理研究小组
强大的品牌资产不仅能够凸显差异化、提高客户的满意度,而且能够为厂家带来品牌溢价等收益 品牌价值公式 尽管价格更高 客户也愿购买品牌 A 其原因是收益更好 品牌 A 品牌 A 价格 A 品牌 B 品牌 B 价格 B 产品 A和 B 理性价值 感性价值 价值 价格 A 净值 价格 B 净值 B 如:客车将人从一地载至 另一地 主要是“品牌” 增值 主观上的 总价值 “实收价值 “ “保留价值" “实收价值 “ “保留价值" 资料来源:罗兰·贝格战略品牌管理研究小组
品牌发展存在不同的阶段 品牌发展阶段示意图 激情和依附感 忠诚度 美誉度 认知度 快速消费 品、饮料 轿车 移动通信 商用车 媒体 资料来源:罗兰·贝格
品牌虽然是存在与意识中的信息,但它有一系列外化的和实在的载体,包括品牌名称、标识、包装风格、产品品质等 举例:麦当劳的品牌载体 标识 营销 活动 店面 产品 资料来源:罗兰·贝格战略品牌管理研究小组
对整合营销框架的研究就是为了明确品牌的载体,以及如何组合这些信息向目标消费者进行持续有效的传播 1 全方位了解和研究营销决策和具体行动,以及它们是怎样结合在一起并共同作用的 There are lots of pieces to marketing at P&G. Over the course of a Marketing career, you’ll likely work in all these areas. However, most P&G Marketers are focused on some areas much more than others at any one point in time. That said, we think it’s important for all P&G’s Marketers to see the big picture and how it all flows and fits together. In addition to sharing a common big picture with all P&G Marketers, we hope each of you will leave this workshop with enhanced ability to perform today’s job with excellence. We will be sharing best practices, tools, and examples to stimulate your thinking in each of the key marketing areas. 2 需要借助以下两种方式来增强工作能力 — 熟练掌握在你负责的工作领域中需要用到的技能和手段 — 充分了解你的工作是怎样与品牌的总体战略以及区域性战略结合在一起的 3 让市场工作人员对自己需要接触的营销领域中的各个方面有充分的了解
B. 整合营销框架总览
市场营销是在适当的时间和地方,以适当的价格、适当的信息沟通和促销手段,向适当的消费者提供适当的产品和服务的过程 从消费者出发到消费者结束 -了解消费者并且为他们的产品需求服务,而不仅仅是从竞争的角度出发进行营销活动 -尊重客户并尽力得到他们的信任 -让客户了解你的品牌是如何为他们的生活服务的,使他们能够衷心支持你的品牌 -通过各种各样的方式去迎合消费者,在与品牌相关的每一方面都让他们感到满意 There are lots of pieces to marketing at P&G. Over the course of a Marketing career, you’ll likely work in all these areas. However, most P&G Marketers are focused on some areas much more than others at any one point in time. That said, we think it’s important for all P&G’s Marketers to see the big picture and how it all flows and fits together. In addition to sharing a common big picture with all P&G Marketers, we hope each of you will leave this workshop with enhanced ability to perform today’s job with excellence. We will be sharing best practices, tools, and examples to stimulate your thinking in each of the key marketing areas. 有稳固的价值才有持续不衰的品牌 -建立有持续性的品牌资产,并将其作为品牌建设的稳固基础 -品牌是你的公司与顾客建立联系的桥梁 -合理的品牌行为有助于加强和巩固你的品牌资产 在可盈利的市场份额上投入市场营销的手段 -经验、直觉和财政责任的结合能够帮助你的品牌获得突破性的利润 -通过经验、竞争和你身处的行业环境中学到知识,并运用这些知识来进一步巩固营销战略 -依据所学的知识来开展新的试验,这一点对于品牌的长远成功而言是十分重要的
建立整合营销框架的目的是制定能够更有效的提高市场份额的企划,并且进行成功的战略部署 营销框架的意义主要从五个方面体现出来: • 帮助企业重新审视最重要的战略问题,防止在细小的问题上过于纠缠 • 将历史与现实的所有方式方法结合起来去解决问题 • 对每一个有意义有价值的经营选择给予指导 • 避免一刀切的草率计划 • 拓展思维并且帮助企业做出成熟的选择,避免对短期利益过于关注而忽视了长远发展 There are lots of pieces to marketing at P&G. Over the course of a Marketing career, you’ll likely work in all these areas. However, most P&G Marketers are focused on some areas much more than others at any one point in time. That said, we think it’s important for all P&G’s Marketers to see the big picture and how it all flows and fits together. In addition to sharing a common big picture with all P&G Marketers, we hope each of you will leave this workshop with enhanced ability to perform today’s job with excellence. We will be sharing best practices, tools, and examples to stimulate your thinking in each of the key marketing areas.
在现实生活中,企业经常会面对许多的问题和挑战,只有通过合理的整合营销框架才能得以解决 — 我们知不知道我们的产品需要针对的消费群体是什么?我们能不能把他们清楚 的辨认出来,并且了解他们的真正需求? — 我们的品牌对于消费者而言有没有吸引力?能不能满足他们的需要? — 我们的品牌有没有一个明确的价值定位,我们有没有用合适的方式与渠道传播品 牌的价值并吸引消费者? There are lots of pieces to marketing at P&G. Over the course of a Marketing career, you’ll likely work in all these areas. However, most P&G Marketers are focused on some areas much more than others at any one point in time. That said, we think it’s important for all P&G’s Marketers to see the big picture and how it all flows and fits together. In addition to sharing a common big picture with all P&G Marketers, we hope each of you will leave this workshop with enhanced ability to perform today’s job with excellence. We will be sharing best practices, tools, and examples to stimulate your thinking in each of the key marketing areas.
整合营销框架由四个核心问题组成 谁是营销战略中最需要被关注的目标顾客群体 谁 - 目标客户 - 主要关注对象 •行业/市场状况 怎样 While assessing the landscape is not the focus of today – it is vitally important that the who-what-how decisions are made in the larger context, with emphasis on external considerations (competition, customers, consumers). Much of the assessing the landscape is handled formally via the business review process; however, understanding the external environment is not something which should only be done annually. The annual in-depth biz review is necessary, but not sufficient. Rather, as we make who-what-how decisions we should continually revisit landscape factors. For example, WHO decisions need to consider who key competitors are targeting. WHAT decisions need to consider competitive equity positions. Now let me provide a broad overview of the framework. As you can see, it focuses on three key questions: First, WHO are your target consumers and who are the prime prospects within the target, second, WHAT should the Brand Equity be and how does the Equity translate into Communication Strategies, and third, HOW can we optimize Value Propositions and Marketing Programs to acquire and keep target consumers? The framework assumes a thorough assessment of the landscape before answering any of these questions. This analysis should include an extensive look at the consumer, competition, customer and shopper, as well as company and Brand business situation. It's important to note that the HOW flows from decisions on the WHO and WHAT. And that the WHO and WHAT need to be worked together, iteratively. For a better look at the whole framework, open your yellow handout booklet and turn to the fold out page (behind AG and John Pepper's quotes). •行业/市场状况 •社会环境 •客户 •竞争者 •公司现状 •经营目标等等 怎样 怎样用最适当的 营销方案和价值 观念来吸引和维 持消费者 前景评估 - 价值定位 - 营销计划 什么 - 品牌资产 - 传播战略 怎样定义品牌资产,怎样将品牌资产转化成可以传播的营销战略
整合营销框架不是一把万能钥匙,而是一个有助于我们研究营销问题的思考工具 不是能够帮助解决所有营销问题的黑匣子,不是把所有问题放到框架中进行研究 就可以找到答案。 不是一个公式化的标准答案,不是所有的品牌都适用于同一种方法 不是对当前最流行的整合营销手段的介绍,不是要盲目的赶时髦 不是 是对已经被证明有效的、现在的和新出现的状况进行了解的分析工具 是一个对营销效率进行评估的评估工具 是对营销工具进行全面思考的思考工具 是对最重要的战略问题进行重新研究的机会 是
B.1 前景评估
前景评估是整个营销框架的基础,它确保了其它三个部分是在相对宏观的背景下做出的,包括了对自身状况,竞争者和客户的全面考量 怎样 什么 - 目标客户 - 主要关注对象 - 价值定位 - 营销计划 - 品牌资产 - 传播战略 谁 前景评估 了解社会环境, 客户,竞争者, 公司现状,经营 目标等等 While assessing the landscape is not the focus of today – it is vitally important that the who-what-how decisions are made in the larger context, with emphasis on external considerations (competition, customers, consumers). Much of the assessing the landscape is handled formally via the business review process; however, understanding the external environment is not something which should only be done annually. The annual in-depth biz review is necessary, but not sufficient. Rather, as we make who-what-how decisions we should continually revisit landscape factors. For example, WHO decisions need to consider who key competitors are targeting. WHAT decisions need to consider competitive equity positions. Now let me provide a broad overview of the framework. As you can see, it focuses on three key questions: First, WHO are your target consumers and who are the prime prospects within the target, second, WHAT should the Brand Equity be and how does the Equity translate into Communication Strategies, and third, HOW can we optimize Value Propositions and Marketing Programs to acquire and keep target consumers? The framework assumes a thorough assessment of the landscape before answering any of these questions. This analysis should include an extensive look at the consumer, competition, customer and shopper, as well as company and Brand business situation. It's important to note that the HOW flows from decisions on the WHO and WHAT. And that the WHO and WHAT need to be worked together, iteratively. For a better look at the whole framework, open your yellow handout booklet and turn to the fold out page (behind AG and John Pepper's quotes).
