國際品牌營銷大課素材marketing china

Marketing開 的進(jìn)入策略NeoYang WHOWE 簡Toplocalconsultingfirmwithglobalexperience,localinsightsandhands-on Partner-BigbutisolatedContracts-RelationshipbasedbusinessmodelPride-Dilemmaofbrandbeliefand 寶潔中Brandingwith LocalTeamwithglobalprincipleandFocusonleveragingP&GstrengthsandProsSTEPsuptoDevelopthebusiness展步Deepdive Market–“Theyarereally,reallyFindyourpartnerandbusinessmodel–“PVPisthekillerissue”&Chartertheteam–“WeappreciatethosewhoownthebusinessasWHOWE 簡Toplocalconsultingfirmwithglobalexperience,localinsightsandhands-on Partner-BigbutisolatedContracts-RelationshipbasedbusinessmodelPride-Dilemmaofbrandbeliefand 寶潔中Brandingwith LocalTeamwithglobalprincipleandFocusonleveragingP&GstrengthsandProsSTEPsuptoDevelopthebusiness展步Deepdive Market–“Theyarereally,reallyFindyourpartnerandbusinessmodel–“PVPisthekillerissue”&Chartertheteam–“WeappreciatethosewhoownthebusinessasNeoYang

VP,Partner,FMCGDep.HEJUNConsultingMarketingexperienceinTopmanagementinlocalFMCGSystemicTradeDesign&OrganizationalCapability我畢業(yè)后就進(jìn)入寶潔工作，做Marketing；之后，我進(jìn)入咨詢。因此，我熟悉國際企業(yè)運營的方式和競爭力，更熟悉如何在中國本土市場展開工作。對于成 體系和產(chǎn)品供應(yīng)都是非常成，最大的發(fā)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”和洋藍(lán)色經(jīng)典和夢之藍(lán)列創(chuàng)打造“的情懷”和“”創(chuàng)意定位江中藥市場部戰(zhàn)略、織管控職能發(fā)MKT/TradeOrganizationreform&build完成江中藥業(yè)市場部晨光生StrategyandMKT/Trade完成布局、市場進(jìn)入戰(zhàn)略規(guī)劃與落地實施計小洋托管市場承MKToperation+443%托管市場銷量增長+443%，經(jīng)銷商數(shù)量增長9百亞國嬰童事業(yè)部托BusinessUnitereform&Newlaunch,+110%事業(yè)部系統(tǒng)再造，新品上市，實現(xiàn)銷量隆力托管系統(tǒng)再MKT/Salesreformandbuildcapability+58%體系系統(tǒng)再 WHOWE 簡Toplocalconsultingfirmwithglobalexperience,localinsightsandhands-on Partner-BigbutisolatedContracts-RelationshipbasedbusinessmodelPride-Dilemmaofbrandbeliefand 寶潔中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 樣建立的商業(yè)生態(tài)和圈子，才是共生共榮的。正虹飼料的問題，非常典型地體現(xiàn)了中vsvs.達(dá)能。固守西方做“生意”的路子，市場上走不通。 在此，我一個實際案例，某飼料上市公司，是怎樣成功地在湖南建立了穩(wěn)固高效的飼料經(jīng)營體系。飼料的經(jīng)營難度很大，因為產(chǎn)品同質(zhì)化嚴(yán)重，“消費者”是豬，而“者Hereisatruestory.Wehelpedaformulafeed toestablishtheirbusinessinHunan.Feedmarketisa“RedSea"marketwithfiercecompetition.Fakeproductwassoldatlowerprice/highertrademarginandfasterpiggrowthbyillegalhormone.Whatismore,thefarmerscouldonlypurchasefeedfromthevillagehead,whocaresmorefortrademargin.Howcouldthe“goodproductathigherprice"penetrateintotheusers?HowcouldpersuadethefarmersbuytheHowcouldweguaranteebenefitsfor 還沒有上規(guī)模的集中養(yǎng)殖場，所以建設(shè)農(nóng)戶聯(lián)營體模式是唯一可行：“廠家出豬仔、飼料，農(nóng)戶散養(yǎng)，然后按照標(biāo)準(zhǔn)廠家回收、組織品牌的獲利”，用這樣的方法給農(nóng)戶提供保障，引領(lǐng)合作。這個思路的就是建設(shè)組織關(guān)系。市IntegratedmodelofFEED–FARMER–PIG–Thefeed providepigletandfeedwhilethefarmersraiseuppigsaccordingtoorders.Then,thefeed buyallthosepigsatastandardpriceandputintoporkmarket.Goodmeet,higherprice,betterrewardtoand,astheresult,higheraffordabilitytogood

