品牌管理——目標顧客群零售模式

1、“出發(fā)點出發(fā)點”決定了決定了 基于供應鏈的基于供應鏈的“渠道關(guān)系渠道關(guān)系” 品牌管理的關(guān)鍵是以消費者為出發(fā)點 供應商與零售商的合作也是以顧客/消費 者為出發(fā)點 品牌管理 目標顧客群零售模式 shopper focused retailing shopper focused retailing will become the industry standard business practice the focus of retailers: switch from building transactions to building loyalty using market leading br

2、ands. shoppers will make their outlet loyalty choices based on retailer overall brand positioning statements versus solely retail price. shopper satisfaction results for key retail customers will increase significantly as core shopper needs are identified and retailer business models are developed t

3、o meet these core shopper needs. it changes the focus of retailing from providing products in categories to solutions and services its about managing consumer segments, not categories and match categories to meet their needs retailers who have embraced the shopper focused concepts of shopper focused

4、 retailing will be rewarded with record volume and market share results. sfr is a business process, a pull-process starting from shopper, it shifts from category focus to overall business model focus. 業(yè)務流程業(yè)務流程 + “拉動拉動” + 以顧客為出發(fā)點以顧客為出發(fā)點 + 全面生意模型全面生意模型 all sfr work will be prioritized by the consumers

5、 hierarchy of needs and will start with focusing the customer on the target shopper 整體模型整體模型 identify target shopper 確定目標顧客群 understand target shoppers needs 了解目標顧客群需求 create a value proposition around the target shoppers- store equity 圍繞目標客群創(chuàng)造價值命題(獨特的) quality & reliability 質(zhì)量及可靠性 convenience 方便 va

6、lue 價值 control 控制 choice 選擇 basic needs (price of entry) 基本需求基本需求 secondary needs (differentiation) enhancement (loyalty, increased usage) social acceptance (how others judge you) personal accomplishment/empowerment (how you judge yourself) self aspiration (what you can become) identify target shopp

7、ers needs 確定目標顧客群的需求確定目標顧客群的需求 hierarchy of needs (需求層級需求層級) 戰(zhàn)略決策 strategic decisions 戰(zhàn)術(shù)決策 tactical decisions define segments within each shopper offering determine overall role for shopper offering shopper offering segment assessment define target objective/measures define shopper offering tactics

8、sfr 八步過程 identify target household 確定目標顧客群確定目標顧客群 establish core competency 構(gòu)建核心競爭力構(gòu)建核心競爭力 define value propositions 定義并傳達價值命題定義并傳達價值命題 create shopper offering 圍繞顧客群創(chuàng)建商品組合圍繞顧客群創(chuàng)建商品組合 establish corporate roles, tactics, measures 確定總體角色確定總體角色, 策略策略, 衡量標準衡量標準 shopper offering assessment 評估商品組合評估商品組合 cr

9、eate shopper offering business plan 創(chuàng)立商品組合的業(yè)務發(fā)展計劃創(chuàng)立商品組合的業(yè)務發(fā)展計劃 assess shopper value proposition effectiveness 定期評估價值命題的有效性定期評估價值命題的有效性 1 2 3 4 5 6 7 8 shopper focused retailing process identify target household 1 establish core competency 2 define value propositions 3 create shopper offering 4 estab

10、lish corporate roles, tactics, measures 5 shopper offering assessment 6 create shopper offering business plan 7 assess shopper value proposition effectiveness 8 1 - identify target household “確定目標顧客群” identify target household 1 business questions who are my target households? what are their needs?

