战略品牌管理engch

Day1Strategic&CommercialBrandManagementCategoryVisionBrandVision&PositioningBrandArchitectureBrandStrategies(7Ps)SourcesofGrowthJobstobeDoneInnovationOpportunityAreasMarketClusterRoadmapBrand

P&LStrategic&CommercialBrandManagement战略与商业品牌管理Guangzhou,15-16March2016

2016年3月15-16日广州

e

欢迎JohanDeringBobJames我叫我叫Eachpersonshare:每个人介绍自己的：Yourname姓名Yourrole职位

Introductions

自我介绍

Strategic&Commercial

BrandManagement战略与商业品牌管理Objectivesofthisworkshop

本次研讨会的目标ToshareSCA’sprinciplesofconnectedcommercialbrandthinking:howwemakefinanciallyattractivedecisionsthatsupportstrategicbrandgrowth分享爱生雅系统的商业品牌思维的原则：我们如何做出可以支持战略品牌增长且具有经济吸引力的决策ToinspireandenableyoutochampionthisthinkingwithinVinda使你能在维达的工作中倡导这一思维，并激励你这样做TostrengthenstrategicbrandmanagementthroughsharingandconnectingthekeySCAtoolsforstrategicbrandbuilding通过分享和沟通用于战略品牌建设的爱生雅关键工具来加强战略品牌管理Strategic&CommercialBrandManagementAMPMAMPM

WELCOMEBeing'SCAcommercial'Routetomarketfit–LocalBUsRoutetomarketfit–Customer/

DistributorSettheVision:Category&BrandGet‘Fit4SCA'Winglobally,bywinninglocallyWhat'sinitforourcustomers?WherewillweplayStrategicbrandmanagementThestrategicredthread`战略与商业品牌管理上午下午上午下午欢迎致辞爱生雅的“商业”市场路径契合–当地业务单元市场路径契合–客户/经销商设定愿景：品类与品牌了解“爱生雅4大商业契合”全球成功始于地区成功我们的客户能从中得到什么？我们的市场在哪？战略品牌管理战略红线CALLOUT:Whatgroundrulesdoyouwanttohelp

makethemostofthenext2days思考：你希望执行哪些基本规则以帮助充分利用接下来的2天时间Get‘commercially

Fit4SCA’了解“爱生雅4大商业契合”GetFIT4SCA

了解爱生雅4大商业契合Understandwhatbeing

‘CommerciallyFit4SCA’means理解

“爱生雅4大商业契合”是什么Knowhowtochampionthis知道如何倡导这一理念Objective目标QuotesfromChristophMichalski

来自ChristophMichalski的寄语“Tobeatruecompetitorinthemarketplaceweneedtocombinebothstrategicandcommercialthinkinginallthatwedo.”“想要成为市场中一位真正的竞争者，我们需要在一言一行中同时运用战略与商业思维方式。”

CMichalski“Ourdailydecisionmakingshouldbeguidedbythebrand,theconsumer,thecustomerandthefinancialimpact.”“我们应根据品牌、消费者、客户和财务影响做出每日的决策。”CMichalski.ViewsfromSCAbusiness

来自爱生雅员工的观点‘Havingavisionmeansthatwholeorganizationshouldbeenergised.Itshouldhelpprioritiseanddefinewheretogonext.InSCAFinancialacumenisoftennotgreat.Peoplegetlostinthedetailsaroundwhattheythinkisimportant,buttheseoftendonotdelivertobigpicture’“有一个愿景意味着整个组织都应上下同心、干劲十足。这有助于优化工作和决定接下来的计划。在爱生雅，财务敏感度一直都不太好。人们经常会在他们认为重要的小事情上迷失方向，实际上这些事情对于整个大局来说无关紧要。”“PeopleneedtomaketheirchoicesnotinsplendidisolationbutinthecontextofwhatSCAistryingtodooverall.PeopleneedtounderstanddifferentbusinesseshavedifferentrolesandSCAhasfiniteresources.Puttingtheword‘strategy’aftersomethingdoesn’tmakeitstrategic!”“人们不应独自决定他们的选择，而应考虑爱生雅的整体目标。大家应理解不同的职能部门有不同的职务分工，而且爱生雅拥有的资源是有限的。单纯只是冠以‘战略’二字并不能使之真正具有战略意义。”Whatis‘CommerciallyFit4SCA’?