前景评估应该说明品牌的生命力如何。品牌生命力反映了品牌规模和品牌档次的综合力量,在分析模型中用品牌所处的点所覆盖的面积来表示 品牌生命力模型 提升 普及 高 低 品牌偏好 最好品牌 提及率 品牌业务规模 市场份额 理想状态 苍白的贵族 品牌力量在于档次而不是规模,主要依靠对少数顾客的溢价取得优势 平凡的巨人 品牌力量在于规模而不是档次,即所谓的大众品牌 黑洞 既无规模又无档次,处于被淘汰的边缘 桂冠 规模与档次并重,获得最大的品牌生命力 来源:罗兰·贝格战略品牌管理研究小组
优势品牌能够做到对“提升”和“普及”的大致均衡,而其他品牌为了避免被吸进黑洞,必需将其中一方面作为品牌建设的重点 前景评估 优势品牌能够做到对“提升”和“普及”的大致均衡,而其他品牌为了避免被吸进黑洞,必需将其中一方面作为品牌建设的重点 提升 A C 高 品牌建设方向: 扩大用户群 SK-II 最佳轨迹 MTV NIKE 可口可乐 品牌偏好 最好品牌 提及率 SONY 奥迪 西门子 H M 飘柔 品牌建设方向: 提升档次 黑洞引力 农工商超市 麦当劳 夏利 低 普及 低 品牌业务规模 市场份额 高 来源:罗兰·贝格战略品牌管理研究小组
前景评估过程中最重要的问题是怎样合理的将数据运用到实际操作程序中去,以帮助我们解决经营中遇到的问题,并为品牌制定新的战略 数据分为两个种类: 衡量结果的数据 运用数据去衡量结果。掌握这一类型的数据是问题解决过程的开始,它有助于我们了解现实中 面临的细微问题。例如我们了解到我们的市场份额是5%,这个数字只是一个经营结果,但是不 能解释为什么我们会得到这个结果,因此我们需要找到能够解释这个结果的数据并加以分析。 While assessing the landscape is not the focus of today – it is vitally important that the who-what-how decisions are made in the larger context, with emphasis on external considerations (competition, customers, consumers). Much of the assessing the landscape is handled formally via the business review process; however, understanding the external environment is not something which should only be done annually. The annual in-depth biz review is necessary, but not sufficient. Rather, as we make who-what-how decisions we should continually revisit landscape factors. For example, WHO decisions need to consider who key competitors are targeting. WHAT decisions need to consider competitive equity positions. Now let me provide a broad overview of the framework. As you can see, it focuses on three key questions: First, WHO are your target consumers and who are the prime prospects within the target, second, WHAT should the Brand Equity be and how does the Equity translate into Communication Strategies, and third, HOW can we optimize Value Propositions and Marketing Programs to acquire and keep target consumers? The framework assumes a thorough assessment of the landscape before answering any of these questions. This analysis should include an extensive look at the consumer, competition, customer and shopper, as well as company and Brand business situation. It's important to note that the HOW flows from decisions on the WHO and WHAT. And that the WHO and WHAT need to be worked together, iteratively. For a better look at the whole framework, open your yellow handout booklet and turn to the fold out page (behind AG and John Pepper's quotes). 衡量与结果有关的因素的数据 运用数据去分析特定结果的决定因素。我们需要用数据分析我们以及竞争者在市场上采用不同 的战略可能对结果造成的影响。例如,如果我们发现某一市场上我们的份额减少,就可以开始 寻找决定因素:我们是否提高了价格?我们的竞争者是不是推出了新产品?我们最近有没有使 用什么营销手段?这些问题都能通过这个过程得到解答。
在收集到有关市场的数据之后,我们需要从中分析出导致不同市场结果的各种决定因素 前景评估 在收集到有关市场的数据之后,我们需要从中分析出导致不同市场结果的各种决定因素 示例一:当你的市场份额下降的时候,可以通过研究数据来分析可能的原因 I want to comment on the approach we've taken in developing this framework. This project was led by the Marketing Innovation Group who received very extensive feedback from P&G Marketers in all GBU's and MDO's via a MD-level user council. The user council representatives were selected by the GBU leaders. We were very pleased that the MD's on the user council not only gave their feedback, but also solicited and shared feedback from broad bases of marketers at all levels and in each GBU and MDO. We also got feedback from Agency representatives who were selected by Agency heads. And we tapped into a wide range of experts both within P&G and outside via contacts with thought leading academics. Once we were quite far along, we shared the framework with all the GBU heads and Presidents, and have now reflected their input. Many MD’s on the user council took time to solicit General Manager feedback and, where offered, that feedback has been reflected. All GM’s (both GBU and MDO) have now received a copy of the framework. We have already heard from many of them who have offered their support for work. The feedback from the user council and agency partners was very positive. We also met with PRIDE leadership to ensure that the Marketing Framework and PRIDE’s DEPTH model were conceptually aligned. The R&D leadership is strongly supportive of this work. It is very consistent with the DEPTH model and both flow from a deep understanding of the Desired Consumer Experience (DCE). There is strong Senior Management support for this work. 品牌战略 零售价格上涨 商品标准降低 商品质量下降 分销下降 竞争者战略 零售价格降低 商品标准上升 分销上涨 品牌 市场 份额 下降
在了解结果数据之后,我们还需要依据不同的数据对不同的现实情况采取不同的应对措施 前景评估 在了解结果数据之后,我们还需要依据不同的数据对不同的现实情况采取不同的应对措施 示例二:依据购买率的不同来制定不同的促销战略 购买率 高 低 情形:吸引新的购买者 可能的策略:加强广告宣传、 促销、派发、试用、 高价值的优惠券 取得突破性进展的可能性 情形:增加现有购买者的购买率 可能的策略: 大数量的捆绑策略 有前瞻性的广告 增加的用途 忠诚度计划 促销 I want to comment on the approach we've taken in developing this framework. This project was led by the Marketing Innovation Group who received very extensive feedback from P&G Marketers in all GBU's and MDO's via a MD-level user council. The user council representatives were selected by the GBU leaders. We were very pleased that the MD's on the user council not only gave their feedback, but also solicited and shared feedback from broad bases of marketers at all levels and in each GBU and MDO. We also got feedback from Agency representatives who were selected by Agency heads. And we tapped into a wide range of experts both within P&G and outside via contacts with thought leading academics. Once we were quite far along, we shared the framework with all the GBU heads and Presidents, and have now reflected their input. Many MD’s on the user council took time to solicit General Manager feedback and, where offered, that feedback has been reflected. All GM’s (both GBU and MDO) have now received a copy of the framework. We have already heard from many of them who have offered their support for work. The feedback from the user council and agency partners was very positive. We also met with PRIDE leadership to ensure that the Marketing Framework and PRIDE’s DEPTH model were conceptually aligned. The R&D leadership is strongly supportive of this work. It is very consistent with the DEPTH model and both flow from a deep understanding of the Desired Consumer Experience (DCE). There is strong Senior Management support for this work.