11、why is the target economically viable? solutions / tools demographic, lifestyle and retailing trends focus groups current shopper profile & profitability statistical / sociodemographic data available transactional data demographic segmentation analysis comparision of us models young families vs. oth

12、ers 3.62 6.51 9 7.36 6.95 8.13 7.38 6.73 9.52 7.06 2.86 1.88 7.41 8.16 8.11 6.77 2.8 2 4.05 9.35 4.79 2.2 7.84 7.31 0 1 2 3 4 5 6 7 8 9 10 demographic segmentation % o f n ation al% o f o nlin e u sers 1 0% 1 9% 2 6% 2 2% 2 3% 1 6% 2 7% 2 7% 1 9% 1 1% % o f n ation al% o f o nlin e u sers 14-19 20-2

13、9 30-39 40-49 50-59 age of user online user profile establish core competency 2 define value propositions 3 create shopper offering 4 establish corporate roles, tactics, measures 5 shopper offering assessment 6 create shopper offering business plan 7 assess shopper value proposition effectiveness 8

14、2 - establish core competency “構(gòu)建核心競爭力” 2 business questions what does/could xyzshop stand for? what does/could competition stand for? what opportunities does this create for xyzshop? solutions / tools quantitative research syndicated data swot analysis focus groups establish core competency swot ap

15、proach swot template streng ths weakne sses thre ads oppor tunitie s define value propositions 3 create shopper offering 4 establish corporate roles, tactics, measures 5 shopper offering assessment 6 create shopper offering business plan 7 assess shopper value proposition effectiveness 8 1 identify

16、target household 3 - define value propositions “定義并傳達價值命題” 3 business questions how do i want to describe myself to my target household? what brand does best describe myself? what tagline conveys my image best? solutions / tools dissatisfier/strength analysis versus key competitor consumer hierarchy

17、 of needs concept testing / concept lab define value propositions quality quality 1 economy economy 2 convenience convenience 3 control control 4 choice choice 5 importance hierarchy of needs dissatisfiers strengths analysis concept statement example asjfkasd a ajkfas as faasd flfjfjasljf lksjfljadf

18、k j afj jaskjf lkajf fl benefits & barriers of online shopping create shopper offering 4 establish corporate roles, tactics, measures 5 shopper offering assessment 6 create shopper offering business plan 7 assess shopper value proposition effectiveness 8 1 identify target household establish core co

19、mpetency 2 4 - create shopper offering “圍繞顧客群創(chuàng)建商品組合” 4 business questions what do shoppers think you are offering today? what can you offer based on shoppers needs? how do shoppers want to shop with you? solutions / tools focus groups concept testing / concept lab create shopper offering focus group

20、 insights shopper offering example category spendings establish corporate roles, tactics, measures 5 shopper offering assessment 6 create shopper offering business plan 7 assess shopper value proposition effectiveness 8 1 identify target household establish core competency 2 define value proposition

21、s 3 5 - establish corporate roles, tactics, measures “確定總體角色, 策略, 衡量標準” 5 business questions what roles do you want to play with shoppers? what are the primary tactics that will be used to achieve those roles? how will you measure your success? solutions / tools rtm matrix scorecard establish corpor

22、ate roles, tactics, measures assortmentpricingpromotionplacement only provider primary provider one/ few providers one/many providers broadest assortment offering variety based on target hh needs broad assortment offering products to meet the majority of target hh needs limited assortment designed t

23、o offer an easy choice to shopping elsewhere minimal assortment needed to represent the shopper offering matching match best multi- channel everyday retail frequent broad appeal “solutions” rtm matrix 100% of my purchases within this shopper offering come from xyzshop as the only provider of this sh

24、opper offering, xyzshop meets all of my needs, and therefore i do not need to ever look elsewhere xyzshop offers exactly what i want, each time i shop 85% of my purchases within this shopper offering come from xyzshop when i think of this shopper offering, xyzshop is the first place which comes to m

25、ind 65% of my purchases within this shopper offering come from xyzshop though xyzshop is not the only place where i make purchases in this shopper offering, xyzshop is one of only a select few places where i actually buy. 24.0 strong target household spending higher purchase frequency weaker target

26、household spending higher purchase frequency weaker target household spending lower purchase frequency average annual purchases/household shopper offerings ranked by: purchase frequency + b.s.f. index +annual hh spending baby foo d/form ula so ft drinks-no n-ca rbonated break fast food s season al p

27、uddings/desserts-dairy do ugh pro ducts table sy rups/mo lasses sh aving needs deo doran t fir st aid ch arcoa l/log s/ac cesso ries baby needs spices/ seasonings/extrac ts veg eta bles & grains-dried desserts/ gels/ syru ps flour femin ine h yg iene bottled w ater pic kles/o lives/relish es sh oe c