COMMERCIALLY

SCAFIT4CONSUMER/CUSTOMERFIT4BRANDFIT4FINANCIALFIT4ROUTETOMARKET“爱生雅4大商业契合”是什么？爱生雅

商业契合契合4消费者/客户契合4品牌契合4财务契合4市场路径4大CONSUMER/CONSUMERFIT消费者/客户契合Deepinsightsintotargetmarketneeds目标市场需求的深入洞察Productsandsolutionsperfectlydesignedtomeetthoseneeds为满足这些需求而完美地设计产品和解决方案Communicatedinthemostmotivatingway以最激励的方式沟通交流Generateshighconsiderationandpurchaseintent产生高度重视和购买意向AskWhyisitimportant?ExampleinactionStrongconsumerappealwillhelpdrivetrialandpenetration(Noappeal=won’tbuy)CategoryVision:Consumersfutureneeds=newwaystogrowthecategoryandthebrandHowdoesthismeetconsumersneeds?Howdoesthisimpactthecustomer?Isthisbeingcommunicatedinthebestpossibleway?Isthistrulymeetingtherightconsumer’sneeds?Istheproduct/servicedesignedinthebestwaytomeettheseneedsFIT4CONSUMER/CUSTOMER问题它为什么重要？举例说明强烈的消费者吸引力有助于促进试用和渗透（无吸引力=不会购买）品类愿景：消费者将来的需求=品类与品牌增长的新方式这是如何满足消费者需求的？这是如何影响客户的？这是通过可能的最佳方式进行沟通的吗？这是否真正地满足了正确的客户的需求？是以最好的方式设计产品/服务以满足这些需求的吗？契合4消费者/客户BRANDFIT品牌契合Allactivityisdrivenbythestrategicpositioningofthebrand

(munication,innovation,manufacturingapproach,supplychaindecisions,productcosts,promotionsetc.)所有的活动都是由品牌的战略定位（如沟通、创新、制造方法、供应链决策、产品成本、促销等）驱动的。Allactivityisconsistentlyexecutedover

timetobuildequity所有的活动都得到始终如一的贯彻执行，从而建立品牌资产。Whyisitimportant?ExampleinactionAskFIT4BRANDBrandconsistencybuildswhatthebrandstandsforandbrandmemoryWhendefiningInnovationOpportunityAreas,usebrandfitasakeycriteriatoprioritiseopportunitiesDoesthisfitthebrandpositioning?Isthisbuildingbrandconsistency?Howwillthisbuildthebrand?它为什么重要？举例说明问题契合4品牌品牌一致性能够建立品牌形象和品牌记忆。当确定创新机会区域时，使用品牌契合作为主要的标准来优先选择机会。这契合品牌定位吗？这是在建立品牌一致性吗？这对建立品牌有何意义？FINANCIALLYFIT财务契合StrengthensthebrandP&L加强品牌P&LWilldelivertherequiredROCE实现所需ROCEMeetsSCArisk/return

ratios符合爱生雅风险/回报率Whyisitimportant?ExampleinactionAskFIT4FINANCIALInvestorsaredemandingsignificantlyhigherfinancialresults.Ourbrandsareourfinancialengine,notjustapositioningstatementWhendefiningthebrandstrategies(the7Ps),considerthefinancialbenefitsandimplicationsforeachofthestrategiesbeforefinalisingthestrategyWhatarethekeydriversoftheP&L(short&longterm)?HowdoeswhatIamdoingimpacttheP&L?

(e.g.Value/volumemix;COGS;A&P)HowcantheP&Lbeimproved?它为什么重要？举例说明问题契合4财务投资者们要求相当高的财务业绩。我们的品牌不仅仅是一张财务状况表，还是我们的财务引擎。当定义品牌战略（7P）时，先评估每一种战略的财务效益和影响，然后再最终确定。P&L的关键驱动因素

（短期与长期）是什么?我正在做的工作如何影响P&L?

