《CL集团市场营销培训讲义》

TCLMarketingTraining1TCL集团市场营销培训2

ManagingProductLines

ManagingBrandPortfolios

ChannelSelectionandPolicy

PositioningBrands

TheMarketDrivenCompany3产品线管理品牌组合管理渠道选择和策略品牌定位市场导向型公司4TCLMarketingTraining

Interactive,consultativetrainingOursuccesswillbemeasuredby:OurActionPlansandactionsAplantoimprovechannelperformanceandbrandpositioningfortheairconditioningbusinessAplantopositionthetelevisionbusinessforhighendmarkets,andaplanforimplementingproductlinechangesThesearefirststeps5TCL营销培训互动、顾问型培训

我们将获得如下成功:

我们的行动计划和行动

改善空调业务“渠道状况”及“品牌定位”的计划“在高端市场定位电视业务的计划”及“相关产品线改造计划”

以上是第一阶段的步骤6SituationOverview-AirConditioning

AnewbusinessforTCLCurrentchannelslacksalescapacitytosupportgrowthobjectivesQualityproblemsineachproductlineQuestionsabouttheextendabilityoftheTCLcorporatebrandintotheproductcategory7整体状况——空调

是TCL的新业务

现有销售渠道缺乏实现增长目标的销售能力

各产品线的质量问题

将TCL品牌延伸至空调业务的一些问题8SituationOverview-Television

NeedstorepositionforthehighendmarketNeedtointroducetheconsumer’svoiceintoproductlineplanningNeedtocommunicatethebrandandproductlinepositionsmoreeffectivelythroughthechannels9整体状况–电视需要在高端市场重新定位