运用数据分析的方法,我们可以设想出各种可能发生的情况,为品牌制定出相应的因果模型 前景评估 运用数据分析的方法,我们可以设想出各种可能发生的情况,为品牌制定出相应的因果模型 衡量 方向 可能的分析 市场渗透率 增长 吸引新的消费者 维持原状 现有消费者购买更多(产品行为不能吸引新的消费者;购买者对价格和产品不敏感;贫乏的产品行为等等) I want to comment on the approach we've taken in developing this framework. This project was led by the Marketing Innovation Group who received very extensive feedback from P&G Marketers in all GBU's and MDO's via a MD-level user council. The user council representatives were selected by the GBU leaders. We were very pleased that the MD's on the user council not only gave their feedback, but also solicited and shared feedback from broad bases of marketers at all levels and in each GBU and MDO. We also got feedback from Agency representatives who were selected by Agency heads. And we tapped into a wide range of experts both within P&G and outside via contacts with thought leading academics. Once we were quite far along, we shared the framework with all the GBU heads and Presidents, and have now reflected their input. Many MD’s on the user council took time to solicit General Manager feedback and, where offered, that feedback has been reflected. All GM’s (both GBU and MDO) have now received a copy of the framework. We have already heard from many of them who have offered their support for work. The feedback from the user council and agency partners was very positive. We also met with PRIDE leadership to ensure that the Marketing Framework and PRIDE’s DEPTH model were conceptually aligned. The R&D leadership is strongly supportive of this work. It is very consistent with the DEPTH model and both flow from a deep understanding of the Desired Consumer Experience (DCE). There is strong Senior Management support for this work. 下降 更低的产品质量,同时存在的竞争行为等等 增长 现有消费者购买更多,新购买者至少在现有水平上购买 维持原状 高额津贴(本应该被购买的那部分数量);购买者对价格和商品不敏感;同时存在的竞争行为;贫乏的产品行为;更低的质量;以上因素共同作用。 品牌忠诚度 下降 同时发生的竞争行为;更低的质量;吸引新的购买者: 购买者购买的平均额度减少,因为不固定的客户群购买的平均份额减少 为了吸引新的购买者导致的忠实客户的减少
渗透率和忠诚度是衡量品牌是否成功的关键标准,渗透率能够不断地扩大消费群体,而忠诚度则增加每一消费个体对该品牌产品和服务的消费量 品牌建设的理想方向 高 品牌建设方向: 扩大消费群体 发展不均衡的品牌-I: 较高的消费忠诚度,但是消费群体有限 健康的品牌:即有可观的消费群体,又保持现有消费个体的较高消费量 (即忠诚度=消费频次 x 每次消费量) 个体消费量 品牌建设方向:提高现有消费者忠诚度 问题品牌:两者都很小,品牌生命力弱,缺乏长期竞争优势,有被淘汰出局的潜在危险 发展不均衡的品牌-II: 拥有广大消费群体,但消费忠态度很低 低 小 消费群体 大 资料来源:罗兰·贝格
对于品牌极其重要、品牌建设和营销方式都相对复杂的快速消费品行业而言,在扩大消费群体和提高个体消费量两方面有较多的手段和衡量指标 分销率 销售网络和渠道 组合 渠道促销 冲货 自然分销 品牌选择盈亏率 概念比靠或分化 沿使用链拓展产品 / 概念 战术攻击型促销 品牌满意度 创造口碑 依靠CRM、会员制吸引新会员 品牌认知度 大众传媒广告 公共关系活动 店外活动 派发试用装 品类发展指数 (CDI) 干预生活/ 使用习惯 市场进入点 培养生活/ 使用习惯 试用率 指标 扩大手段 个体消费量 指标 手段 品牌满意度 产品体验 情感体验 店内服务/ 终端助销 人群归属感 依靠CRM、会员制提供定制化服务 品类发展指标 (CDI) 干预生活/ 使用习惯 购买频次 加速产品耗损 强迫过时 高频度投放新产品/ 新概念 单次使用量 干预使用方法 全套使用度 沿使用链拓展产品/ 概念 使用过程整合 单次购买量 增量包装/ 捆绑装/ 买x送x等促销方法 资料来源:罗兰·贝格
在汽车、特别是商用车行业,品牌满意度在现阶段将在很大程度上决定企业能否维系老客户、增加他们的购买量以及能否通过口碑传播获得新客户 高 现有客户更愿意重复购买 更容易在现有客户中获得大订单 满意度高 现有客户不愿更换品牌 易于形成行业口碑,帮助获取竞争品牌的客户 个体消费量 现有客户容易考虑降低该品牌购买量而试用竞争品牌 满意度低 现有客户易流失 对挖取竞争品牌客户造成难度 低 小 客户群 大 资料来源:罗兰·贝格
前景评估的数据主要有三个来源,小组调查数据,商店层次的数据以及其它数据资源 (帮助了解购买者和消费者) -标准购买趋势与输出概要(消费者一般行为的简单报告,包括消费者在什么时间和地点怎样购买产品) -人口统计学报告(从人口统计的角度出发收集的消费者资料,包括他们住在哪里,在哪里消费,忠实程度,重度 /轻度购买者等等) -品牌转换报告(哪些品牌是消费者可能的替代选择) -购买者分类报告(通过购买频率,购买率等来分析消费者对品牌的忠实程度) … I want to comment on the approach we've taken in developing this framework. This project was led by the Marketing Innovation Group who received very extensive feedback from P&G Marketers in all GBU's and MDO's via a MD-level user council. The user council representatives were selected by the GBU leaders. We were very pleased that the MD's on the user council not only gave their feedback, but also solicited and shared feedback from broad bases of marketers at all levels and in each GBU and MDO. We also got feedback from Agency representatives who were selected by Agency heads. And we tapped into a wide range of experts both within P&G and outside via contacts with thought leading academics. Once we were quite far along, we shared the framework with all the GBU heads and Presidents, and have now reflected their input. Many MD’s on the user council took time to solicit General Manager feedback and, where offered, that feedback has been reflected. All GM’s (both GBU and MDO) have now received a copy of the framework. We have already heard from many of them who have offered their support for work. The feedback from the user council and agency partners was very positive. We also met with PRIDE leadership to ensure that the Marketing Framework and PRIDE’s DEPTH model were conceptually aligned. The R&D leadership is strongly supportive of this work. It is very consistent with the DEPTH model and both flow from a deep understanding of the Desired Consumer Experience (DCE). There is strong Senior Management support for this work. … 商店层次的数据 … (帮助了解消费者进行交易时的具体情况) -价格差异与范围报告(你与竞争对手的价格差异在不同的价格层面上怎样影响品牌的购买) -销售规划响应分析曲线(销售,店内销售规划与定价之间的关系) (有关购买者的意向/思想状态是什么的数据) 顶尖的全国性广告媒介的多媒体服务(主要媒体进行广告投放的季度性报告) -媒介纪录的研究资料(针对不同的人口统计学特征和媒介特点来界定的消费群体报告) -货架审计数据(关于商店内货品放置的报告) 其它数据资源
收集和分析前景评估的数据一共包含六个步骤 现有战略 -了解品牌的现有战略是什么。有助于帮助企业发现不适合采用的营销方式,并找到适合企业 自身发展的战略。 设计问题 -了解当前需要解释的问题。也就是了解当前的经营状况是怎样的:销售量是否下降?市场份额是否 下降?品牌的忠实购买者有没有发生消极的转变?等等。 发展假设 While assessing the landscape is not the focus of today – it is vitally important that the who-what-how decisions are made in the larger context, with emphasis on external considerations (competition, customers, consumers). Much of the assessing the landscape is handled formally via the business review process; however, understanding the external environment is not something which should only be done annually. The annual in-depth biz review is necessary, but not sufficient. Rather, as we make who-what-how decisions we should continually revisit landscape factors. For example, WHO decisions need to consider who key competitors are targeting. WHAT decisions need to consider competitive equity positions. Now let me provide a broad overview of the framework. As you can see, it focuses on three key questions: First, WHO are your target consumers and who are the prime prospects within the target, second, WHAT should the Brand Equity be and how does the Equity translate into Communication Strategies, and third, HOW can we optimize Value Propositions and Marketing Programs to acquire and keep target consumers? The framework assumes a thorough assessment of the landscape before answering any of these questions. This analysis should include an extensive look at the consumer, competition, customer and shopper, as well as company and Brand business situation. It's important to note that the HOW flows from decisions on the WHO and WHAT. And that the WHO and WHAT need to be worked together, iteratively. For a better look at the whole framework, open your yellow handout booklet and turn to the fold out page (behind AG and John Pepper's quotes). 确定问题 发展假设 -根据前一步骤搜集的数据来假设什么是导致结果的原因。为了发现更多的机会,我们需要用超过 一种的方法来测试我们的假设。 形成结论 收集数据 收集数据 -这些数据是我们测试假设的工具,能够为假设提供有效的支持。在收集数据的过程中,我们需要 将重点放在寻找导致经营结果的原因上去。 现有战略 检验假设 检验假设 -通过检验来分析数据能够帮助我们证明或者推翻假设。在检验过程中,我们需要不断的提出问题直 到没有问题再出现。
