国际品牌营销大课素材marketing china

Marketing开 的进入策略NeoYang WHOWE 简Toplocalconsultingfirmwithglobalexperience,localinsightsandhands-on Partner-BigbutisolatedContracts-RelationshipbasedbusinessmodelPride-Dilemmaofbrandbeliefand 宝洁中Brandingwith LocalTeamwithglobalprincipleandFocusonleveragingP&GstrengthsandProsSTEPsuptoDevelopthebusiness展步Deepdive Market–“Theyarereally,reallyFindyourpartnerandbusinessmodel–“PVPisthekillerissue”&Chartertheteam–“WeappreciatethosewhoownthebusinessasWHOWE 简Toplocalconsultingfirmwithglobalexperience,localinsightsandhands-on Partner-BigbutisolatedContracts-RelationshipbasedbusinessmodelPride-Dilemmaofbrandbeliefand 宝洁中Brandingwith LocalTeamwithglobalprincipleandFocusonleveragingP&GstrengthsandProsSTEPsuptoDevelopthebusiness展步Deepdive Market–“Theyarereally,reallyFindyourpartnerandbusinessmodel–“PVPisthekillerissue”&Chartertheteam–“WeappreciatethosewhoownthebusinessasNeoYang

VP,Partner,FMCGDep.HEJUNConsultingMarketingexperienceinTopmanagementinlocalFMCGSystemicTradeDesign&OrganizationalCapability我毕业后就进入宝洁工作，做Marketing；之后，我进入咨询。因此，我熟悉国际企业运营的方式和竞争力，更熟悉如何在中国本土市场展开工作。对于成 体系和产品供应都是非常成，最大的发展就是工作， CASESSP&GPampers/Ariel/Tide…Unilever/DANONE/Carlsberg…JIANGZHOUMED.GROUP(600750)QIZHENGZANGYAOMED.GROUPBRIGHTFOODGROUPHEINIUFOODGROUPYANJINGBEERGROUP CMC(ICAcertified) CMC(ICAcertified)VisitingLect.OfPKUHEJUNCONSULTING Toplocalconsultingcorp.group(foundedsince1999)Scale:over1300consultants,100millionsregisteredassets,1stICAcertified s:over sserved,600projectsayear,1/3central&1/3Comprehensive:Industryfocused,functionalexpertiseandintegratedBestBusinessModelAward:Consulting+Capital+BusinessSchool ‘sStrategy+Capital+