需要将消费者的意见融入产品线的规划

需要在分销渠道中更好地传播品牌、产品线定位10SituationOverview-SalesCompanyMarketingintelligenceroleneedstobestructuredandclarifiedNeedsacommonmarketinglanguagetospeakwithproductdivisionsfor:ImplementationandsupportofchannelplanningandpoliciesSupportofproductintroductionsandlocalpromotionalstrategiesLeveragingmaximumvaluefromTCLstoresandcurrentchannelrelationships11整体状状况––销销售售公司司需要构构建系系统的的市场场营销销竞争争智能能体系系需要统统一的的营销销沟通通方式式来描描述各各产品品业务务：“渠道规划划、策略略”的执执行和支支持“产品引入入”和““本地促促销战略略”的支支持从“TCL店”和““现有渠渠道”的的关系中中获取最最大价值值12OurChallengesBecomemoremarketandconsumerdrivenMakethebestuseofTCLbrandequityLearnhowtousesub-brandsmoreeffectivelytoreachspecificmarketsandtargetconsumersegmentsAligncomplexproductlinestodocumentedconsumerneedsandwantsImprovechannelselectionandpolicydevelopmentprocessandbecomeapreferredsupplierforstrategicchannelpartnersUseconsumerdatatoimprovetheaccuracyandefficiencyofthenewproductintroductionprocess13我们的挑挑战进一步以以市场和和顾客为为导向。。最大限度度地利用用TCL的品牌权权益。学习通过过使用““子品牌牌”来更更有效地地将业务务延伸至至特定市场和和特定目目标消费费者群体体。使产品线线与消费费者的需需求相一一致。改善“渠渠道选择择”及““策略设设计”过过程，并并且争取取成为“战略性性渠道伙伙伴”的的首选供供应商。。通过消费费者资料料来改善善新品推推广过程程的准确确性和有有效性。14TheMarketDrivenCompany15市场导向向型公司司16BuildingaMarketDrivenCompanyVisionandLeadershipMarketmonitoringandinformationPracticesandprocesses17建立市场场导向型型公司战略眼光光和领导导能力市场监控控和信息息实践和步步骤18VisionandLeadershipStrongmarketingvisionsgettheirenergyfromtop-levelcommitmentChangethecompany’’spositioninthevaluechain:AndyGrove-““IntelInside”Channelinnovation:JeffBezos-ABrandexcitement:RichardBransonQualityandservicecommitment:ZhangRuimin-HaierMoveclosertothecustomer:LouGerstner-IBMGlobalServices19战略眼光光和领导导能力从高度承承诺来获获得动力力改变企业业在价值值链中的的位置：：AndyGrove-““内置Intel”渠道创新新-A品牌刺激激：RichardBranson质量和服服务承诺诺：海尔-张张瑞敏接近消费费者：LouGerstner-IBM的全球服服务20MarketingVision:WhatProfitModelWillYouFollow?Yourchosenmarketingvisionmustsupportthecompany’sgrossprofitandmarginalprofitgoals.Thereare14differentprofitmodelsLeadershiproleistoassesshigh-levelcompetitiveadvantagesanddisadvantages,topositionthecompanyinthemarketplace,and...Committheresourcesappropriateforyourchosenfocus21营销视角角：您将将遵循何何种盈利利模式？？您所选择择的营销销模式必必须能支支持公司司的总利利润和边边际利润润目标。。14种不同的的盈利模模式领导的角角色是，，评估高高层次竞竞争性的的有利与不利之之处，在在市场上上为公司司进行定定位，等等。为您所选选择的策策略提供供营销资资源22ProfitModels.Winthroughcustomerretentionandloyalty:knowingthecustomer,creatingasolution,anddeepeningtherelationship(Marlboro;SouthwestAirlines).Winthroughdifferentiatingamassmarketproductline:buildingsilver,goldandplatinumversionsoftheproduct(Kodak).Winthroughmakingprofitsondifferentcomponents(Gillette;Kodak).Winthroughinnovation(3M).Winthroughcopyingtheinnovator(Avis;Canon)23盈利模模式1.通过客客户的的持续续购买买和客客户忠忠诚而而得胜胜：了解客客户，，提供供解决决方案案，加加深与与客户户的关系（（万宝宝路；；肯德德基）。2.通通过过区分分大众众市场场的产产品线线而得得胜：：建立不同同等级级的产产品———银银卡、、金卡卡及白白金卡（（中国国银行行，长长城卡卡）。。3.通通过过不同同的产产品组组件得得胜（（吉列列；柯柯达））4.通通过创创新得得胜（（3M）。5.通过仿仿制创创新者者得胜胜（艾艾维斯斯；佳佳能）。24ProfitModels.Winthroughdevelopingandproliferatingblockbusters(Disney;Dupont;Pfizer).Winthroughnichespecializationandnicheinnovation(Wrigleygum).Winthroughdevelopingthelargestinstalledbaseandbecomingthestandard(Microsoft).Winthroughtransformingyourpositioninthevaluechain(Intel)25盈利利模模式式6.