28、a re fresh eners/d eodo rizers insecticides/ pestic ides/ro dentic ides yeast egg s-fresh source: nielsen household panel data, 1996 strong target household spending lower purchase frequency sfr model categroization research assortment principles create shopper offering business plan 7 assess shoppe

29、r value proposition effectiveness 8 1 identify target household establish core competency 2 define value propositions 3 create shopper offering 4 establish corporate roles, tactics, measures 5 7 - create shopper offering business plans “創(chuàng)立商品組合的業(yè)務發(fā)展計劃” 7 business questions from a shopper perspective,

30、 what segments and products are important? which segments and products are important to you? solutions / tools syndicated data (ie. share reports, household panel data) transactional data focus groups / concept testing create shopper offering business plan assess shopper value proposition effectiven

31、ess 8 1 identify target household establish core competency 2 define value propositions 3 create shopper offering 4 establish corporate roles, tactics, measures 5 shopper offering assessment 6 8 - assess shopper value proposition effectiveness “定期評估價值命題的有效性” 1 business questions how receptive are sh

32、oppers to the business model how satisfied are my customers? solutions / tools customer satisfaction surveys transactional data analysis (customer retention, basket size and composition, order frequency) scorecard assess shopper value proposition effectiveness identify target household establish cor

33、e competency 2 define value propositions 3 create shopper offering 4 establish corporate roles, tactics, measures 5 shopper offering assessment 6 create shopper offering business plan 7 8 1 - identify target household 1 identify target household source: nielsen household panel germany 1998 what % of

34、 households count for what % of spendings? launch segmentation model 35% 32% 16% 16.5% 22% 34% 19% 23.7% % of national households% spendings 16% 27% 23% 33.6% 11% 24% 24% 40.1% % of national households% spendings 1 phh 2 phh 3 phh 4+ phh household size 4,000 dm household income 1 - identify target h

35、ousehold young families versus elderly or single consumers higher basket size and higher frequency buy products with higher margin have more likely internet access (allows internet only model, which is significantly cheaper than mixed model) elderly mainly by heavy/bulky products (lower profit) via

36、cd and purchase products with higher margin in store (socializing) easier to upsell with “high potential” target consumer concept testing: concept appealed to 80% of target group - going outside the target, appeal goes down to 50% 1 identify target household 1 - identify target household source: gfk

37、 online monitor february 1999 what is the current online user profile? % of national% of online users 10% 19% 26% 22% 23% 16% 27% 27% 19% 11% % of national% of online users 14-19 20-29 30-39 40-49 50-59 age of user % of national% of online users 26% 14% 13% 8% 11% 15% 11% 15% 12% 24% % of national%

38、of online users -3,000 3,000-3,999 4,000-4,999 household income (dm) 5,000-5,999 6,000+ 1 identify target household 1 - identify target household targeting is important to establish an economically viable offering . streamlinepeapodnetgrocer target hhld busy suburban families anyoneanyone avg. order

39、$104$105$66 frequency481814 total turnover$ 4,992$ 1,890$ 924 north america *1) europe konsum kf (sweden) - 80% of shoppers are dual income families with 2.3 kids and average income at index 115 vs. national average *2) *1) streamline presentation at institute of directors (london) *2) lebensmittelz

40、eitung 19/3/99 1 identify target household 2 - establish core competency 2 establish core competency % respondents saying criteria is very important/important % respondents agreeing that their primary store fully meets/meets criteria guarantees freshness96%81% is clean93%91% has a good assortment of

41、 fresh food (fruit & dairy etc.)90%88% has a good price value ratio87%75% offers high quality for all products85%71% prices are well indicated, easy to compare84%75% check-out lines are short83%52% freshness period of the products is sufficiently long83%84% products i want are consistently in stock8

42、3%76% the place of the products does not change very often80%73% is very much environment-minded (24 of 57)69%45% source: tpi/p&g shopper research germany (n= 10,000) are existing retailers meeting the most important shopper expectations? launch analysis model 2 - establish core competency swot appr

43、oach used to identify your strength & weaknesses to position your current operation what can you leverage in this environment which has proven with your customers what are the threads your competitors are expecting what are the weaknesses of your competitors that you can exploit? 2 establish core co