Admin +Invest

PE/PE/Weare HEJUNFMCG WefocusonFMCG/MKT&Sales,especiallyfoodandLcalpracticeinsightandexecLcalpracticeinsightandexec exKangshif/ ang/Tongi/n nWHATWE EstablishedtheMKT&salessystemeffectivelyBlueprint&Scheme–Research/Design/Strategy/OGSM/ProjectOrganization–Model/Process/Mechanism/KPI/Team/ExpertiseBusinessResults–2xsalesgrowth,+60%annualstockpriceIYA WHATWE Moreachievements:increasedbusiness150~200IYAandbuildthe光BestLaunchinBrightFood打造“光明早安”和洋蓝色经典和梦之蓝列创打造“的情怀”和“”创意定位江中药市场部战略、织管控职能发MKT/TradeOrganizationreform&build完成江中药业市场部晨光生StrategyandMKT/Trade完成布局、市场进入战略规划与落地实施计小洋托管市场承MKToperation+443%托管市场销量增长+443%，经销商数量增长9百亚国婴童事业部托BusinessUnitereform&Newlaunch,+110%事业部系统再造，新品上市，实现销量隆力托管系统再MKT/Salesreformandbuildcapability+58%体系系统再 WHOWE 简Toplocalconsultingfirmwithglobalexperience,localinsightsandhands-on Partner-BigbutisolatedContracts-RelationshipbasedbusinessmodelPride-Dilemmaofbrandbeliefand 宝洁中Brandingwith LocalTeamwithglobalprincipleandFocusonleveragingP&GstrengthsandProsSTEPsuptoDevelopthebusiness展步Deepdive Market–“Theyarereally,reallyFindyourpartnerandbusinessmodel–“PVPisthekillerissue”&Chartertheteam–“WeappreciatethosewhoownthebusinessasCHALLENGE-I.BIGbutISOLATE ChallengeI– isabigbutseparatedmarket.ThosepiecesofmarketcouldbethePOMEviacooperationwithlocalpeople. CHALLENGE-I.BIGbutISOLATEBasemarket/Develo Market/Under-Developed.P&Gfindhispartnerasdedicateddistributors,whoactuallyownspropertybusinessbutnotmarketingorsales.SincetheylookforloanduetobigcashflowwhileP&Goffersthesolutionofmanagement,theywouldprotectP&Gbusinessfromlocal 1.3Billion36province,2600+cities,36M415,000hyper/super&8MMUniverseof 样建立的商业生态和圈子，才是共生共荣的。正虹饲料的问题，非常典型地体现了中vsvs.达能。固守西方做“生意”的路子，市场上走不通。 在此，我一个实际案例，某饲料上市公司，是怎样成功地在湖南建立了稳固高效的饲料经营体系。饲料的经营难度很大，因为产品同质化严重，“消费者”是猪，而“者Hereisatruestory.Wehelpedaformulafeed toestablishtheirbusinessinHunan.Feedmarketisa“RedSea"marketwithfiercecompetition.Fakeproductwassoldatlowerprice/highertrademarginandfasterpiggrowthbyillegalhormone.Whatismore,thefarmerscouldonlypurchasefeedfromthevillagehead,whocaresmorefortrademargin.Howcouldthe“goodproductathigherprice"penetrateintotheusers?HowcouldpersuadethefarmersbuytheHowcouldweguaranteebenefitsfor 还没有上规模的集中养殖场，所以建设农户联营体模式是唯一可行：“厂家出猪仔、饲料，农户散养，然后按照标准厂家回收、组织品牌的获利”，用这样的方法给农户提供保障，引领合作。这个思路的就是建设组织关系。市IntegratedmodelofFEED–FARMER–PIG–Thefeed providepigletandfeedwhilethefarmersraiseuppigsaccordingtoorders.Then,thefeed buyallthosepigsatastandardpriceandputintoporkmarket.Goodmeet,higherprice,betterrewardtoand,astheresult,higheraffordabilitytogood

所以，与前者建立活猪的公司，联合大学为后者建立成学 MakethemodeleffectivebyThereare3keyinfluencersinthebusiness–pigbuyer,veterinarianandvillagehead.Whytheyliketogoforus?Whataretheirbenefits?Relationshipin doesnotrefertotradeundertable,buttheconsiderationstoallpartnersandinfluencers.Oncethebusinessbenefitallthepeoplewithus,itcouldlastforlong. A“logicright"businessmodelcouldnotsurvivein marketduetoneglectofothersbenefit.Alongwithboominginternetand theconsumerhasmoredecisionpower.Wehavetorideonnewrelationshipsolutionandcreatevalueformorebusinesspartnersandinfluencers.Dueto“relationship”Insuranceindustrycoulddefeathealthcareproducts,“Xiaomi”couldcreate30billioncellphonebusinesswithoutitsownfactories.Haidilaocouldoffermealsfor butearnprofitsviapackageproduct. modelimpactshugetotraditionalbusiness,whichisthebiggestchallenge. 帝曰：“来，禹！汝亦昌言。”禹拜曰：“都！帝，予何言日孜孜。”皋陶曰：“吁！如何？”禹曰：“洪水滔天，浩浩怀山襄陵，下民昏垫。予乘四载，随山木，暨益奏庶鲜食。予“化”演变成为“货”，有何含义Themission istocreateconsumersandsatisfiedtheir–Peter. 第三个是——复杂的“中国式骄傲”情节，一方面让中国传统文化复兴，影响了一部分消费者的选择；另一方面国际大品牌代表了更时尚和的生活，也让消费者趋的位势，中字号的沉淀，90后“断崖一代”，移动互联的急速演绎，产业整合机会显 ChallengeIII–thedilemmaof“ Pride”,thetraditionalcultureraiseandcreatebusinessopportunitieswhileinternationalbrandstandsforfashionlifeHowtotruly consumers,especiallytheyouth,isthekeywinthemarket.Weneedtoleverageglobalbrandvaluewhilelookforbrandrevival.Weneedto internetwhileintegratemarketviamergeandOldsayinggoes,“youwinthebattleviawinthe 动，“每一块舒肤佳为汶川捐助一分钱，为孩子们建起健康”的深入人心。最后 Wetrytoturnourbrandto“mebrand”ofconsumers.WebuiltSafeguardasthemebrandbyfocusingonfamilyharmonybrandequity.After08earthquakeinWenchuan,wedonatedandsawaboydrewhishomeinfrontofthedisaster.Weadvertisethemovingmomentatasellingline“1Safeguardbarfor1pennytoWenchuan”,”Let’sbuildthehealthGreatWallforkids”.Safeguardwasregardedas“Favorite LocalBrand"in78%consumersmind. Manybutsmallindustry