（如，价值/销量组合、COGS、A&P）如何改善P&L？ROUTETOMARKETFIT市场路径契合从财务上和战略上吸引Financially&strategicallyattractiveto:localBUstoensurestronglocalmarketactivation当地的业务单元，以确保增加当地的市场活力customers/distributorstoensureoptimalchanneldistribution客户/经销商，以确保优化渠道分销Hasanacceptablepricepointthatwilldriveinitial&repeatsales具有驱动初始/重复销售的可接受价格点Whyisitimportant?ExampleinactionAskFIT4ROUTETOMARKETThisisthepointatwhichsalesaregenerated(ornot).ItiswheretheproductsgetintothehandsoftheendusersandwhereSCAcompetesWhendeterminingbrandSourcesofGrowth,considerhowthiswillappealtolocalmarketsandcustomers/distributors.Thiswillinfluencethescaleofgrowth.What’sinitforthelocalmarketsandwhataretheirneeds?What'sinitforthecustomer?Whywouldtheylistandsupportit?Howcantheglobalteamshelp?它为什么重要？举例说明问题契合4市场路径这是产生（或不产生）销售额的地方，这是产品到达最终用户手上的地方，也是爱生雅与其他品牌竞争的地方。当确定一个品牌的增长来源时，考虑这将如何吸引当地的市场和客户/经销商。这会影响增长的规模。当地市场可以从中得到什么？他们的需求是什么？客户可以从中得到什么？他们为什么要提出和支持它？全球团队如何协助？Being‘CommerciallyFit4SCA’What’sinitfortheconsumer/customer?Howdoesthisbuildthebrand?HowdoesthisimpactthebrandP&L?What’sinitforlocalmarkets&customers?FIT4CONSUMER/CUSTOMERFIT4BRANDFIT4FINANCIALFIT4ROUTETOMARKET实现“爱生雅4大商业契合”消费者/客户可以从中得到什么？凭此如何建立品牌？它如何影响品牌P&L？当地市场与客户可以从中得到什么？契合4消费者/客户契合4品牌契合4财务契合4市场路径The‘CommerciallyFit4SCA’mindsetshouldbeappliedacrossthekeybrandbuildingblocksCategoryVisionBrandVision&PositioningBrandStrategies(7Ps)SourcesofGrowthInnovationOpportunityAreasJobstobeDoneMarketClusterRoadmapBrand

P&LBrandArchitecture123498765FIT4CONSUMER/CUSTOMERFIT4BRANDFIT4FINANCIALFIT4ROUTETOMARKET“爱生雅4大商业契合”的理念应适用于所有关键品牌构建模块

品类愿景品牌愿景与定位品牌战略(7P)增长来源创新机会领域要做的工作市场集群路线图品牌P&L品牌架构123498765契合4消费者/客户契合4品牌契合4财务契合4市场路径Callout思考Reflections反思Questions提问Process:Inyourtableteams,discussthequestionsbelowCollateyouranswersonthetemplateprovidedBereadytopresentbackOutput:HowwelldoesVindaalignwiththese“Fit4”dimensionsfromSCA?Whatarethebarrierstostrengtheningthis?Howcouldweaddressthebarriers?EXERCISE15minsGroupdiscussion5minsPresentationDiscussCommerciallyFit4SCAVinda流程：在小组中讨论以下问题

使用提供的模板校对你的答案准备陈述问题：维达在多大程度上符合爱生雅4大商业契合？强化这一理念的障碍是什么？我们如何解决这些障碍？练习15分钟小组讨论5分钟陈述Discuss维达爱生雅4大商业契合Callout思考Reflections反思Questions提问CommerciallyFit4SCAVinda

维达爱生雅4大商业契合Break休息一下StrategicBrandManagement:TheRedThread战略品牌管理：红线Theredthread

红线Understandthekeystrategicbrandbuildingblocksandhowtheyareinterlinked理解关键的战略品牌构建模块及它们是如何相互联系的Knowhowtochampionthis‘joined-up’thinking知道如何倡导这一“连结性”思维方式Objective目标WehaveanSCABandModel.

ThiscapturessomefundamentalstrategicdecisionsthatguideexecutionalactivityWhodoesourBrandexistfor?Whatwillitstandfor?Whatistheessential,unifyinggluethatholdsitalltogether?Whatisthebrand’spurpose?Whydoesitexist?Whatgooddoesitseektocontributetosocietythroughitscorebusinessactivities?Whatemotional&rationalbenefitsdoesitoffer?Whatisitspersonality?SCABrandModel我们有一个爱生雅品牌模型。

它概括了一些指导可执行活动的最基本战略决策。我们的品牌为谁存在？它代表什么？使之紧密团结的最本质的、最统一的黏合剂是什么？品牌的目的是什么？它为什么存在？它打算通过其核心业务活动为社会带来哪些益处？它具有的感性和理性优点是什么？它的个性是什么？

爱生雅品牌模型Butthebrandmodeldoesnotprovide

enoughguidancewhenmakingcriticalbranddecisionsHowbigwillthebrandbe(sales,share,profit)?Whatterritorieswillitcover(e.g.categorysegments;

stretchintonewcategories;whichgeographies)?Howwillitspositioninghelpuswincommercially?Howwillthebrandbestructured?Howwillwegrowthebrand?Whereshouldwefocusourresources?Forexample;40Strategic&CommercialBrandManagement这些品牌构建模块将引导我们做出正确的战略品牌决策这个品牌将有多大（销售、份额、利润）？它涵盖哪些领域（如品类细分市场、延伸至新的品类、地域分布如何）？它的定位如何帮助我们在商业上致胜？品牌的架构如何？我们如何实现该品牌的增长？我们应该将资源集中在何处？例如;41Strategic&CommercialBrandManagementThereare9essentialbrandbuildingblocksthatwillguideusinmakingtherightstrategicbranddecisionsCategoryVisionBrandVision&PositioningBrandArchitectureStrategyDeliveryBrandStrategies(7Ps)341275698SourcesofGrowthJobstobeDoneInnovationOpportunityAreasMarketClusterRoadmapBrand