通通过过发发展展和和推推广广具具有有轰轰动动效效应应的的产产品品得得胜（（迪迪斯斯尼尼；；杜杜邦邦；；辉辉瑞瑞制制药药）。。7.通过过对对利利基基市市场场进进行行专专业业化化和和创创新新而而得得胜（（箭箭牌牌口口香香糖糖）。。8.通过过开开发发最最大大的的安安装装基基础础、、成成为为行行业业标标准而而得得胜胜（（微微软软））。。9.通通过过改改变变在在价价值值链链中中的的定定位位而而得得胜胜（（英英特尔尔））。。26ProfitModels10.Winthroughearningthelargestmarketshareormassbrand(McDonalds)11.Winthroughchannelproliferationandubiquity(CocaCola)12.Winthroughleveragingthelongestlearningandexperienceinyourindustry(TexasInstruments)13.Winthroughpriceorvalueleadership(WalMart-brandsforlessmoney;Lexus-luxuryforlessmoneythanaMercedesBenz)14.Winthroughchannelleadershipandinnovation(Kraft;A)27盈利利模模式式10.通过攫取取最大的的市场份份额或塑塑造大众众品牌而而得胜（麦当劳劳）。11.通通过广广拓渠道道、渗入入各地市市场而得得胜（可可口可乐乐）。12.通通过整整合本行行业最广广博的学学识与经经验而得得胜（德德州仪器）。。13.通通过在在价格和和价值上上的领导导地位而而得胜（（沃尔玛玛—以平实价价格购买买知名品品牌；凌凌志轿车车—豪华华，而且且比奔驰车车便宜））。14.通通过渠渠道领袖袖地位而而得胜（（卡夫，，亚马逊逊书店））。28MarketingDirectionsinHomeAppliancesandElectronicsMarketingneedsdrivenbyfallingprices,cost-cuttingandconsolidationMoreconsumerfocusMoreemphasisonlifestylesandunderstandingproductuseRe-definingbusinesses:Whirlpoolledtheway,othersarefollowingQualityoflifesolutions“Insteadofsellingwashingmachines,we’resellingcleanclothes,””PerGrunewald,Pres.OfE2Home(ventureofElectroluxandEricsson)29家电产品品市场营营销趋势势降价、削削减成本本和整合合产品/市场是是目前市市场营销销需求的的主要推推动力更多地以以消费者者为中心心更多地强强调生活活方式及及对产品品功能的的理解重新定义义业务：：惠尔普普开创了了这种方方式，其他企业业正在跟跟进追求生活活质量“我们不是是在销售售洗衣机机，而是是在销售售干净的的衣服”，PerGrunewald,Pres.OfE2Home(伊莱克斯斯和爱立立信的风风险)30AServiceandSolutionsBusinessPay-per-Usemodelsatexperimentalstage“Smart””machines-refrigeratorasafoodinventorymanagementtoolIntegratedsmartsystems-PC,InternetandAppliancesaspartofasinglesolutionDifficultjobformarketingWhataretherealneeds?Buildingdemandfornewtechnologiesandapplicationsoftraditionalproducts31服务与解决决方案业务务在试销阶段段的基于使使用量的付付费模式“聪明”机器器–冰箱是一种种食品储藏藏管理工具智能的整合合系统––通过个个人计算机机、互联网和其它产产品形成专专门的解决决方案营销工作的的困难之处处顾客的真正正需求建立针对新新技术及将将新技术应应用于传统统产品的需求32BecomingMarketDriven:MarketMonitoringandInformationAtaminimum,amarketdrivenconsumerproductscompanyshouldstriveto:MonitorcustomersatisfactionandretentionMaintainaMarketingScorecardofmarket-basedperformancemeasuresonanannualbasisMeasurebrandequityanditssourcesDevelopacustomersegmentation,andmonitorkeyvaluedriversforconsumersandchannelcustomers33趋于市场导导向：市场场监控和市市场信息最低限度上上，一个市市场导向型型消费品企企业应该努力做做到：监测顾客满意度度和顾客保持率率保留记录““年度市场场状况”的的营销记分卡卡测试品牌权益和品牌资源源开发一个消费者细分分市场，并监控影影响消费者者和渠道顾客客的关键因因素34Customersaredissatisfiedinabout25%oftheirpurchasesbutonly5%complain.Eachdissatisfiedcustomertells8-10peopleabouttheirexperienceDissatisfiedconsumerscanbeturnedintosatisfiedconsumersby:RespondingquicklyApologizingGoingoutofthewaytosolvetheproblemOfferingsomeformofcompensationResolvingquicklyComplainingcustomerswhogetresolutionare6timesmorelikelytobuyagainfromthesamevendor.CustomerSatisfaction35对于自己的购购买经历，往往往有25%的顾客不满满意，但一般般只有5%的的人会抱怨。。一个不满意的的顾客会将其其不满告诉另另外8-10人。可以通过以下下途径将不满满意顾客转为为满意顾客：：尽快做出反应应道歉找出解决问题题的方法提供适当的补补偿尽快落实如果尽快得到到妥善解决，，该顾客从您您这里重复购购买的机会会会增加六倍。。