市值管理

2013-消费者心源分市场、

Generationre-buildbiz-

PricestandsforqualityandstyleBut,whyIbelieveinyourbrands?TraditionalBrand

Nikontriedto 充满了，同时也充满了机会。中国市 “中国式骄傲”的发展脉络和掌握产业运作趋势。能够把握这些机会与的公司， Rightpeople,rightmodel,rightoperation.Somanychallengeandopportunities thatweneedcreatenewbiz-modeltoorganizedifferentresourcebybenefitthem.Thatisthewaytowinthebusinessnow. WHOWE 简Toplocalconsultingfirmwithglobalexperience,localinsightsandhands-on Partner-BigbutisolatedContracts-RelationshipbasedbusinessmodelPride-Dilemmaofbrandbeliefand 宝洁中Brandingwith LocalTeamwithglobalprincipleandFocusonleveragingP&GstrengthsandProsSTEPsuptoDevelopthebusiness展步Deepdive Market–“Theyarereally,reallyFindyourpartnerandbusinessmodel–“PVPisthekillerissue”&Chartertheteam–“WeappreciatethosewhoownthebusinessasA.GLafley Brandingwith P&G’spurposeisclear:wecreateanddevelopbrandsthatmakeeverydaylifealittlebetter,brandsthattouchconsumer'sliveseveryday.……Attheheartwhoweare,andhowwedobusiness,isthedesiretobethemostin- intheworld.Whenweareintouchwithconsumers,customers,businesspartners,shareholdersandcommunities…… RisingTide：“射 传汰渍（宝洁公司，品牌）与雕牌（纳爱斯，中国民企）长达10年的竞争是一场惊心动魄的。其中包括定位战、价格战、战、战、终端战、质量战、配方战、Tide(P&GUS.)vs.Diaopai(Nice, ),awarover10yearsincludingpositioning,pricing,advertising,tradechannel,qualitycontrol,formulaQS,innovationcompetition,HR/ /Capitaletc.Thekeyiswhichofthemgetreallyintouchwith consumers.Diaopaiwonthefirstbattlesinceitgrewfromlocal consumersandunderstoodthem.Tidewontheseconddueto“Deepdiveintoconsumer”programandlearnedalotfromthemarket.Diaopaiwonthethirdaccordingtothefailureofgoingawayfromconsumers...Thewarneverstop…Question:dowereallyunderstandourconsumerswell?Dowereallylivewithconsumersor,justreadsomeresearch AtearlystagewhenP&Gjustestablishedbusinessin ,wedonotunderstandwell.TheTidebrandmanageevenweresimilarn.AndTideisapremiumbrandinUSanditspricestrategyisfarfrom Atthesametime,NiceintroducedDiaopaisoapintomarketatrightpriceandpricecommunicationstrategy–“buyrightbutnotexpensive”,“thedaughterknowsMomconsumerbuyinideaandDiaopaiincreasedbusinesswell. 一 闯江湖要让宝洁真正重视本土消费者的需求是很不容易的，因为汰渍是一个有的品牌，怎么进行贴合中国消费市场实际的，非常艰难。直到竞争对手雕牌真正做出来能够代表消ItishardforP&Gchangeitselfaccordinguniqueness.P&Gtriedtoeducatethemarketforhigherprice/professionalproducts.WhileNiceintroduceditslaundrypowertorightmarketpositioning.AndNiceansweredtheconsumersvoicesincetheleaderofNiceisexactlyoneofthem. 重视消费者，他们是我们CONSUMERISBOSS+SLEEPWITH 汰汰渍沉浸式研究：“和雕牌跨部门的小组进行了14整天的入 ，和雕牌的忠实用户一起生活，了解他们的生活和需求 Whatwelearned?Livewithconsumerstounderstandthemtheproduct valueproposition,communicationstrategyandmarketinginway.Webuiltonthebrandand 单凭灵感，只能提供一次100 Whilewediveddeeply Nicewentawayfromthebasisoftheirprevioussuccess.Theymadethedecisionbyleadersbutnotconsumerinsights.Theylackedofbrandmanagementtosupportconsistentbrandequitymanagement.Theylosttheirloyalconsumersto 实意“走到人民中去”，赢得了中国消费者的认可。做大生意，必须发动“人民的Nicewentfarandfarfromtheirpreviousconsumers–middleagehousewife,andmovetoyoungladies.ItwasabadideaduetoNicecorecompetency.Thepreviousconsumerwouldgoawaybeforenewconsumercome. JohnPepperFinally，wearemovingaway“knowhow”to“know–John Theupperlineproducepriceshigherwhilethebottom,pricelower.Thenewpackagedesignmisledconsumersandthenewproductcouldnotmeettheir Weshouldtrulyconsumerandculturebutnotonly likepandaordragon.Kongfuisactuallyfarfromeverylife.Kongfustoodnothingfor“Careforskin” MostforeignpeopleheardTaijiof believedithasstrongrelationshiptotraditionalculture.Itistruebutstill,hasnothingtodowithlaundrypowder.insightdonotequaltoimage WhenNicefounditsfailureof“beingawayfromconsumers”,itchangedthestrategyandwontheheartofconsumeragain.Itisawonderfulinsightthat“nothot”indicates“careforskin”,whichiswidelyacceptedbyconsumers.Now,Nicebusinessbackgradually.Again,whogaintheheartofconsumer,thebrandwillwinthewarofbusiness. JohnPepper“Letusneverforgetweareinbusinesstoimprovethelivesofconsumers……“ ngthisrequiresthatwegobeyondunderstandingconsumers.Wealsomustrespectthemandhaveaffectionforthem,asindividuals.”“LETUSNEVERFORGET”--John Localteamwithglobal Buildtheorganizationwithexpertiseandcapabilitytodeliverwinningstrategiesthatweintroducedjustnow.P&Ghasitsstrengthsonhumanresourcesandcapabilitybuilding.Inpast20years,P&Gbuiltateamwithglobal localinsightsandexecutionexperience.人才培养和任职计 工作和成长计