收集和分析前景评估数据的五种主要的分析方式 对照分析 将不同的变量在基本组与试验组中进行比较,看看是否有外部因素影响经营过程 While assessing the landscape is not the focus of today – it is vitally important that the who-what-how decisions are made in the larger context, with emphasis on external considerations (competition, customers, consumers). Much of the assessing the landscape is handled formally via the business review process; however, understanding the external environment is not something which should only be done annually. The annual in-depth biz review is necessary, but not sufficient. Rather, as we make who-what-how decisions we should continually revisit landscape factors. For example, WHO decisions need to consider who key competitors are targeting. WHAT decisions need to consider competitive equity positions. Now let me provide a broad overview of the framework. As you can see, it focuses on three key questions: First, WHO are your target consumers and who are the prime prospects within the target, second, WHAT should the Brand Equity be and how does the Equity translate into Communication Strategies, and third, HOW can we optimize Value Propositions and Marketing Programs to acquire and keep target consumers? The framework assumes a thorough assessment of the landscape before answering any of these questions. This analysis should include an extensive look at the consumer, competition, customer and shopper, as well as company and Brand business situation. It's important to note that the HOW flows from decisions on the WHO and WHAT. And that the WHO and WHAT need to be worked together, iteratively. For a better look at the whole framework, open your yellow handout booklet and turn to the fold out page (behind AG and John Pepper's quotes). 重要度与竞争性 分析 (三级,四级和五级打分)将分级打分与高中低端市场结合起来进行分析,测试假设的可能性 高端/低端分析 将最好和最坏的事例进行比较,看出不同变量之间的共同点 趋势分析 通过对过去状况的研究来检验假设并通过这些时期的对比来预测未来 回归分析 比较两个或多个变量之间的相似之处,从而找出被检验的变量之间的关系
要进行完整客观的前景评估,我们还需要借助五种主要的方式和手段 营销知识 的创新 得到公司 领导的支持 I want to comment on the approach we've taken in developing this framework. This project was led by the Marketing Innovation Group who received very extensive feedback from P&G Marketers in all GBU's and MDO's via a MD-level user council. The user council representatives were selected by the GBU leaders. We were very pleased that the MD's on the user council not only gave their feedback, but also solicited and shared feedback from broad bases of marketers at all levels and in each GBU and MDO. We also got feedback from Agency representatives who were selected by Agency heads. And we tapped into a wide range of experts both within P&G and outside via contacts with thought leading academics. Once we were quite far along, we shared the framework with all the GBU heads and Presidents, and have now reflected their input. Many MD’s on the user council took time to solicit General Manager feedback and, where offered, that feedback has been reflected. All GM’s (both GBU and MDO) have now received a copy of the framework. We have already heard from many of them who have offered their support for work. The feedback from the user council and agency partners was very positive. We also met with PRIDE leadership to ensure that the Marketing Framework and PRIDE’s DEPTH model were conceptually aligned. The R&D leadership is strongly supportive of this work. It is very consistent with the DEPTH model and both flow from a deep understanding of the Desired Consumer Experience (DCE). There is strong Senior Management support for this work. 前景评估 从公司内 部最了解客 户的人那里 获得最原始 的建议 组织直接 进行管理 工作的人 进行讨论 从本行业的专家 那里获得指导和 建议
示例:宝洁公司的年度品牌生意回顾是全面的前景评估 I want to comment on the approach we've taken in developing this framework. This project was led by the Marketing Innovation Group who received very extensive feedback from P&G Marketers in all GBU's and MDO's via a MD-level user council. The user council representatives were selected by the GBU leaders. We were very pleased that the MD's on the user council not only gave their feedback, but also solicited and shared feedback from broad bases of marketers at all levels and in each GBU and MDO. We also got feedback from Agency representatives who were selected by Agency heads. And we tapped into a wide range of experts both within P&G and outside via contacts with thought leading academics. Once we were quite far along, we shared the framework with all the GBU heads and Presidents, and have now reflected their input. Many MD’s on the user council took time to solicit General Manager feedback and, where offered, that feedback has been reflected. All GM’s (both GBU and MDO) have now received a copy of the framework. We have already heard from many of them who have offered their support for work. The feedback from the user council and agency partners was very positive. We also met with PRIDE leadership to ensure that the Marketing Framework and PRIDE’s DEPTH model were conceptually aligned. The R&D leadership is strongly supportive of this work. It is very consistent with the DEPTH model and both flow from a deep understanding of the Desired Consumer Experience (DCE). There is strong Senior Management support for this work.
B.2 目标客户群体
在制定营销方案的时候第一个棘手的问题是关于‘谁’,也就是制定目标顾客群体和首要关注对象的问题 谁 是你的目标顾客群体? 谁是你在目标群体中的首要关注对象 We’ll begin with the targeting section of the framework and explore the question: WHO are your target consumers and WHO are the prime prospects within the target? 什么 前景评估 - 品牌资产 - 传播战略 怎样 - 价值定位 - 营销计划
目标客户分析的目的是了解客户的人群特征和购买决策 谁 目标客户分析的目的是了解客户的人群特征和购买决策 人群特征 购买决策 客户 分类 人口普查特征 心理特征 价格敏感度 购车动机 影响够买决策的因素 客户需求 未被满足的客户需求 “热键”
目标顾客群体的确定有助于更好的寻找和关注我们的消费者 谁 目标顾客群体的确定有助于更好的寻找和关注我们的消费者 市场的集中和技术 的推动使我们更容易寻找 到目标顾客群体并与他们接触 For a number of reasons, targeting is more important today than ever before. First, even on our biggest brands, our business is surprisingly concentrated : For example, 80% of Tide US sales come from only 18% of households. On Pampers, 80% of sales come from only 4% of households. Second, as basic product performance converges, consumers look for new benefits to differentiate offerings. Beyond product function, consumers desire different combinations of experience and relationship benefits. The result is more subsets of consumers to be served. If we fail to provide the right combination of benefits to important subsets, we will be vulnerable to competitors. Some of you may have read an article McKinsey published on 3D Marketing which recommends targeting based on needs across these three benefit dimensions - function, experience and relationship. Recognizing early on that functional differentiation alone was not the basis for sustainable advantage, American Express pioneered relationship benefits in the credit card industry, offering benefits like instant card replacement and Membership Rewards. Today, Amex provides special services designed uniquely for its most valuable members. Amex has well over 100 different offerings to uniquely meet the needs of different target groups. 目标顾客的确定 消费者的需求 越来越多样化,我们需要 随时关注这些需求的变化
在确定目标顾客群体时,战略目标是我们首先需要关注的,它包括了两个方面的内容 谁 在确定目标顾客群体时,战略目标是我们首先需要关注的,它包括了两个方面的内容 你的品牌需要特别针对的具有 共同需求和偏好的消费群体 能帮助公司获得期望达到的 外部销售总收入和利益的群体 Brands first need to identify their strategic target. Brands should target segments of consumers who share common needs and preferences which our brands (or our Company, from an MDO standpoint) are uniquely positioned to meet or exceed. Additionally, the target must be sufficient to deliver business objectives. 战略目标
除了前面所定义的战略目标以外的三种可以关注的顾客群体:首要关注对象,次要目标和辐射人群 谁 除了前面所定义的战略目标以外的三种可以关注的顾客群体:首要关注对象,次要目标和辐射人群 首要关注对象 在总体目标消费群体中,有最高消费潜力的那部分消费者 处于战略目标以外但是也能够为品牌创造重要销售机会的消费者 次要目标(可选) 辐射人群 处于目标顾客群体以外但也受到营销手段影响的消费者
首要关注对象1)是我们在目标制定过程中最需要关注的群体,是在总体目标顾客群体中具有最高消费潜力的那部分消费者 谁 首要关注对象1)是我们在目标制定过程中最需要关注的群体,是在总体目标顾客群体中具有最高消费潜力的那部分消费者 刚刚开始接触和购买该产品的消费者 例如,需要开始购买婴儿纸尿布的母亲, 刚刚有能力购买汽车的家庭等等 经常性或者大量购买该产品的消费者 例如,家庭主妇需要经常购买的日用消费品 Once you have defined your strategic target in the most meaningful and actionable way, don’t think you are done. At least not if you want to compete for the best targeting strategy award. Indeed, within your strategic target, there might be a subgroup of particularly important consumers that will provide substantial near term growth opportunity for your brand. As such, near term marketing efforts should focus on and contain insights relevant to Prime Prospects. 首要关注对象 对产品有最高期望值的消费者 例如,女性对于化妆品的需求 产品的早期使用者同时也是 能够通过交流影响他人选择的消费者 例如,最先购买某种新手机的人 1)你能不能通过与首要关注对象的沟通使他们成为产品的忠实拥护者是一个需要思考的问题