P&L9个基本的品牌构建模块指导我们制定正确的战略品牌决策品类愿景品牌愿景与定位品牌架构战略实现品牌战略(7P)341275698增长来源要做的工作创新机会区域市场集群路线图品牌P<hesebuildingblockssupport3essentialstrategicbrandmanagementtasksStep1Step2Step3MakeStrategicChoicesPlanDeploymentSetVision这些构建模块将为3个基本的战略品牌管理任务提供支持

第1步第2步第3步战略选择规划部署设定愿景Here’showtheyfitStep1Step3Step2SetVisionMakeStrategicChoicesPlanDeploymentLONG-TERMMEDIUMTOSHORT-TERMDELIVERYCategoryVisionBrandVision&PositioningBrandArchitectureBrandStrategiesJobsToBeDoneP&LMarketClusterRoadmapsLocalBrandPlanInnovationOpportunityAreasSourcesofGrowth第1步第3步第2步设定愿景战略选择规划部署长期中短期实现品类愿景品牌愿景和定位品牌架构品牌战略要做的工作P&L市场集群路线图本地品牌规划创新机会领域增长来源这里介绍了它们是如何契合的

ConstantvisibilityofthefewsimplethingsthatdriveourbusinesseffortsandbuildbrandcohesionandconsistencyovertimeandacrosscountriesNomissioncreepNo“lostin

translation”Thesameinsightfulcustomer-focusedthinkingdrivesbothourlongrangestrategicbrandplanningandshortertermbrandplanningandourdaytodaybrandexecution

Thebrandbuildingblocksneedtobelinkedto

providestrongstrategicjoinedupthinkingIt’saboutensuring:Clarityofwhodoeswhat;whoaddswhatvalue,andwhereNo

duplication

ofeffortNo

droppedballsStrategicdecisionsmadeinonefunctionareunderstood

andexecutedconsistentlyinotherfunctions无连接不畅始终牢记一些能够在一段时间内在各国推动我们的业务努力并建立品牌凝聚力和一致性的简单事情无使命偏离无“转化遗漏”相同的有见地的以客户为中心的思维带动我们的长期战略品牌规划和短期的品牌规划以及日常品牌执行这是为了确保：

明确谁做什么，谁增加什么价值，以及在哪里无重复劳动一个部门做出的战略决策可以被其他部门理解和执行品牌构建模块必须相互连接起来以产生强有力的战略“连结性”思维方式Thereisareferenceguidetosupport

beingmorestrategic&commercialWhyuseit?TobuildyourunderstandingofThekeystrategicbrandbuildingblocksBeing‘Commerciallyfit4SCA’AsaquickreferenceorpromptAsacoachingtoolWhentouseit?Duringtheplanningprocess,strategydevelopment,innovation,activationetc.促进战略与商业化的参考指南为什么使用它？帮助你理解关键的战略品牌构建模块’实现“爱生雅4大商业契合”作为一个快速参考或提示作为指导工具什么时候使用它？在进行规划、战略开发、创新与活化活动等时TheReferenceGuideisbasedonSCA