顾客满意度36AT&TencouragescustomercomplaintswithfullpagenewspaperadsshowingtollfreetelephonenumbersDomino’sPizzasucceededingetting20%ofdissatisfiedcustomerstocomplainResolves80%ofproblemswithin24hours,andretains95%Ifresolutiontakeslongerthan24hours,retentiondropsto46%CustomerSatisfaction37美国电话电报报公司在报纸纸上做大篇““免费电话””广告，以鼓鼓励不满意的的顾客主动打打电话对公司司抱怨。Domino比萨饼成功处处理了其20%的不满意意的顾客的抱抱怨。在24小时内内解决了80%的问题，，顾客保持率率达到95%如果解决的时时间超过24小时，顾客客保持率会降降低到46%顾客满意度38RetainingCurrentCustomerXXXXMajortransportationcompany-64,000accountsproduce80%ofitstonnage5%ofaccountslosteachyearduetopoorservice$40,000inrevenueislostforeachaccount10%contributionislostperaccount$12,800,000ofprofitcontributionlosteachyearCostofLostSalesDuetoPoorServiceFigureprovidedbyPhilipKotler39保留现有的客客户XXXX一家大运输公公司，其中64,000个客户占了运输总量的80%。由于服务不好好，导致每年年的运输量减减少5%来自每个客户户的收入会减减少$40,000每个客户的利利润贡献会减减少10%每年会损失12,800,000美美元的利润润由于低劣的服服务导致销售售下降的成本本数据提供：菲菲利普·科特勒40FocusingonCustomerLifetimeValueSuccessfulcompaniesbuildrelationshipsandloyaltywiththeircustomers.ConsistentfocusonrelationshipsandloyaltyrequiresafocusonthelifetimevalueofcustomersTransactionsdonotbuildrelationships(SewellCadillac)41关注客户的终终生价值成功的企业都都注重与客户户建立良好的的关系，注重重培养客户的的忠诚度。持续建立良好好的关系和培培养客户的忠忠诚度，要求求企业要关注注客户的终生生价值。通过单纯的交交易活动并不不能建立良好好的客户关系系（卡迪拉克克）。42EstimatesofCustomerLifetimeValue43评估客户的终终生价值北欧航空公司司：每位商务旅行行者20年的的价值，48万美元多米诺比萨饼饼：每位客户20年的价值，，4万美元可口可乐：每位客户50年的价值，，1.1万美元元卡迪拉克：每位客户30年的价值，，33.2万万美元里茨酒店：每位客户20年的价值，，14.4万万美元AT&T：每位客户30年的价值，，7.2万美美元万宝路：每个烟民30年的价值，，2.5万美美元44KeepingaMarketingScorecardMarketingcultureisalsosupportedbythecompany’ssystemsandmethodsofself-evaluation...MostcompanieskeepafinancialscorecardtotracktheirmarketsuccessMarketingcompaniesareturningtoevaluationbasedonsuccessinattractingandretainingcustomers45做好营销销记分卡卡营销文化化的建设设也有赖赖于公司司的自我我评估系系统及方方法………为跟踪记记录公司司的营销销业绩，，多数公公司都备备有财务记记分卡营销导向向型公司司正转向向基于““能否成成功获得得并留住客客户”的的绩效考考核标准准46Performance($Million)BaseYear12345SalesRevenue-CostofGoodsSoldGrossContribution-ManufacturingOverhead-MarketingandSales-ResearchandDevelopment-AdministrativeOverheadNetProfitReturnonSales(%)AssetsAssets(%ofSales)ReturnonAssets(%)$254135$293152$318167$387201$431224$454236$119481822151516324231520790272416$21895282416$166.3$227.5$268.5$379.6$5011.6$5512.1$1605611.3$1625513.6$1675315.6$1945019.1$2054824.4$2064526.7Figure2.1CommTech’sFive-YearPerformanceSource:RogerJ.Best,Market-BasedManagement(PrenticeHall,1997)FinancialScorecard47业绩(百万美元元)基基年年12345销售收入入销售成本本毛利润-制造费用用-销售费用用-研发费用用-管理费用用净利润净利润率率(%)资产资产销售售率(%)资产收益益率(%)$254135$293152$318167$387201$431224$454236$119481822151516324231520790272416$21895282416$166.3$227.5$268.5$379.6$5011.6$5512.1$1605611.3$1625513.6$1675315.6$1945019.1$2054824.4$2064526.7Figure2.1CommTech’sFive-YearPerformanceSource:RogerJ.Best,Market-BasedManagement(PrenticeHall,1997)财务记分分卡48Market-BasedPerformanceBaseYear12345MarketGrowth(Units)CommTechSalesGrowthMarketShare18.3%12.8%20.3%23.4%17.8%19.1%17.6%13.3%18.4%34.4%24.9%17.1%24.0%18.2%16.3%17.9%7.7%14.9%CustomerRetentionNewCustomersDissatisfiedCustomers88.2%11.7%13.6%87.1%12.9%14.3%85.0%14.9%16.1%82.2%24.1%17.3%80.9%22.5%18.9%80.0%29.2%19.6%RelativeProductQualityRelativeServiceQualityRelativeNewProductSales+19+0+8+20+0+8+17-2+7+12-3+5+9-5+1+7-8-4Figure2.2CommTech’’sFive-YearMarketBasedPerformanceSource:RogerJ.Best,Market-BasedManagement(PrenticeHall,1997)MarketingScorecard49市场场业业绩绩基年年12345市场场增增长长(单位位)销售售增增长长市场场占占有有率率18.3%12.8%20.3%23.4%17.8%19.1%17.6%13.3%18.4%34.4%24.9%17.1%24.0%18.2%16.3%17.9%7.7%14.9%老客客户户新客客户户不满满意意客客户户88.2%11.7%13.6%87.1%12.9%14.3%85.0%14.9%16.1%82.2%24.1%17.3%80.9%22.5%18.9%80.0%29.2%19.6%相关关产产品品质质量量相关关服服务务质质量量相对对新新产产品品销销售售+19+0+8+20+0+8+17-2+7+12-3+5+9-5+1+7-8-4Figure2.2CommTech’’sFive-YearMarketBasedPerformanceSource:RogerJ.Best,Market-BasedManagement(PrenticeHall,1997)营销记分卡50WhatisBrandEquity?ThewillingnessofthecustomertoincuradditionalcostsinordertoownyourproductPriceInconvenienceBrandswithgoodequityalsohavehigherbrandloyalty,whichhasameasurableimpactonthebottomline51何谓品牌权益益？顾客愿意为拥拥有您的产品品所支付的额额外成本的程度。价格不方便有着良好权益益的品牌也会会拥有较高的的品牌忠诚度,这是可以最终终测量的。52TheValueofBrandLoyalty(1)AtMBNA(financialservices):5%increaseincustomerretentionincreasedprofitsby60%within5yearsAtClubMed:Onelostcustomercoststhecompany$2400inlostfuturebusinessFromaBank:Reducingdefectionsby5%increasedprofitsby85%FromHarrah’sCasinos:A1centincreaseinshareofcustomer’sgamblingdollarequalsa1dollarincreaseinearningspershare53“品牌忠诚度度”的价值（（1）在MBNA(一家金融服服务机构)：5年内顾客保留留率增加了5%，利润增增长了60%。在地中海俱乐乐部：损失一名顾客客的代价：公公司将在未来来的业务中损损失2400美元元。来自银行的数数据：如使转向其它它银行的顾客客比率下降5%，可使自身利润润增长85%。来自Harrah赌场的数据：：增加顾客赌金金份额一美分分，就等于每每股收益增长长一美元。54TheValueofBrandLoyalty(2)AcquiringnewcustomerscostsfivetimesmorethanthecostofmaintainingexistingcustomersTheaveragecompanyloses10%ofitscustomerseachyearA5%reductioninthecustomerlossratecanincreaseprofitsby25-85%ThecustomerprofitratetendstoincreaseoverthelifeoftheretainedcustomerSource:PhilipKotler55“品牌忠诚度度”的价值（2）获取新顾客的成本是留住住现有顾客成本的五倍。。每家公司每年年平均要失去去10%的顾客。顾客损失率每降低低5%，可使利润增加加25%-85%。公司在忠诚顾客的一生中所取取得的利润率率趋于增加。。资料来源：菲菲利普·科特特勒56WhyLoyalCustomersareMoreProfitableYearAnnualCustomerProfitSource:FrederickF.Reichheld,TheLoyaltyEffect(Boston:HarvardBusinessSchoolPress,1996),p.39.57为什么忠诚的的顾客更有价价值年份资料来源：FrederickF.Reichheld,《忠诚的作用》》(波士顿：哈佛佛商学院出版版,1996),第39页.顾客每年所贡贡献的利润58Harrah’s:thefrequentgamblerMcDonald’s:families;travellingfamiliesLexus:value-consciousluxuryshopperMichelin:highincomesafetyshopperMarketDrivenCompaniesTargetCustomerSegments59Harrah:频繁的赌徒麦当劳:家家庭；旅行中中的家庭凌志：有价值值意识的奢侈侈品购买者米其林：高收收入的、追求求安全的购买买者市场导向型企企业关注顾客客细分市场60FromFrankStern,GMofWhirlpool-Daffodil,Shanghai:GrowthopportunitiesfromnewmarketsslowingMoreconsumerresearch,morefocusonloyalty,morefocusoncustomershareofbudget5keystocompetitiveness:CreativityQualityOperationscostKnowledgeofthecustomerBrandawarenessandimageConsumerResearchisCentraltoBeingMarketDriven-Whirlpool61来自FrankStern,惠尔普总经理理-Daffodil,上海：在新市场上成成长的机会正正在减少更多的消费者者研究、更加加专注于“顾顾客忠诚度””和“所占消费者消费费预算的份额额“竞争5要素：：创造性质量运营成本顾客的知识背背景品牌意识和品品牌形象趋于市市场导导向，，消费费者研研究是是核心心–惠尔普普62WhatwilltheydoinChina:BrandimagecampaignShanghaiR&DcenterRe-entryintorefrigeratorandairconditioningmarketswithin2-4yearsConsumerResearchisCentraltoBeingMarketDriven-Whirlpool(2)63他们在在中国国所要要做的的事情情：品牌牌形形象象活活动动上海海研研发发中