通过五个主要步骤我们能够更加明确的认清我们的目标顾客群体,从而对价格和价值进行重新构建,并且开发产品的用途 谁 通过五个主要步骤我们能够更加明确的认清我们的目标顾客群体,从而对价格和价值进行重新构建,并且开发产品的用途 评估现在的目标群体 辨别和选择目标顾客群体 参与到目标的生活中 确定消费潜力 选择首要关注目标群体 How do you know you have a good target ? First, do we have a right to win among the target? Do we understand our target’s unique combination of needs, and are we uniquely qualified to deliver it? Upon securing FDA approval for cardiac claims, Bayer went from a broad target (i.e. those seeking a general analgesic) to a narrow target (i.e. people who have had heart attacks). After obtaining clinical data for prevention of heart attacks, their target expanded in 1998 to aging baby boomers interested in preventing cardiac disease. Importantly, other Branded aspirins (i.e. Excedrin and Anacin) have not been able to reposition themselves as heart disease prevention because their formulations contain caffeine (a heart stimulant), thereby making it difficult to market cardiac prevention benefits. The Bayer aspirin business grew roughly 50% behind this effort. Currently, approximately 50% of Aspirin use is for the prevention of cardiovascular diseases. Next, your target definition should be clear and specific and it should be identifiable and reachable. Iams has done a great job in these areas. It’s easy to picture the Iams target -- The Concerned Pet Owner -- A Dog Person and a Cat Person. Iams identifies their target based on four questions including income level, importance of price in choosing pet food, where pets sleep and frequency of vet visits. Iams reaches their target through vets, breeders, pet shows, pet magazines, etc. And -- since they can find their target -- they can measure results among their target. Finally, it’s important that your target definition allows you to meet your business objectives. If your goal is to be the #1 Brand in your category, a very narrow target probably doesn’t make a lot of sense. In assessing business potential, consider factors such as inclusion of heavy category users in your target, lifetime value, means to afford our offerings, and willingness to pay target pricing. 你的目标是否有清 楚的定义?是不是 可以实现的?能否 通过实现现有目标 达到销售目的? 了解希望消费者 获得的产品体验 (如3D利益:产品 的功能性利益,体验 性利益和关系利益) 销售目标的总体 价格范围是什么? 在目标中能获得 多少份额?目标 之外的现有销售 能维持多少?在 目标之外获得的 外部销售总收入 是不是充分的? 对目标进行清楚 而有意义的划分 确定在整个目标 顾客群体中最有 增长潜力的分支
然后将客户类别进行重要性排序,有利于制定具有针对性的总体营销思路 谁 然后将客户类别进行重要性排序,有利于制定具有针对性的总体营销思路 首要关注对象 广告和助销 战略目标 公共关系 行为干预 影响力量 辐射目标 信息分享
在“谁”这个环节中,我们需要考虑怎样确定目标顾客群体的范围才能带来更好的销售结果? 在制定战略目标时反对过于广泛的制定目标的名言 “我不知道成功的关键是什么,但是我知道失败的关键是什么, 那就是你试图取悦每一个人” —— Bill Cosby
为了让目标顾客群体的定义更加清楚明确,我们还需要遵循三个基本方法,以帮助我们真正的接触并了解消费者的不同需求 谁 为了让目标顾客群体的定义更加清楚明确,我们还需要遵循三个基本方法,以帮助我们真正的接触并了解消费者的不同需求 将不同变量中的数据 结合在一起 有技巧地进行 消费者的调查研究 了解除了功能利益之外 消费者还需要的产品体验 Beyond broadening or narrowing your target, here are some other leads on how to strengthen Target. Try combining different sources of variables, from the more basic demographic or geographic data to the more elaborated and sophisticated psychographic and behavioral segmentation types. Make sure what you net out with is both meaningful and actionable, that it gives you the best and most insightful description of your target, but also, that it provides the right information that will enable you to actually find, reach and measure it ! For perspective, demographics work best for media buying purposes, geographics for distribution or sales, and psychographics for crafting the right message. The best target definition might involve a mix of these different variables. Once you have identified your target, it is necessary to invest the necessary time to understand at a deep level, who she is, where she lives, and what her life is like. Your goal is to know your target so well as a person that you feel empathy for her. You will be using anthropological and ethnographic research, such as home visits, day in a life research or experiential learning, or projective techniques, such as storytelling, archetype or bootcamp. To make sure your brand uniquely meets your target consumer’s needs, you have to be fully aware of them. Don’t think only of the functional needs, think about process or experience needs, or even relationship. You will want to consider the optimal Desired Consumer Experience for your target. 地理分析的,人口统计 的,心理研究的,行为 研究和需求研究的数据 带来有意义的和 可操作的目标定义 讲故事,家庭访问, 组织训练营,了解 消费者每一天的生活 体验,过程,关系
在确定目标顾客群体的时候,需要考虑到我们的品牌定位与消费者需求是否能够真正契合 谁 在确定目标顾客群体的时候,需要考虑到我们的品牌定位与消费者需求是否能够真正契合 你的品牌是否有 独特的品质来满足 消费者的渴望? 目标的制定能否与 品牌资产和价值定位 相匹配
为了通过目标顾客群体为品牌带来更好的效益,我们需要从消费者的行为、态度、信仰、购买动力等各个方面来了解他们的真正需求 谁 为了通过目标顾客群体为品牌带来更好的效益,我们需要从消费者的行为、态度、信仰、购买动力等各个方面来了解他们的真正需求 了解消费者的三种方法 定量分析 对市场中的消费者行为的基本概括,例如,产品测试,包装测试,广告文案 测试等等 基础性的 消费者了解 注重对一个品类或者产品中消费者基本行为的了解。例如,业务分类研究, 品牌资产调查,习惯和经验研究等等 经验性的 消费者了解 是对消费者的深入研究,将定性和定量研究与消费者的生活联系起来进行分析
我们需要知道消费者是感性的,我们应该对他们进行深入的分析与了解,而不是脱离他们的实际生活 谁 我们需要知道消费者是感性的,我们应该对他们进行深入的分析与了解,而不是脱离他们的实际生活 了解消费者的时候需要注意以下的问题: •了解消费者需要耗费时间和努力 • 消费者行为很多时候是从感性角度出发的,而不只是理性的考虑技术方面的因素 • 消费者在个人价值观动摇或者观念与现实不协调的时候会表现得很消极 Have you fully leveraged the prime prospects within your strategic target? • 在我们提高了消费者的自我意识或让他们感觉更好的情况下他们会表现得很友好 • 消费者只有在产品能够满足他们真正的需求或尚为满足的期望时会对产品产生兴趣 • 消费者在选择产品时有很强的主动性 • 消费者很难改变,但同时也是善于合作的 • 一些观念需要在被消费者接受之前得到实践 • 情感驱动行为 • 不是所有的消费者都像公司的经理
谁 示例:宝洁公司舒肤佳品牌的消费者定义 I want to comment on the approach we've taken in developing this framework. This project was led by the Marketing Innovation Group who received very extensive feedback from P&G Marketers in all GBU's and MDO's via a MD-level user council. The user council representatives were selected by the GBU leaders. We were very pleased that the MD's on the user council not only gave their feedback, but also solicited and shared feedback from broad bases of marketers at all levels and in each GBU and MDO. We also got feedback from Agency representatives who were selected by Agency heads. And we tapped into a wide range of experts both within P&G and outside via contacts with thought leading academics. Once we were quite far along, we shared the framework with all the GBU heads and Presidents, and have now reflected their input. Many MD’s on the user council took time to solicit General Manager feedback and, where offered, that feedback has been reflected. All GM’s (both GBU and MDO) have now received a copy of the framework. We have already heard from many of them who have offered their support for work. The feedback from the user council and agency partners was very positive. We also met with PRIDE leadership to ensure that the Marketing Framework and PRIDE’s DEPTH model were conceptually aligned. The R&D leadership is strongly supportive of this work. It is very consistent with the DEPTH model and both flow from a deep understanding of the Desired Consumer Experience (DCE). There is strong Senior Management support for this work.
B.3 品牌资产和传播战略
在整合营销框架中第二个棘手的问题是怎样定义品牌资产并将其转化为适当的传播战略 什么 在整合营销框架中第二个棘手的问题是怎样定义品牌资产并将其转化为适当的传播战略 谁 - 目标客户 - 主要关注对象 The first point I'd like to make on Brand Equity and Communication Strategy is the importance of answering these questions with a very clear picture of the target audience in mind. It’s often best to first define the target and then define what you want your Brand to stand for in the mind and heart of your target. However, in practice, the target and equity work tend to be more iterative. An equity idea may create an opportunity to refine a target audience definition. On Bayer, for example, the decision to expand the Brand Equity from pain relief to cardiac prevention resulted in a re-examination of the target. In this section we’ll discuss best practices for creating and managing Brand Equity and translating Brand Equity choices into Communication Strategies. 怎样 前景评估 - 价值定位 - 营销计划 什么 品牌资产应该是什么,怎样将其转化为传播战略?
品牌资产是一个品牌的基因,我们不应该轻易和频繁的改变品牌资产,并且应该将必须进行的改变和品牌的历史紧密结合起来, 什么 品牌资产是一个品牌的基因,我们不应该轻易和频繁的改变品牌资产,并且应该将必须进行的改变和品牌的历史紧密结合起来, “品牌的基因” 在消费者对品牌战略和战略活动的长期了解和积累,是消费者能够将你的品牌与竞争者的品牌从根本上区分开来的原因 Brand Equity is what sets your brand apart from competition in the hearts and minds of your target. Martin Nuechtern suggested we think of this as the Brand's DNA.