bestpracticeMuchofthismaybefamiliar-becauseitisbasedonworkthatisbeingdoneacrossthedifferentcategoriesinSCAGoal:frompartofthetimeinpartsofSCA,toallofthetime,everywhereinSCAMorethink,lessink.Noprescriptiveformats.Focusisonunderlyingthinking,contentanddecision-making参考指南以爱生雅最佳实践为基础这里的许多内容大家也许都很熟悉，因为它们是以我们在爱生雅不同品类中所做的工作为基础的。目标：从爱生雅的部分部门与部分时间到爱生雅的所有部门与所有时间多思考，少定型。没有既定的规范格式。集中于潜在的思考、内容与决策。最佳实践PurposeBrandVision:SetsalongtermcommercialambitionforthebrandBrandPositioning:SetsalongtermequityambitionforthebrandDefinestheoverarching,unifyingfuture-proofed“strategicglue”thatholdsthebrandactivitiesandexpressionstogetherCommercialImpactBrandVision:Determineshowbigthebrandwillbe(Sales,Share,Profit)andonwhattimescaleBrandPositioning:Articulateswhatwewantourtargetaudiencetothink,feelandbelieveaboutthebrand,whatequitywewanttobuild,whatmakesitdifferentfromalternativesDefinestheroletoplayintargetconsumerslivesWhatActionitGuidesBrandVision:Wherethebrandwillplaytowinandwhatcompetenciesneedtobedeveloped/leveragedBrandPositioning:WhatisacceptableandunacceptablebrandstretchEverythingthebranddoesandsays,andtowhomWhatbenefitswewilldeliverandhowweshouldsubstantiatethemAGoodCategoryVisionDriveseverythingthatwedoonthebrandIsunderstoodanddeployedbyeveryonewhoworksonitPositioningdoesn’tchangesignificantlyovertime(itisenduring)Excitestheteamswhoactivateittocreateexcellenceinexecution2.BrandVision&PositioningReferenceGuideextractPurposeBrandVision:SetsalongtermcommercialambitionforthebrandBrandPositioning:SetsalongtermequityambitionforthebrandDefinestheoverarching,unifyingfuture-proofed“strategicglue”thatholdsthebrandactivitiesandexpressionstogetherCommercialImpactBrandVision:Determineshowbigthebrandwillbe(Sales,Share,Profit)andonwhattimescaleBrandPositioning:Articulateswhatwewantourtargetaudiencetothink,feelandbelieveaboutthebrand,whatequitywewanttobuild,whatmakesitdifferentfromalternativesDefinestheroletoplayintargetconsumerslivesWhatActionitGuidesBrandVision:Wherethebrandwillplaytowinandwhatcompetenciesneedtobedeveloped/leveragedBrandPositioning:WhatisacceptableandunacceptablebrandstretchEverythingthebranddoesandsays,andtowhomWhatbenefitswewilldeliverandhowweshouldsubstantiatethemGoodBrandVision&PositioningDriveseverythingthatwedoonthebrandIsunderstoodanddeployedbyeveryonewhoworksonitPositioningdoesn’tchangesignificantlyovertime(itisenduring)ExcitestheteamswhoactivateittocreateexcellenceinexecutionPurposeBrandVision:SetsalongtermcommercialambitionforthebrandBrandPositioning:SetsalongtermequityambitionforthebrandDefinestheoverarching,unifyingfuture-proofed“strategicglue”thatholdsthebrandactivitiesandexpressionstogetherCommercialImpactBrandVision:Determineshowbigthebrandwillbe(Sales,Share,Profit)andonwhattimescaleBrandPositioning:Articulateswhatwewantourtargetaudiencetothink,feelandbelieveaboutthebrand,whatequitywewanttobuild,whatmakesitdifferentfromalternativesDefinestheroletoplayintargetconsumerslivesWhatActionitGuidesBrandVision:Wherethebrandwillplaytowinandwhatcompetenciesneedtobedeveloped/leveragedBrandPositioning:WhatisacceptableandunacceptablebrandstretchEverythingthebranddoesandsays,andtowhomWhatbenefitswewilldeliverandhowweshouldsubstantiatethemAGoodCategoryVisionDriveseverythingthatwedoonthebrandIsunderstoodanddeployedbyeveryonewhoworksonitPositioningdoesn’tchangesignificantlyovertime(itisenduring)Excitestheteamswhoactivateittocreateexcellenceinexecution2.品牌愿景和定位参考指南摘要目的品牌愿景：设定品牌的长期商业目标品牌定位：设定品牌的长期资产目标明确抓住品牌活动和品牌表达的总体、统一且面向未来的“战略联系”商业影响品牌愿景：确定品牌将来会如何发展（销售、份额、利润）？时间安排如何？品牌定位：清楚地表达我们希望我们的目标受众对我们的品牌有什么想法、感觉和信心，我们要建立什么样的品牌资产以及它不同于替代品的区别在哪里明确在目标消费者生活中扮演的角色引导行动品牌愿景：品牌将在哪个领域取得胜利以及需要开发/利用什么能力品牌定位：什么是可以接受的和不可接受的品牌延伸品牌所说所做的一切以及对象我们将提供什么样的利益，以及如何验证它们良好的品牌愿景和定位推动我们对品牌做的每件事被每一个致力于它的人理解和展开定位不会在一段时间内发生显著变化（它是持久的）激发启动团队在执行中创造卓越ReferenceGuideextractWhentouseWhyCategorygrowthdriversWhatpartsofthecategorywillthisbrandplayin?(Considertargetaudience,competitivelandscape,categoryadjacencies)参考指南摘要品类增长驱动力这个品牌属于该品类的哪个部分？（考虑目标受众、竞争格局、品类临接）Whataretheguidingstrategiesonthekeybrandmarketinglevers?Whatarethekeystrategicchoicesabouthowwearegoingtoplaytowin?BRANDSTRATEGIESWhatstrategiesshouldwedeploy?Howbigwillthebrandbe(sales,share,profit)?Whodoesitexistfor?Whatwillitstandfor?What’stheglue?Wheredoesitstretchto?BRANDVISION

&POSITIONINGWherewillourbrandfit?Whatwillitbe?