中心心在2-4年年内内重重新新进进入入冰冰箱箱和和空空调调市市场场趋于于市市场场导导向向，，消消费费者者研研究究是是核核心心–惠尔尔普普(2)64PracticesandProcessesofMarketDrivenCompaniesMarketingiseveryone’’sresponsibility(Nordstrom;GE;MTV)Thecompanyencouragesthedevelopmentofcross-functionalteamsfocusedoncreatingcustomervalue(3M)Thecompanypartnerswithitscustomerstohelpthemwininthemarketplace(Caterpillar;Wilsonart)Thecompanyseeksoutandvaluesinternalsourcesofmarketintelligence-likesalesandcustomerservicerepresentativesThecompanyseeksoutexternalsourcesofmarketintelligence-likedealer/distributorcouncilsandcustomercouncils65市场场导导向向型型企企业业的的实实践践和和方方法法营销销是是每每个个人人的的职职责责(Nordstrom;通用;MTV)公司鼓励成立立“多功能小小组”来专注注于“顾客价价值”的创造造(3M公司)公司通过接近近顾客在市场场上获胜(Caterpillar;Wilsonart)公司挖掘内部部的营销资源源–如销售人员和和客户服务代代表公司挖掘外部部的营销资源源—经销商/分销商同盟盟和顾客班子子66TheMarketingPlanningProcessReviewVisionandGoals(Intel)UseSWOTanalysistofindthekeymarketingissuesandopportunities(iMac)Researchthecustomer,chooseatargetandpositionthecompanytodeliversuperiorvaluetothetarget--STP(Harrah’sCasinos)DesignawinningMarketingMix(Lexus)AnnualActionPlan--winsalesandchannelmembersupportforthemarketingstrategy(CaterpillarDealerCouncils)67市场营销规划划程序审视愿景和目标（英特尔）运用SWOT分析法，找出出营销的关键键问题和机会会（苹果公司的的iMac电脑）仔细研究客户户并将公司准准确定位，以以便为目标客客户提供最高价价值——STP（Harrah’sCasinos）策划制胜的营销组合年度行动计划划——争取销售售人员和经销销商支持公司的营销战略略(Caterpillar的经销商理事事会)68ConcludingThoughts“Ifwedonotchangeourdirection,wearelikelytoendupwhereweareheaded”-ChineseProverb“Theonlyprofitcenteristhecustomer”-PeterDrucker“Yourmostimportantassets--yourpeople,yourreputation,yourbrands,yourchannels,andyourcustomers--arenotonthebooks”-TedLevitt“Marketingistooimportanttobelefttothemarketingdepartment”-DavidPackard69总结性思考不撞南墙不回回头–中国谚语唯一的利润中中心是顾客——彼特•德鲁鲁克您的最重要的的资产是您的的人员，您的的声誉，您的的渠道和您的顾客客，而不是书书本里面的东东西—TedLevitt对营销部门来来说，营销是是重中之重——DavidPackard70BrandPositioningFoundationsofBrandPositioningBrandBuildingConceptsandBestPracticesValueDifferentiation:segmentation,targetingandpositioningAnalyzingBrandandProductPositionRepositioningBrandsManagingBrandPositionintheChannels71品牌定位品牌定位基础础品牌建设的概概念及最佳实实践价值差异化：：市场细分、、市场选择和和市场定位品牌及产品定定位分析重新为品牌定定位在渠道中管理理品牌定位72WhatisaBrand?ABrandisaname,term,symbol,design,orcombinationofall,intendedtoidentifytheofferingandtodifferentiateitfromthoseofcompetitorsABrandisalsothecompany’spromisetoconsistentlydeliveraspecificsetoffeatures,benefits,andservicestoitscustomers73何谓品牌？？品牌是一个个名称、术术语、符号号、设计或或它们的结合，，是用来确确认所推出出产品或服服务，以与竞争者者的产品或或服务有所所区别。品牌也是公公司承诺向向它的客户户连续提供供的一组特特定的的产品品特性性、利利益与与服务务的组组合。。74TheImportanceofBrandingToalargeextent,theArtofMarketingistheArtofBrandBuildingIfyouarenotaBrand,youAreacommodity75品牌建建设的的重要要性从广义义上说说，营营销艺艺术就就是打打造品品牌的艺术术。如果您您的产产品还还不是是一个个品牌牌产品品，它只能能算是是一种种日用用品。。76EverythingCanBeBrandedConsumerProducts:Absolut,Barbie,Kleenex,etc...IndustrialGoods:Pentium,DuPontNylon,GoretexPeople:CalvinKlein,Elvis,etc...Places:NewYork(BigApple)Commodities:ChiquitaBananas,Evianwater,Morton’’ssalt,etc...77任何东东西都都可以以建立立品牌牌消费品品:绝对伏伏特加加,芭芭比比,可可丽丽舒等等等工业品品：奔奔腾，，杜邦邦尼龙龙，Goretex人：CalvinKlein,Elvis等等地点：：纽约约(大苹果果)日用品品:奇奇基基塔香香蕉，，依云云水,莫顿盐盐等等等78AttributesofaBrand’sIdentityPersonalityFun,sexy,innovative...AssociationsWhattheconsumerthinksofwhentheythinkofthebrandImageThestrengthanddepthofthenegativeandpositiveassociationsMythologyImageofthecompanyandtheconsumers79品牌属属性的的特征征个性有趣,性性感,创创新...