在市场营销中,有关资产的决定能够为所有的传播交流提供方向 什么 在市场营销中,有关资产的决定能够为所有的传播交流提供方向 公共关系 店内营销 网站 电视 资产 包装 产品
品牌资产中包括了战略层面和执行层面两个部分的因素 什么 品牌资产中包括了战略层面和执行层面两个部分的因素 品牌的总体资产((品牌的驱动力) 战略资产(品牌的主要利益,是能够说服消费者去相信并且购买产品的原因) 品牌特征(与消费者建立感情维系的重要因素) 战略层面 There are 5 key elements of Brand Equity. First, the 3 strategic elements are Overall Equity, Strategic Equities and Brand Character. I want to talk about each of these in a bit more detail in a moment but I want to begin by drawing your attention to the fact we are calling out Brand Character as a separate Equity element. In the past we have talked about Character as one of the Strategic Equities. However, given the very important role a distinctive Brand Character which is well executed in marketing communications can have on building your business, we think it's right to highlight this separately. Second, there are 2 executional Brand Equity elements. Executional Properties are the few elements of the brand's marketing which have long-term stature, in-market pedigree and strong consumer identification with the brand. Examples would be the Mr. Pringles icon, Marlboro's cowboy country imagery or Secret's "Strong enough for a man but made for a woman" selling line. Visual Identity is the distinctive and consistent visual expression of the Brand by which the consumer instantly recognizes and connects to it. This includes things like logo style, typography and color palettes. 执行层面的品牌资产(从长远利益出发的营销因素) 产品的外观特征(品牌特征的直观表达) 执行层面
品牌资产必须以书面形式确定,以保证其持续性。价值模板是记录品牌定位的有效工具 什么 品牌资产必须以书面形式确定,以保证其持续性。价值模板是记录品牌定位的有效工具 目标客户描述: 对主要目标客户群的一个简短的描述,包括规模、背景,心理等信息 总体品牌价值: 一个唤起灵感的、易记忆的、朗朗上口的概念 是品牌希望在主要目标客户群心目中建立的远远超过竞争对手的概念。 战略品牌价值: 一般3-5点,包含(1)功能性诉求;(2)体验、关系或情感性诉求概念;(3)信任原因概念 这些概念对总体品牌价值形成支撑,并且是品牌希望长期代表的 品牌性格: 品牌的长期的、独特的个性、形象、态度 决定了客户长远的对品牌的喜爱程度 往往采用拟人化表达方式 执行层面品牌资产: 一系列具体的可长期拥有的品牌资产 例如,品牌标识,包装,广告语 必须是市场证明了的,易于区别的 最多3个 视觉识别: 对品牌的独特、长期一致的视觉表达 客户在所有接触点能立即识别,并与品牌相联系 往往需要一个有颜色表达的附件 1 2 3 4 5 6
总体资产1) 的定义必须是容易让人理解和接受的 什么 总体资产1) 的定义必须是容易让人理解和接受的 它是一个激发灵感的、朗朗上口的、容易让人记住的概念,能够表达你希望你的品牌怎样满足目标顾客群体的需要,而不是为了对付竞争者而进行的战术性考虑 “终极驾驶体验” (Ultimate Driving Experience) “有趣的家庭娱乐” (Fun family entertainment) 1)一些公司将这个概念称为品牌精华,品牌领域,品牌价值或品牌定位
战略资产是总体资产中的一部分,是你对期望品牌具有的象征所下的定义 什么 战略资产是总体资产中的一部分,是你对期望品牌具有的象征所下的定义 让顾客相信品牌能够 提供它自己所承诺 的利益的原因 利益(功能性的, 体验性的, 关系的和情感性的)
品牌的外观特征是一个品牌独有的、长期的个性、形象或者态度 什么 品牌的外观特征是一个品牌独有的、长期的个性、形象或者态度 能够让消费者产生偏好 在与顾客建立感情沟通时承担着重要角色 对特征的描述不是冗长而复杂的 1 2 3
要让品牌资产在众多的竞争品牌中脱颖而出,就必须让品牌具有明确的 个性 什么 要让品牌资产在众多的竞争品牌中脱颖而出,就必须让品牌具有明确的 个性 判断一个品牌资产是否合理的三项标准: 你的全面资产陈述是不是激发灵感的,朗朗上口的、令人印象深刻的和容易让人记住的? 它能不能满足目标顾客群体独特的消费渴望? 它是不是与众不同的?
执行层面的品牌资产是品牌的外在表现,对它的注重意味着我们不但要 想得对,而且要做得对 什么 执行层面的品牌资产是品牌的外在表现,对它的注重意味着我们不但要 想得对,而且要做得对 图像:Marlboro的牛仔村落 它是从品牌长期发展的高度出发,并且与市场融合的,有突出的可辨认特征的品牌营销因素(例如:一个图标,关键广告词,形象,音乐…)
品牌的外观特征是消费者能够直观辨认的品牌特征 什么 品牌的外观特征是消费者能够直观辨认的品牌特征 一个品牌与众不同的持久形象表达,是消费者能够经常认可并且能够将其与品牌联系起来的特征
我们需要通过各种可能的方式与手段才能做出正确的品牌资产决定 什么 我们需要通过各种可能的方式与手段才能做出正确的品牌资产决定 做出品牌资产决定时需要的手段 对目标,品牌 和竞争者的深入与直接 的了解 运用各种可能 的手段(品牌资产的 跟踪调查,资产能力 分析,概念图,需求/差异分析 整体资产与区域性/ 地方性差异的适当平衡 (如果需要的话) 品牌资产决定
不同的行业/产品感性价值与理性价值的关系比较 尽管在不同的行业/产品领域,品牌的感性价值在品牌总体价值中所处的地位有所不同,但从各行业发展的趋势来看,品牌的感性价值的正变得日趋重要 不同的行业/产品感性价值与理性价值的关系比较 “品牌" 100% 100% 100% 100% 100% 100% 感性价值 相对重要性 理性价值 >1 <1 例子 化工 公用设施 卡车 计算机 小轿车 牛仔裤 Business-to-business Business-to-consumer 1) = rational / emotional value propositions Source: Roland Berger & Partners
品牌价值的形成与维护是一个相当复杂的管理工程 低 高 低 高 理性价值 感性价值 高 品牌价值 低 低 低 品牌的 自然腐蚀 品牌的 人为腐蚀 高 高 与行业特性有关 销售的策略 如:价格/折扣策略 Source: Roland Berger & Partners
总体市场的优越性体现在规模上,地方性市场的优越性体现在能够满足 各种差异性的需求 什么 总体市场的优越性体现在规模上,地方性市场的优越性体现在能够满足 各种差异性的需求 总体市场的优越性 但是,共同性并不永远是最好的 经济规模 获得最好的资源 媒介辐射 方便快捷 本地行为成本更少,总体性带来的是所有产品的共同价值,是每个产品最低的价值 市场份额在不同的地区是有差异的 品牌资产在不同地区也是有差异的 在每个地区各产品有不同的先发位置 不同地区的消费者也有差异
传播战略1)对于确立产品在市场中的定位有重要意义 什么 传播战略1)对于确立产品在市场中的定位有重要意义 品牌资产和说服性的营销手段之间的重要桥梁 传播产略包括有 将战略性的品牌资产因素转化为有针对性的,精确的战略 在营销传播中长期的,确定一致的品牌资产特性 产品利益的简单陈述 说服消费者相信品牌利益的陈述(如果品牌有的话) 品牌特征(从品牌资产的描述中直接提炼出来) 1)品牌资产可以包含有超过五个战略资产,但一个特定的传播战略只能做出一到两个判断,因此它们之间如何转换就十分重要了
为了掌握复杂的传播战略,我们可以用战略矩阵来进行分析 什么 为了掌握复杂的传播战略,我们可以用战略矩阵来进行分析 全面资产 基础品牌 衍生产品1 衍生产品2 利益 可供相信原因 品牌特征1) 1)这部分应该是从品牌资产档案中直接提炼而成的
关于品牌资产的另外两种考量方式,包括对功能以外的产品利益的发掘和对功能性产品利益的提升 什么 关于品牌资产的另外两种考量方式,包括对功能以外的产品利益的发掘和对功能性产品利益的提升 功能性利益:产品性能,包括价值 过程/体验性利益:容易让消费者接受的信息,简洁的决策制定,便捷和令人愉悦的交易过程等等 关系利益:在消费者与品牌的互动和对话之中让消费者感受到的利益 超越功能的1) 研究怎样将功能性的,体验的和关系的利益提升到情感性的利益,使你的品牌能够在目标顾客的生活中占有更重要的地位 提升 1)我们把这称为3-D市场营销,即在界定品牌资产的时候将功能性利益与其它的因素结合在一起进行考虑