Weneedtobetterdefine&sharewherewearegoing&howwewillgetthereWhat'sthecategoryweplayin?Whichpartsdowewanttoplayinwithwhatbrandassets?Howwouldwe&ourcustomerswantittoevolve?CATEGORYVISIONWhat’sthecategorycontext?Howwillthevision,positioning,strategiesetc.translateintoabrandstructureWhenisthereisaneedforsub-brandsvs.variants?BRANDARCHITECTUREWhat’stheimpactonthebrandarchitecture?品牌战略我们应该部署什么战略？

品牌愿景和定位我们的品牌适合用于哪里？它会成为什么样子？关键的品牌营销杠杆的指导策略是什么？我们将如何赢得胜利的关键战略选择是什么？这个品牌将有多大（销售、份额、利润）？它的目标群体是谁？它代表了什么？有什么联系？它会延伸到哪里？我们属于什么品类？我们想要介入哪个部分以及用什么品牌资产？

我们和我们的客户希望它如何发展？品类愿景品类环境是什么？如何将愿景、定位、战略等转化成一个品牌结构？什么时候产生子品牌和变体需求？品牌架构对品牌架构有什么影响？

我们需要更好地定义和分享我们的目标以及如何实现该目标Whataretheprioritystrategicinnovationplatforms?Whatisthelongtermsstrategicfocus?INNOVATIONOPPORTUNITYAREASWhereshouldwefocusourinnovation?Wherewillbrandgrowthcomefrom?

(Penetration,frequency,weightofpurchase)Whatarethepriorityopportunities?SOURCESOFGROWTHHowwillwegrowourbrand?Whatistherootcauseofstrategicopportunities/issues?Whatistheunderlyingactionablebehaviourchangerequired?JOBSTOBEDONEWhatopportunities/issuesshouldwefocuson?Whereshouldwerolloutourinnovations?Inwhatsequence?MARKETCLUSTERROADMAPWhat’stherightrolloutprioritisation?What'stherightshapeofthebrandP&L-revenue,costs&profit?Whatarerightleverstodriveprofit?BRANDP&LWhat’stherightP&Lforthebrand?

Weneedtobetterdefine&sharewherewearegoing&howwewillgetthere市场集群路线图正确的首次展示的重点是什么？创新机会区域我们的创新重点在哪里？优先战略创新平台是什么？长期战略重点是什么？品牌的增长来自哪里？（渗透、频率、购买力）有哪些应优先把握的机遇？增长来源我们将如何发展我们的品牌？战略机会/问题的根源是什么？所需的潜在可操作的行为变化是什么？要做的工作我们应该关注哪些机会/问题？我们应该在哪里展示我们的创新？

以什么顺序？正确的品牌P&L形态是什么？收入、成本和利润？什么是推动利润的正确杠杆？品牌P&L正确的品牌P&L是什么？我们需要更好地定义和分享我们的目标以及如何实现该目标Thestrategicred

threadinaction实际运用战略红线CATEGORYVISIONWhat’sthecategorycontext?What'sthecategoryweplayin?Whichpartsdowewanttoplayinwithwhatbrandassets?Howwouldwe&ourcustomerswantittoevolve?Categorydefinition:Brandassets:Growthdrivers:CarbonatedsoftdrinksCaloriereductionNaturalingredientsVariety/flavoursNewcategorysegmentsbasedonconsumerneedsLowcalorie/dietNaturalClarityonwheretodeploybrandassetstoaddressgrowthdrivers:LowcalorieSegmentFlavoursNatural??品类愿景品类环境是什么？我们的品类是什么？我们想用哪些品牌资产实现哪些品类愿景？我们及我们的客户想要如何提升它？品类定义：品牌资产：增长驱动力：碳酸软饮料低卡路里天然配料风格各异/不同口味基于消费者需求的新品类细分市场：低卡路里/健怡可乐天然可乐清楚在什么地方利用品牌资产解决增长驱动力：低卡路里细分市场不同口味天然??IncreasepenetrationGetWHO:

NondrinkersofCokewho:TodoWHAT:TryanewtypeofCoke

HOW:Throughproductinnovationdrivenbyrelevantconsumerneeds/trendsProductDietCokeCokeZeroCokeLife1.Areconcernedabouttheircalorieintake2.Wantalowcaloriedrink,butthinkdietCokeisforwomen/dieting3.Areconcernedabouttoomuchsugar&artificialadditivesBRANDSTRATEGIESSOURCESOFGROWTHJOBSTOBEDONEConnectingthebuildingblocks增加渗透想让谁：不喝可口的人群，因为他们做什么：尝试新品种的可乐

怎么做：通过基于相关消费者需求/趋势的产品创新产品健怡可乐零度可乐CokeLife1.担心摄入过多卡路里2.想喝低卡路里饮料，但认为健怡可乐是给女性/节食者喝的3.担心过多的糖分与人工添加剂品牌战略增长来源要做的事情连接构建模块FrequencyoftransactionVendingMachineSelfserviceSodaFountainFridgesCan500mlResalablebottleConnectingthebuildingblocksPresenceProductTodoWHAT:DrinkmoreCoke

GetWHO:

ExistingCokedrinkersHOW:ByconsumingCokeoutsideofthehomeBRANDSTRATEGIESSOURCESOFGROWTHJOBSTOBEDONE交易频率自动售货机自助饮料机冷柜罐装500ml可封口瓶装连接构建模块消费形式产品做什么：喝更多可乐

想要谁：现有可乐消费者怎么做：在外消费可乐品牌战略增长来源要做的事情ValueoftransactionConnectingthebuildingblocksFridgePack6pack2LbottlePackagingGetWHO:

ExistingCokedrinkersTodoWHAT:BuymoreCokeateachshoppingoccasionHOW:ByconsumingmoreCokeinthehomeBRANDSTRATEGIESSOURCESOFGROWTHJOBSTOBEDONE交易价值连接构建模块迷你小瓶装6瓶装2L装包装想要谁：现有可乐消费者做什么：每次购物时购买更多可乐怎么做：在家消费更多可乐品牌战略增长来源要做的事情CALLOUT:思考：Reflections反思Questions提问StrategicBrandManagement

战略品牌管理Lunch午餐时间CategoryVision品类愿景

CategoryVisionWhat'sthecategoryweplayin?Whichpartsdowewanttoplayinwithwhatbrandassets?Howwouldwe&ourcustomerswantittoevolve?CATEGORYVISIONWhat’sthecategorycontext?PurposeActionitguidesBrandpositioningBrandinnovationstrategy&plansChannel/Routetomarketstrategies&plansSCABrandgrowthplans/CustomerPrivateLabelgrowthplansQuantifiescategoryscaleDefinescategorygrowthdriversIdentifiesgrowthopportunitiesFocusesresourcesonrightgrowthleversCommercialimpact品类愿景我们的品类是什么？我们想用哪些品牌资产实现哪些品类愿景？我们及我们的客户想要如何提升它？品类愿景品类愿景的环境是什么？目的行动指南品牌定位品牌创新战略和计划市场渠道/路径战略和计划爱生雅品牌增长计划/客户自有品牌增长计划量化品类规模定义品类增长驱动力确定增长机遇将资源用在正确的增长杠杆上商业影响Paintsaclearpictureofthefuturethat’s

compelling&stretching绘制一幅具有说服力与延伸性的未来蓝图Definesgrowthdriversthatcanbeusedin

anymarket定义可以用于任何市场的增长驱动力Excitesregional/localteams&customers

whenitisdiscussedwiththem与区域/当地团队及客户讨论时，引起他们的兴趣AGoodCategoryVision

良好的品类愿景CategorystrategyWhylookfromacategoryperspective?Growingthetotalcategorygivesusabiggeropportunitytogrowourownbusinessratherthansimplywinningsharefromourcompetitors.Byidentifyingcategorygrowthinitiativesclearlyandimplementingourplansquickly,wewillgrowourshareoftheenlargedcategoryaswewinadisproportionateamountofthecategorygrowth.A

GrowingshareB

GrowingcategoryExistingSCAbusinessNewSCAbusiness品类战略为什么要从品类的角度来看？增长整个品类比简单从竞争对手那里赢得市场份额更能增长我们自己的业务。通过清楚确定品类增长计划和快速执行我们的计划，我们会在赢得品类增长不成比例的数额时增加我们扩展品类的市场份额。A增长份额B

增长品类爱生雅现有业务爱生雅新业务What’sinthecategory?