联想顾客对对品牌牌会有有什么么联想想？形象正面联联想和和负面面联想想的强强度和和深度度传奇公司的的形象象和消消费者者80BrandAssociationsAbrandwillcreatemanyassociations:McDonald’’sGoldenArchesBigMacChildrenFun(playarea;toysandmerchandising)HappymealValueMealConsistencyCharity81品牌联联想一个品品牌可可以令令人联联想到到很多多事物物：麦当劳劳金色拱拱门巨无霸霸汉堡堡儿童乐趣(玩玩耍场场地，，玩具具和促促销品品)儿童套套餐超值套套餐始终如如一的的理念念慈善事事业82BuildingBrandImageUtilizethelevelsofbrandmeaning:Attributes:Maytag=durabilityBenefits:Maytag=norepairsValues:Maytag=reliabilityandqualityCulture:Maytag=dedicatedworkerPersonality:Maytag=lonelyrepairmanUser:Maytagbuyer=smartcustomerswhodon’twantexpenseandinconvenienceofrepairs83建立品牌形形象品牌含义的的利用水平平:属性:Maytag=耐用利益:Maytag=不用维修价值:Maytag=可靠和质量量文化:Maytag=有奉献精神神的员工个性:Maytag=孤独的维修修人员使用者:Maytag购买者=不不想有额外外支出和维维修烦恼的聪明的的顾客84BrandMythologyBrandmythologiesareimportant:Coca-Cola:everywhereyouarethirstyRitzCarlton:legendaryserviceHarleyDavidson:the““outlaw””Mythsarebuiltaround:Thecompanyculture,itspeople,itsactions,itsleaders(BillGates;BenandJerry)Thebrand’susers:Harley;BMW;RayBanMythsarebuiltwithcreativePRWonderbra:“HelloBoys”campaign;modelsearch85品牌传奇品牌传奇是是很重要的的可口可乐：：无处不在在里兹酒店：：非凡的服服务哈雷摩托：：无拘无束束围绕以下几几个方面建建立品牌传传奇故事企业的文化化、人、行行为、领导导(比尔·盖茨茨)品牌的使用用者通过创造性性的公关活活动建立品品牌传奇故故事魔力胸罩:“您好好，男孩””活动；造造型调查86TheImportanceofBrandEquityHigherperceivedvalueandpriceLongtermprofitsandmarketingcostsareinfluencedbyloyaltytothebrandandcustomerretention87品牌权益的的重要性更高的认知知价值和价价格顾客对品牌牌的忠诚度度和各棵的的满意度会会影响企业长期期的利润和和营销成本本88BrandEquityInfluencesPerceivedValueInblindtastetestsofpeanutbutter:70%preferredBrandA30%preferredBrandBAndinawareness:20%recognizedBrandA70%recognizedBrandBButinanon-blindtastetest:73%selectedBrandBasthesuperiorpeanutbutter89品牌权益影影响认知价价值在未告知品品牌的情况况下，对花花生酱进行行口味测试试：70%的被测试者者喜欢品牌牌A30%的喜欢品牌牌B在实际品牌牌意识上：：20%认同品牌A70%认同品牌B但是，在告告知品牌后后进行的测测试中73%认为品牌B是更好的花花生酱90BrandEquityInfluencesPriceMortonSalt(5%)BayerAspirin(20%)CocaCola(1%)Sealymattresses(10%)A1%priceliftcreatesa6%increaseinnetprofitinmostindustries91品牌权益影影响价格MortonSalt(5%)拜耳—阿司司匹林(20%)可口可乐(1%)Sealymattresses(10%)在许多行业业，价格增增加1%会会使净利润润增加6%92MeasuringBrandEquityandItsSourcesEquitiesPricepremiumPerceivedqualityCustomersatisfactionCustomerretentionMarketshareBrandawarenessSourcesofequityPerceivedasmarketleaderBrandassociationsBrandpersonalityCompanyassociations93测试品牌权权益和资源源权益价格溢价认知质量顾客满意度度顾客保持率率市场份额品牌意识权益资源被认为是市市场领袖品牌联想品牌个性企业联想想94LeveragingBrandEquityStrongbrandsincreasethesuccessratesfornewproductintroductions,but……MonitoringthesourcesofequityisnecessarytoavoidcostlyproductfailuresTherehavebeenmanyfailuresfromnotablebrandsduetoinsufficientattentiontothesourcesofbrandequity:McLeanVirginCola95利用品牌牌权益强势品牌牌增加了了新产品品推广的的成功率率，但是是…监测权益益资源对对避免重重大的产产品失误误是很有有必要的的已经有许许多因没没有充分分注意品品牌权益益资源而而失败的的品牌先例例：McLean（（麦可林））Virgin可乐96WhatisaBrand’’sPositioning?ThespaceitoccupiesinthemindoftheconsumerTheperceiveddifferencebetweenyourbrandandacompetitor’’sbrandTheperceivedvalueofthedifferencesbetweenyourbrandandthecompetitor’sbrandThesefactorsareassessedthroughPerceptualMapsandValueMaps97何谓品牌定位位？