订制培养计 Localteamwithglobal这系的关键是建立“能力地图”——即人力资源培育体系“选育用留”的标准。宝洁在坚持行的价值观和企业文化的基础上，不断总结在本土操作表现优秀的 ThekeyofHRsystemis“SuccessDrivers”ascapabilitybuildinggrid.P&GbuilttheSuccessDriversbasedonitsPVP(purpose,valueandprinciple)with200,000P&Gerperformance.Wetriedtofindthedifferencebetweengreatperformerandcommonones.Thensummarizedthelearninginto3category,9drivers.Andmadethesystemapplicabletosub-driversandbehavioralinstructions.WeleveragetheSuccessDriversduringtheentireworkanddevelop Localteamwithglobal总结各地市场的“最佳实践”并且进行内部学习，是不断进化提升组织效能的很总要。BestPracticeandgrowcapabilityconsistently.Webuiltasystemtogatherallthebestpracticealloverthemarketandbuildinternalexperiencepool.Then,wesharethetypicalcasesandtrainingtobuildteamexpertise.This“learningsystem”issoimportantthatitleadstheorganizationevolve

高效组 力技术元力 Localteamwithglobal Findthebestpeoplein viarecruitingtopstudentsin topuniversitiesandtrainthemtobeexpertswithglobal insights.SinceP&GstickstoitsPVP,itspeoplecouldregardP&Gbusinessasthemselves.P&Gersleverageglobalknowledgeanddivedeepinto insightandknowhow.ThatiswhyP&Gwonthebusinessgrowthin inpast20years. FocusonleveragingP&G’s能够洞察消费者和市场，拥有高素质和强有力的团队，是不是就可以市场“为所欲 insightandpowerfulteamdoesnotmeansall.P&Gclearstrategyonalwaysleveragingitsstrengthleditssuccessin 。CouldwefindthesimilarstrategybyreadingintoP&Gchoices?