品类里有什么？Disposablenoseandfacecleaning鼻部与面部的一次性清洁品Facialtissues面巾纸Flannel法兰绒巾SoapandWater肥皂与水ClothHandkerchiefs手帕HouseholdTowel家用毛巾Napkins卫生巾Make-upremover卸妆品Medicalbalms药膏Mirrors镜子Coreproducts核心产品Substitutes替代品Associated关联产品Cosmetictissues化妆纸巾Wetwipes湿纸巾Teatowels擦干巾Sleeves袖套HandMoisturizers护手霜Boxholder盒架Cottonpads棉垫HandSanitizer洗手液Toilettissue手纸NoseBalms鼻膏Cottonwool棉绒Babywipes婴儿擦拭纸Towels毛巾Coldandflutreatments感冒处理Hayfevertreatments花粉症处理Sunglasses太阳镜Scarves围巾Hankies(OTG)手帕纸（外带）Hankies(box)手帕纸（盒装）CategorySourcesofGrowth

品类增长来源CategoryGrowthDrivers

品类增长驱动力Project1项目1Project2项目2Project3项目3442402040430230420MapprojectstoCategoryDrivers

将项目与品类驱动力匹配Sustainability可持续性Scoreyourinitiativevseachofthedriverstoassesshowwellaligneditiswiththem按照与各个驱动力的匹配度，给你的计划打分Useascorerangeof0-4where0=nolink;4=100%aligned使用0-4分打分，0

=完全没联系，4

=

100%符合Thescopeofanend-to-endcategoryvisiondefinitionandimplementationisbroadCategoryDefinitionandSegmentationBrandPlansInnovationPlansCategoryGrowthDriversCategoryStrategyChannelVisionCustomerStrategyFormat1VisionFormat2VisionKeyAccountPlanKeyAccountPlanKeyAccountPlanStrategicandCommercialBrandManagement端对端品类愿景定义与执行的范围非常广泛品类定义与细分品牌计划创新计划品类增长驱动力品类战略渠道愿景客户战略愿景1愿景2关键客户计划关键客户计划关键客户计划StrategicandCommercialBrandManagement1.CategoryVisionPurposeDefinesthecategoryweareplayingin,andhowwewishtoseeitevolveforthemutualbenefitofSCAanditscustomersandconsumersDefineshowandwhereweplayinthisevolvingcategory,andwherewewillhaveanadvantageIdentifiesbrandand/orprivatelabelassetswewilluseCommercialImpactDefinesthedriversofgrowthinthecategoryDetermineshowtoexploitgrowthopportunities(sourcesofgrowth)Quantifiescategoryscaleandgrowth;providesacompellingviewforthefutureCanenableretailcustomerinterestFocusesmarketing,R&DandsalesresourcesonrightgrowthleversWhatActionitGuidesBrandpositioning(iteratively)Brandinnovationstrategy&plansChannel/Routetomarketstrategies&plansSCABrandgrowthplans/CustomerPrivateLabelgrowthplansAGoodCategoryVisionPaintsaclearpictureoffuturethat’s

compellingandstretchingDefinesgrowthdriversthatcanbeusedin

anymarket(whenprioritisedandadaptedlocally)Excitesregional/localteamsandcustomers

whenitisdiscussedwiththemStrategicandCommercialBrandManagement1、品类愿景目的明确我们所属的品类，以及我们希望看到它如何为了爱生雅及其客户和消费者的共同利益而发展明确我们在这一不断发展的品类中如何发展和从哪些方面发展，以及我们将在哪些方面取得优势确定我们将使用什么品牌和/或自有品牌资产商业影响明确品类的增长驱动力确定如何利用增长机会（增长来源）量化品类规模和增长，为未来提供了一个令人信服的观点能够实现零售客户利益重视正确增长杠杆的营销、研发和销售资源引导行动品牌定位（反复）品牌创新战略与计划市场策略及计划渠道/路径爱生雅品牌增长计划/客户自有品牌发展计划良好的品类愿景描绘出一幅未来的清晰画卷，引人注目、不断延伸明确能够用于任何市场的增长驱动力（当本地优先并适用时）在讨论中激发区域/本地团队和客户CategoryVisionchecklistYES/NOChecklist:Haveyoudefinedthefollowing?CompellingviewofthefutureHowbigwillthiscategorywillbeinthenext5years?e.g.Anticipatedvaluein5yearse.g.Percentagegrowth(CAGR)in5yearsHowmanypeoplewillthiscategoryimpact?e.g.Thenumberofnewconsumer/customerswhowillenterthecategorye.g.Thenumberwhoincreasetheirvolumeand/orvalueWhatarethekeygrowthdriversthatwillsupportthischange?e.g.Changingtrendsinconsumer/customerneeds/technology/economy/demographics/societye.g.ChangestoroutetomarketCategorydefinitionWhatneedswillthiscategoryserveinthefuture?Whattypesofproductswillsitwithinthecategory?Whatarethemaincategorysub-segments?Canyouquantifyfore