它在消费者头头脑中所占有有的位置在您的品牌和和竞争品牌之之间关于认知知差异性在您的品牌和和竞争品牌之之间关于认知知价值上的差异性这些因素可以以通过“知觉觉地图”和““价值地图””来进行评估98AchievingRealCompetitiveDifferentiationBasedonadedicatedresearchprocessorientedtoyourbrandsand/orproductlinesFirstSteps:SegmentthecustomermarketTargetacustomersegmentPositionthecompany’’sofferingtowincustomersegmentloyalty99获取真正的竞竞争差异性基于您的品牌牌/或产品线线的一个专业业研究过程第一阶段步骤骤:细分顾客市场场选择目标市场场提供合适产品品来赢得目标标顾客的忠诚诚度100TheBrandResearchCycleSegmentationResearchCustomerValueResearchBrandReportCardActionsInfluenced:SelectingcustomertargetsBuildingbrandknowledgeandesteemActionsInfluenced:BuildingbranddifferentiationandrelevanceActionsInfluenced:Buildingcustomerloyaltyandprofitability101品牌研究循环环图细分市场研究究客户价值研究究品牌成绩单相关行动：选择客户目标标建立品牌认知知和尊重相关行动：建建立品牌差异异性和相关性性相关行动：建立客户忠诚诚度和盈利性性102TheBrandResearchCycleTaskMethodsFunctionsSegmentationFocusGroupsClusterAnalysisFactorAnalysisTargetingCommunicationStrategy:keytargetassociationsChannelStrategy:howandwheretheyshopCustomerValueFocusGroupsPerceptualMapsConjointAnalysisProductStrategyandR&DCompetitivePositioning(includingprice)PromotionalTacticsandLoyalty-BuildingCommunications:keyproductbenefitsBrandReportCardConsumerSurveys:satisfaction,brandawareness...InternalDataandManagementReviewTrackloyalandprofitablesegmentsEvaluatebrandperformanceQuantifyingbrandpositioningrelevanceEvaluatebrandstrategyeffectiveness103品牌研究循环环图任务方法作用市场细分焦点小组群组分析因素分析选择目标传播战略：关关键顾客的品牌联想想渠道战略：购购买方式、购买地点点客户价值焦点小组法知觉图相关分析产品战略和研研发竞争定位（包包括价格）促销策略和品品牌忠诚度建设传播：主要产产品的利益点品牌成绩单消费者调查：：满意度，品牌知名度………内部资料和管管理检核追踪忠诚而有有利可图的细分市场评估品牌绩效效对品牌定位的的相关性进行量化评估品牌战略略的效果104WhySegmentation?Marriottusesacustomersegmentationoftravelerstoidentifykeyneedsandwantsindifferentsegmentsanddesignadistinctiveofferingforeach:QualityPriceHighPremiumGoodStandardEconomyAboveAverageAverageLowRitzCarltonMarriottCourtyardFairfieldInn105为什么要细分分？马里奥特酒店店利用客户市市场细分来识识别不同客户户的关键需求求和欲望，并并分别为他们们提供了独具具特色的服务务：质量价格高价特级优秀标准实惠高于平均价平均价低价里兹·卡尔顿马里奥特庭院式旅店集市式旅店106WhatisaSegment?ASegmentisaGroupofConsumersthatShareaUniqueSetofNeeds,WantsandPurchaseBehaviorsSegmentationIstheProcessofSubdividingaMarketintoDistinctSetsofConsumersthatBehaveintheSameWayorHaveSimilarNeedsandWants107何谓细分市场场？一个细分市场场是由一群具具有独特的需需求和购买行为的消费费者所组成的的人群。市场细分，是是将一个市场场细分为有““同种行为”或“类似似需求”的不不同部分。108LevelsofSegmentationMass:averylargegroupinwhichdiverseneedsandwantscanbeservedbythesameproductSegment:largegroupsofpeoplewithdistinctiveneedsandwantsNiche:smallgroupsofpeoplewithdistinctiveneedsandwantsthatcanbeprofitablyservedIndividual:customization109市场细分的层层次大众市场：众多客户各种种各样的需求求和欲望都用同样的的产品来满足足细分市场：具有不同独独特需求和欲欲望的客户群利基市场：一小部分拥拥有独特需求求和欲望的客户，企业业通过对他们们提供产品或或服务而获利个人市场：客户定制110WhatisValuetoaConsumer?SegmentationseekstodiscoverhowcustomersvalueproductsandservicesValueisperceivedvalue:theabilityoftheofferingtosatisfyaneedorawant111价值对消费者者来说意味着着什么?应设法了解，，细分市场的的顾客是如何何看待产品或或服务的。价值是指认知知价值：产品品满足顾客需需求的能力。。112BasesofConsumerSegmentationDemographicAgeFamilySizeGenderIncomeOccupationEducationGeographicRegi