P&G’sstrengthsI–与本土公司相比，宝洁的能力并不突出。管控的本质是管控效能和运营效率，宝织合作方面存在显而易见的短板。因此很难有效应对价格体系、串货管理、打击假货等。宝洁很明确这一点，因此发力的重点与、雕牌、恒安国际的推动优先正好P&Gisnotsogoodattradechannelcontrolasitlocalcompetitors.P&Gdonotcontroltheretailprice,hardlycontrolthemis-distributionofproducts,andevenseldomputenoughresourcestocrackdownthefakeproducts.SoP&GreallyfocusonbrandbuildingbutnotcompetethetradeefficiencywithNice/Liby/Henganetc.However,thisistherightstrategytoleadconsistentgrowthforP&G. P&G’sstrengthsII–宝洁提供的毛利空间不大，也很难给经销商提供政策、地缘资源的支持，更不可能跟经销商体系之间形成经济博弈或者宗族文化关系。因此，宝洁的管控是通过管理输出，帮助经销商提升经营能力来实现的。宝洁的销售经理拥有“三重”——他不是Evenfortradechannelcooperation,P&Gwouldnotleveragefinancialfacilitytocontrolthedistributors,butratherhelpthemtoimprovetheirmanagementsystem.WhenthedistributorslearnedfromP&G,usethesamecommunicationsystemandevenhaveP&Gertorunbusinessforthem,actuallyP&Gdoescontrolthetradeand P&G’sstrengthsIII–。并不是每一个国际公司市场的操作都应该应用宝洁的策略，我只想充分强调国际公司要清晰体察自己的优势是什么，相对于这个市场上的其他对手，尤其是本土竞争P&Gisgoodat“scalebusiness”butnotasuccessinnichemarkets.SoP&GcouldnotbeNo.1ineverysplitofmarket,channelorevencategories.However,whenwecountthebusinesstogether,wewillseeP&Gadvantageofscale.P&Gcouldcoverconsumerseverydaylifevia324brandsandsupporttheproductchainviatheaglobalbusinessscale.P&Gstrategiesin donotfittoallglobal POMEinto Ijustencourageaclearanddifferentiatestrategytoensurewinningthecompetition。 WHOWE 简Toplocalconsultingfirmwithglobalexperience,localinsightsandhands-on Partner-BigbutisolatedContracts-RelationshipbasedbusinessmodelPride-Dilemmaofbrandbeliefand 宝洁中Brandingwith LocalTeamwithglobalprincipleandFocusonleveragingP&GstrengthsandProsSTEPsuptoDevelopthebusiness展步DiveDeep Market–“Theyarereally,reallyFindyourpartnerandbusinessmodel–“PVPisthekillerissue”&Chartertheteam–“Weappreciatethosewhoownthebusinessas3Steps–weshouldsharpenthesaw 第一步，需要真正深入洞 ，感同身受般地理解中国消费者，防止“照搬”水 中国 ，价观原上自高匹，能与源与；己双能的既有际野原，要本操的验和“owntoth。 场，要够分察场选合伙，建成的率很了因为 公从不技能理验品场分合就获强。3StepsuptodevelopbusinessDivedeep FindyourpartnerandbusinessmodelChartertheteambyvalueandprinciple I.DIVEDEEP 司并没有共同承担企业发展的风险，调研公司只能在已经构建的逻辑结构下提供的信息素材。而公司进入 的首题是找到自己安身立命之本，需要创造性地开发消费者潜在的未满足需求。因此这是企业第一与你的“中国”的“StepI:Divedeepin market.ItiscriticaltoallotherDonotrelyonconsumer Empathyand“walkinhershoes”istheFindyour partners,whowouldliketotakethesamepressureandresponsibilitytothebusinessandtarget.Then,bringthemtogethertounderstandthemarket.Again,divedeep marketshouldbetheruleoftop DIVEDEEP 比如，宝洁上市Zest沐浴液，败在了一个基本认识上——西方人习惯于清晨起床洗澡，因此希望沐浴液可以给人清爽；而习惯于晚上入睡前，因此希望沐浴液可以给人宁静安睡。这一点认识差别，造成了宝洁Zest品牌和中国竞争对手六神Forexample,P&GlaunchedZestbody-washin butfailed.However,itscompetitorLiu-shenwonthemarketatsimilarproductfunctionbenefits.Why?Zestpromoteda“freshandexcitingmorningafterabath”whileL