牢固的品牌资产可以直接转化成传播战略,而需要改进的品牌资产则需要重新定义 什么 牢固的品牌资产可以直接转化成传播战略,而需要改进的品牌资产则需要重新定义 品牌资产“审核” 正确的选择 良好的表达 牢固的 需要改进的 重新定义资产 转化为适当的传播战略
最后制定品牌传播策略,以保证在日常广告推介等活动中能以有效方式持续一致地向客户传递品牌价值 举例 最后制定品牌传播策略,以保证在日常广告推介等活动中能以有效方式持续一致地向客户传递品牌价值 举例:某国内领先的日常消费品品牌的传播策略 总体品牌资产 品牌价值 传播方式 理由支持 品牌个性 积极倡导美好家庭生活 X品牌能帮助母亲更好地照顾家庭成员的健康,并且让他们后顾无忧地生活 “母爱”主题推广系列活动 “专家认证”主题推广系列活动 含有独特抑菌成份 专家认证 美好家庭生活的倡导者,她富于爱心,有知识,而且乐于助人 在X品牌持久抑菌效能的帮助下,孩子们可以更加自由自在地活动,好动的天性不会受到因害怕沾染细菌而带来的限制 X品牌经专家认证具有长效抑菌功能,同类其他产品却不能做到这一点
B.4 价值定位和营销计划
在整合营销框架中第三个棘手的问题是怎样优化品牌的价值定位和营销 计划的问题 谁 - 目标客户 - 主要关注对象 前景评估 怎样1) - 价值定位 - 营销计划 什么 - 品牌资产 - 传播战略 1)每个品牌中的“怎样”都是从“谁”和“什么”的深刻理解中提炼出来的
品牌定位是对品牌价值的定义和解释;品牌价值包括理性价值和感性价值两个方面 怎样 品牌定位是对品牌价值的定义和解释;品牌价值包括理性价值和感性价值两个方面 品牌 = 价值=承诺 品牌 质量好 安全 操作简便 油耗低 座椅舒适 通风性好 理性价值举例 值得信赖 对生命的珍惜 超级驾驶体验 精明的选择 享受旅程 健康、自然 感性价值举例 理性的 感性的 以产品和服务为主 形象和联想为主 价值
= 成功的品牌定位包含以下要素: 理性 目标消费者的未满足需求 利益 诉求 (功能) 简单、明确、具体 独特 利益诉求 感性 怎样 成功的品牌定位包含以下要素: = 利益诉求 目标消费者的未满足需求 针对目标客户群 理性 利益 诉求 (功能) 感性 (情感) 简单、明确、具体 独特 与理性利益点在决策树上相关 符合品牌个性 原因支持 简单,独特,具体,说服力 品牌个性 简单,独特,具体,亲和力 (品牌的承诺) 品牌定位
依靠制造营销奇迹来获得和维持目标顾客群体,可以通过价值定位和营销计划两个方面来实现 怎样 依靠制造营销奇迹来获得和维持目标顾客群体,可以通过价值定位和营销计划两个方面来实现 价值定位 最佳总体解决方案 在消费者最易于接受的时间和地点去打动他们 用合理的计划进行配合 营销计划
价值定位是依据满足消费者需要的各种原则制定出来的最佳价值方案 怎样 价值定位是依据满足消费者需要的各种原则制定出来的最佳价值方案 确保你依据的基本原则 是正确的 最佳总体解决方案 通过多种利益尺度 和接触方式来满足 消费者的需要
通过与消费者进行沟通的七个接触点将价值方案进行优化,提供一个能够让消费者感到满意的总体解决方案 怎样 通过与消费者进行沟通的七个接触点将价值方案进行优化,提供一个能够让消费者感到满意的总体解决方案 拥护 品牌认知 品牌=体验,解决方案和关系 关系的建立是一个很长的过程 消费者定义的品牌是对一个产品所有体验的综合 通过主要的接触方式给用户最满意的体验 品牌的 七个 接触点 重复购买 看到产品 记忆 购买 使用
制定营销计划时需要考虑我们是否已经选择了适当的方式与消费者沟通 怎样 制定营销计划时需要考虑我们是否已经选择了适当的方式与消费者沟通 要寻找最适当的时间以最合适的方式与消费者进行沟通 合理运用各种方式与消费者沟通品牌信息 制定传播战略的时候应该主要从宏观的角度出发 1 2 3
在实施营销计划的时候,需要考虑怎样将所有的方式与资源进行整合才能够最有效的影响消费者 考虑主要的接触方式 考虑所有可以用来进行信息传播的媒介资源
合理运用各种传播方式向消费者传递品牌信息 怎样 合理运用各种传播方式向消费者传递品牌信息 通过直接的方式与消费者沟通 -例如,电视广告,平面媒体广告,网络广告等 通过第三方对消费者施加影响力 -例如,中华医学会认证,汽车协会认证等 通过零售商来影响消费者 -例如,店面陈列,店内促销等
我们应该主要从宏观的角度出发制定传播战略 怎样 我们应该主要从宏观的角度出发制定传播战略 通过营销的主要要素来保持品牌资产的连贯一致 避免琐碎但是意义不大的小活动
从直接面对消费者,通过零售与客户营销以及外部关系三种形式中选择出 最适当的时间、地点和方式与消费者交流品牌的信息 怎样 从直接面对消费者,通过零售与客户营销以及外部关系三种形式中选择出 最适当的时间、地点和方式与消费者交流品牌的信息 零售商 成本设计 /样品 利益相关 者计划 店内展示 零售/客户营销 外部关系 战略联盟 广告推销 &促销 合作营俏 消费者关系 谁 第三方&公共关系 营销事件 什么 多品牌计划 包装 利用社会 网络 用途 电视/平面媒体,广播等 交互式媒体 直接 邮件 直接面对消费者
我们要明智与合理的制定和使用营销计划 投资在对品类 在已经被证明是 成功最重要 投入预算到 了解你的 成功的方面或因素 的领域 突破性的试验 怎样 我们要明智与合理的制定和使用营销计划 在已经被证明是 成功的方面或因素 上进行投资 投资在对品类 成功最重要 的领域 投入预算到 突破性的试验 计划中 了解你的 经营状况
一定要明确的是,营销计划是多方面整合的过程 示意 一定要明确的是,营销计划是多方面整合的过程 产品组合策略 品牌战略 客户知识 竞争情况 重要性 相关性 经济性 竞争性 市场目标 是否能有效达到目标 总体营销框架 渠道和客户管理计划 售后服务网络优化 媒体投放计划 公共关系计划 产品推广促销计划 财务指标和考评体系
怎样 示例:宝洁公司舒肤佳品牌的年度营销计划 I want to comment on the approach we've taken in developing this framework. This project was led by the Marketing Innovation Group who received very extensive feedback from P&G Marketers in all GBU's and MDO's via a MD-level user council. The user council representatives were selected by the GBU leaders. We were very pleased that the MD's on the user council not only gave their feedback, but also solicited and shared feedback from broad bases of marketers at all levels and in each GBU and MDO. We also got feedback from Agency representatives who were selected by Agency heads. And we tapped into a wide range of experts both within P&G and outside via contacts with thought leading academics. Once we were quite far along, we shared the framework with all the GBU heads and Presidents, and have now reflected their input. Many MD’s on the user council took time to solicit General Manager feedback and, where offered, that feedback has been reflected. All GM’s (both GBU and MDO) have now received a copy of the framework. We have already heard from many of them who have offered their support for work. The feedback from the user council and agency partners was very positive. We also met with PRIDE leadership to ensure that the Marketing Framework and PRIDE’s DEPTH model were conceptually aligned. The R&D leadership is strongly supportive of this work. It is very consistent with the DEPTH model and both flow from a deep understanding of the Desired Consumer Experience (DCE). There is strong Senior Management support for this work.