44、mpetency 2 - establish core competency nationwide homedelivery convenient shopping experience a personalized service consumer doesnt need to have a car or transportation 24/7 opening hours strengths what does xyzshop excel at? opportunities what could xyzshop excel at? weaknesses what does the compe

45、tition excel at? threats what could the competition excel at? swot template / example known brand name variety of fresh products no delivery fee known for care for environment purchasing power & expertise (esp. fresh) leverage the freshness advantage (link consumer “direct to farm”) much more target

46、ed selection of superior quality products offer products not available in local market leverage gift-giving to retain/attract shoppers use shopper database (shareholders & clients) to position offering against xyzshop leverage loyalty programs to get better consumer understanding leverage financial

47、strength to subsidize cd offering 2 establish core competency 3 - define value propositions (concept development) 3 define value propositions % respondents rating as their primary perceived benefit 24-hour access58% dont have to go to store58% dont need sales people48% saves time38% saves money21% p

48、roduct information8% entertainment8% anonymity6% good customer service4% % respondents rating as their primary perceived barrier security48% dont like giving credit card information42% lack of product information38% dont know what youll get32% more expensive23% difficult ordering process14% no perso

49、nal contact13% poor customer service9% other9% source: dma on-line survey (n=354) what are the benefits & barriers of shopping online? 12 3 - define value propositions (concept development) source: st. josephs university - supermarket business 2/97 are perceptions of consumer direct different betwee

50、n users and non-users? perception (n=593) reality placing order easy45% 90% getting right meat easy9% 72% getting right produce easy18% 52% getting right packaged goods easy52% 87% getting orders filled correctly is easy15% 78% delivery right on time is easy31% 90% paying for service is easy58% 95%

51、using coupons is easy22% 40% taking advantage of in-store promotions is easy11% 59% learning about new products is easy10% 28% conclusion: dramatic differences exist in perceptions of “non-users” versus realities of “users” 12 3 define value propositions 3 - define value propositions (concept develo

52、pment) 3 quality freshness of perishables quality of non- genetically altered meats, national brands 1 economy reasonable pricing for products and services delivery fee is no 1 barrier 2 convenience stress free alternatives to managing low involvement tasks time savings and simplicity 3 control cons

53、umers want shopping to provide a positive, involving experience that they control 4 choice information that makes consumers feel that they make an informed, purchase decision proper choice 5 importance source: market research 1996-1999 cd shopper: hierarchy of needs 3 define value propositions 3 - d

54、efine value propositions (concept development) key dissatisfiers key strengths quality doubt on quality of fresh products not tactile experience / visual perceived lack of control in picking quality good for price comparison availability of brands less handling / better hygiene convenience - time la

55、ck of fresh products convenience - time convenient / saves time key dissatisfiers key strengths routine mundane weekly task packing & carrying waiting, waste of time choices (assortment) social aspect / meeting people selection of fresh products current shopping experience - xyzshop current shopping

56、 experience - bricks & mortar dissatisfiers / strengths analysis 3 define value propositions 3 - define value propositions (concept development) concept statements - example i conveniencequalityfamily xyzshop is a service which takes care of my errands so that i really do not need to care about and

57、can do something else instead. xyzshop is a new shopping service which focusses on delivering you products of highest quality. you can easily order via the internet and xyzshop will pack your order and delivery it to your door. their fresh products are coming directly from the farmer and are directl

58、y delivered to you without having been touched by shoppers in store. xyzshop is a new shopping service which is specialized on facilitating the weekly shopping of families. xyzshop delivers the products which you ordered online, directly to your home - leaving you more time to spent with your kids.

59、your whole family will not only enjoy the service but will also appreciate the outstanding quality of our products. 12 3 define value propositions shopper insight reasons to believe shopper benefit 3 - define value propositions (concept development) - shoppers feel like their lives are out of balance - weekly errands are too time consuming, and unpleasant, but a necessary part of your routine - xyzshop will restore balance, as well as harmony to your life by eliminating the time that you currently spend running errands - this will reduce stress in your life - broad assortment of products/serv