C. 推动营销战略成功的重要因素
推动营销战略成功的第一个重要因素是成功的产品设计,它是能够有效的巩固我们的品牌在消费者心目中地位的设计 怎样 推动营销战略成功的第一个重要因素是成功的产品设计,它是能够有效的巩固我们的品牌在消费者心目中地位的设计 七个优秀设计的基本准则 有关联的 设计必须反映出你的品类与消费者相关的、能够反映品类独有的形象和特点的信息 独特的 设计必须能够表现出品牌独一无二的因素,例如包装的颜色、形状样式、商标等等 印象深刻的 设计必须用产品最激动人心的特质去激发消费者对产品的记忆 连贯的 设计需要超越不同的产品形式,超越不同的媒介,超越时空,必须维持一个固定的品牌资产 有弹性的 设计必须适应多样化的产品和不同的媒介,给品牌留有足够的弹性空间给将来可能的改变 紧跟时代的 设计必须跟上时代的脚步,但并不以为着一味追逐时髦 易于传播交流的 设计必须有清楚的传播概念,确定在品牌特征和产品定位中什么是首先需要传达的产品特性
设计过程是一个金字塔的方式,每个阶段都是建立在前面的阶段之上的。 最终设计 生产协调 模型组合 样品试制 工业制品 产品草图 精简概念 综合模型 模型 第二阶段:对设计进行进一步的润色和改善 第一阶段:设计开发 市场调研/品类研究 项目建立/确定项目方案
比如凌志LS400从满足市场需求的目标出发,寻找适用这一需求的技术配置和手段,开发“舒适度最大化”的产品 举例 比如凌志LS400从满足市场需求的目标出发,寻找适用这一需求的技术配置和手段,开发“舒适度最大化”的产品 丰田凌志 LS 400 车型概念板 层次1:品牌诉求(追求美国运动型豪华车的市场领先地位) 目标: 舒适度最大化 最高配置 高度可操控性 动力平顺 人性化设计 幽雅气质 工艺精良 优越的全面体验 层次2:产品性能特征 层次3:产品开发原则 所有开发方向必须满足“舒适”的要求 整合现有产品和技术,实现快速开发 层次4:子系统和零部件的选择和匹配 17台内置数据处理系统和34套传感器 A6和V8发动机 数控传动装置 行驶稳定系统 防滑制动装置 电控配气系统 导航装置 防雾镜 记忆式电子调节座椅 空调 触摸式车载电脑 降噪设计 资料来源:罗兰·贝格分析
准确的定位和快速研发使凌志车在美国市场取得惊人成功 –– 十年时间累计销售量达80万台 举例 准确的定位和快速研发使凌志车在美国市场取得惊人成功 –– 十年时间累计销售量达80万台 凌志车1989-1998在美国销量 [千台] 细分市场 / 竞争对手 车型概念 140 中高档市场 (如:奥迪A4) 95 能够支付的高级享受 ES 250 93 ES 200/300 91 87 79 高档市场 (如:奥迪A6) 74 71 运动车的性能和迷人的动力 GS 300 GS 300/400 64 豪华车市场 (如:奥迪A8) 舒适度最大化 LS 400 LS 400 2. Gen. SUV RX 300 ”豪华 + 四驱“的组合 12 LX 470 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 以LS400顶级车型进入美国市场 自建经销网络 比BMW / 奔驰价格低5-10% 车型范围扩大到中档的ES250 引入高档的GS300车型,完成产品线布局 由于日元升值的影响,销量下降 以“豪华 + 四驱”概念引入RX300和LX470 网络规模达到178个经销商 资料来源:罗兰·贝格分析
推动营销战略成功的第二个因素是价格战略,合理的定价是让品牌获得更高价值的基础,通过三种基本的方式我们能够更好的实施价格战略 了解什么是最能够吸引和刺激消费者去花更多的钱在产品身上的因素,然后实施相应的营销战略 节省/挥霍 从不同的角度对定价进行思考,例如有没有削减预算或者增加服务来支撑高价格水平,有没有寻找产品以外的机会为产品增加价值含量 观念转换 针对一个已经存在于市场的品牌,重组价格是最容易获得成效的方式。让消费者感觉到价格的重组是有道理的,可以接受的。 重组
在许许多多的行业中,日益激烈的市场竞争很容易使企业陷入“竞争旋涡”而不能自拔----“ 仅靠价格生存和竞争,也必然因价格而灭亡”(“ Live in price, die in price ”) 竞争对手的增加导致 竞争升级 企业应该采取怎样的方法才能摆脱“竞 争旋涡”? 提高营销 费用 通过“价格战”竞争夺与市场份额 更低的毛利 盈利能力 降低 销售成本上升 价格下降 更低的价格 “科技战“导致超过消费 者需求的产品功能 ... Shake out 淘汰出局 更低的价格 经销商施加压力 固定成本压力上升 公司价值贬值 来自过量生产能力的压力 产品成本的上升 需求减缓 消费者觉得产品/品牌 之间并无真正区别而导致 品牌的大众化 毛利下降
能够推动营销战略成功的第三个手段是广告促销,品牌能够通过适当的广告战略提升它的市场份额 能够带来成功的广告除了能够清楚的传播产品信息之外,还必须具有四种独特性: Mazda 产品利益的独特性 承诺品牌要为消费者提供的体验是其它产品所不能提供的,同时是消费者真正需要的 Wacoal 情感的或者外延 的利益独特性 品牌承诺的情感的或者其它的外延利益,它是产品利益的延伸,也是其独一无二 的特性所在 Triumph Crest 品牌人格的独特性 通过广告表现出品牌的拟人化的独特性,并且将品牌特性长期维持下去 Cinax -1 Cinax -2 Honda 原因的独特性 让每一个消费者都能够认可品牌独特性的原因
带来成功的广告的关键是能够很好的传达产品信息,主要有三个方面的关键操作因素 出色的广告 创意(与产品 利益相关的、 开启心灵的、 与众不同和有意义的) 有戏剧性的 (能够在短时间内 激起消费者的兴趣 和共鸣的概念) 清楚而形象 的表达产品 的主要利益 (实质性的和激动人心的) 成功的广告 Mcdonald’s Bridgestone Brahma -1 Brahma -2 X-box Vicks Pepsi
推动营销战略成功的第四个因素是合理的媒介计划,它是有关营销手段在 什么时间什么地方怎样和与谁进行沟通的计划,包括了五种类别 电视 (全国性的广播网,有线电视或者本地频道) 户外媒介 (户外广告牌、运输线、墙面) 媒介 平面媒体 (杂志、报纸、专刊) 互动媒介 (广告或者赞助) 广播 (全国性的或者地方性的)
媒介计划必须遵从一定的原则,才能让广告在更多的消费者中产生影响,同时影响他们的下一个购买决定 地域性/季节性考虑 是否在某些国家或地区需要更多 的信息传播;是否在某些特定时间 需要传播更多的信息 2 覆盖的频率 广告一次性的覆盖更多的潜在购买者 通常比多次覆盖少量的购买者更适当 1 合理的制定 媒介计划 整体的广告状况 区域性的、全国性的媒介差异 和文化的差异都需要考虑到 3 4 连贯性与浮动性 连续的播放广告通常比 断断续续的播放更有效
推动营销战略成功的第五个因素是针对最重要的顾客群体或者个人的窄带传播与第三方营销 通过直接的邮件传播 通过组织消费者参与活动 进入点营销(在他们经历重要的 生活改变,需要购买新的产品时) 窄带传播的 六个机会 当他们对一个新的想法 产生兴趣与冲动的时候 通过因特网 当他们在商店进行购买活动的时候
进行窄带传播时要选择适当的方式,或者单独使用或者结合使用,使传播 能够更有效率 样品 给消费者提供能够通过少量的使用就能体现产品优越性的样品 … 优惠券 给消费者提供能够在商店里寻找和购买产品的体验 文字广告 给消费者直接分发制作的文字广告(当分发样品具有局限性的时候)
通过第三方营销来接近目标顾客群体,使他们更容易受到产品信息的影响 影响者营销 运用可信的第三方去影响消费者的决定 (例如专家、可信的专业机构证明、 影响消费者生活中面临转变时的消费选择的人等) 扩散 通过口头传播来增加产品的影响力, 从早期使用产品的人开始传递信息 (例如社会关系网、谈话领导者等等) 第三方营销的四种手段 公众和外延关系 通过新闻媒介或者其它公共关系来传递信息 (例如电视新闻、学习过程中等等) 联合营销 与外界组织联合起来开发市场 (例如开设论坛,由可信的组织推荐等等)
D. 检验营销计划是否成功的标准
在实施营销计划的时候,我们还需要对活动的结果进行衡量,来检验我们的努力到底是成功还是失败 标准衡量 市场份额 外部销售总收入(NOS) 净现值(NPV):一个项目投资的现有价值 诊断性衡量 态度:消费者对品牌的想法和感受,例如对消费者忠诚度的衡量(SOR) -它衡量了品牌在消费者所有品牌使用中所占的百分比。
咨询顾问简历: 秦力洪 职位: 高级咨询顾问 出生年份: 1973年 国籍: 中国 教育背景 专业经验 主要项目 语言能力 行业背景 2000 . 6 - 9 2001 – 2003 2003 – 美国内务部国家公园管理局 咨询顾问 宝洁(中国)有限公司 助理品牌经理 罗兰贝格国际管理咨询(北京) 有限公司 高级咨询顾问 1991-1999 1997-1998 1999-2001 北京大学国际关系学院 国际关系学专业 法学学士(1996) 法学硕士(1999) [日本]国立新泻大学法学部 访问学者 [美国]哈佛大学肯尼迪政府学院 传媒、政治与公共政策研究 公共政策硕士 为一家日本食品公司制定中国市场进入战略 为一家大型中国客车生产商制定发展战略 美国Bryce Canyon国家公园综合发展计划 宝洁舒肤佳品牌整体业务规划及执行方案 中国个人清洁用品市场宏观分类 中国卫生部–宝洁公司百万居民健康教育项目 现代零售渠道物流、客流与品类管理分析 语言能力 行业背景 方法和能力 中文 英语 日语 消费品 零售业 旅游 媒体 非盈利组织 品牌定位 竞争扩张策略 营销管理 供应链管理 消费者心理与行为 更新日期: 07/2003