所以，與前者建立活豬的公司，聯(lián)合大學(xué)為后者建立成學(xué) MakethemodeleffectivebyThereare3keyinfluencersinthebusiness–pigbuyer,veterinarianandvillagehead.Whytheyliketogoforus?Whataretheirbenefits?Relationshipin doesnotrefertotradeundertable,buttheconsiderationstoallpartnersandinfluencers.Oncethebusinessbenefitallthepeoplewithus,itcouldlastforlong. A“l(fā)ogicright"businessmodelcouldnotsurvivein marketduetoneglectofothersbenefit.Alongwithboominginternetand theconsumerhasmoredecisionpower.Wehavetorideonnewrelationshipsolutionandcreatevalueformorebusinesspartnersandinfluencers.Dueto“relationship”Insuranceindustrycoulddefeathealthcareproducts,“Xiaomi”couldcreate30billioncellphonebusinesswithoutitsownfactories.Haidilaocouldoffermealsfor butearnprofitsviapackageproduct. modelimpactshugetotraditionalbusiness,whichisthebiggestchallenge. 帝曰：“來，禹！汝亦昌言?！庇戆菰唬骸岸?！帝，予何言日孜孜。”皋陶曰：“吁！如何？”禹曰：“洪水滔天，浩浩懷山襄陵，下民昏墊。予乘四載，隨山木，暨益奏庶鮮食。予“化”演變成為“貨”，有何含義Themission istocreateconsumersandsatisfiedtheir–Peter. 第三個是——復(fù)雜的“中國式驕傲”情節(jié)，一方面讓中國傳統(tǒng)文化復(fù)興，影響了一部分消費者的選擇；另一方面國際大品牌代表了更時尚和的生活，也讓消費者趨的位勢，中字號的沉淀，90后“斷崖一代”，移動互聯(lián)的急速演繹，產(chǎn)業(yè)整合機(jī)會顯 ChallengeIII–thedilemmaof“ Pride”,thetraditionalcultureraiseandcreatebusinessopportunitieswhileinternationalbrandstandsforfashionlifeHowtotruly consumers,especiallytheyouth,isthekeywinthemarket.Weneedtoleverageglobalbrandvaluewhilelookforbrandrevival.Weneedto internetwhileintegratemarketviamergeandOldsayinggoes,“youwinthebattleviawinthe 動，“每一塊舒膚佳為汶川捐助一分錢，為孩子們建起健康”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-消費者心源分市場、

Generationre-buildbiz-

PricestandsforqualityandstyleBut,whyIbelieveinyourbrands?TraditionalBrand

Nikontriedto 充滿了，同時也充滿了機(jī)會。中國市 “中國式驕傲”的發(fā)展脈絡(luò)和掌握產(chǎn)業(yè)運作趨勢。能夠把握這些機(jī)會與的公司， Rightpeople,rightmodel,rightoperation.Somanychallengeandopportunities thatweneedcreatenewbiz-modeltoorganizedifferentresourcebybenefitthem.Thatisthewaytowinthebusinessnow. WHOWE 簡Toplocalconsultingfirmwithglobalexperience,localinsightsandhands-on Partner-BigbutisolatedContracts-RelationshipbasedbusinessmodelPride-Dilemmaofbrandbeliefand 寶潔中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 傳汰漬（寶潔公司，品牌）與雕牌（納愛斯，中國民企）長達(dá)10年的競爭是一場驚心動魄的。其中包括定位戰(zhàn)、價格戰(zhàn)、戰(zhàn)、戰(zhàn)、終端戰(zhàn)、質(zhì)量戰(zhàn)、配方戰(zhàn)、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 闖江湖要讓寶潔真正重視本土消費者的需求是很不容易的，因為汰漬是一個有的品牌，怎么進(jìn)行貼合中國消費市場實際的，非常艱難。直到競爭對手雕牌真正做出來能夠代表消ItishardforP&Gchangeitselfaccordinguniqueness.P&Gtriedtoeducatethemarketforhigherprice/professionalproducts.WhileNiceintroduceditslaundrypowertorightmarketpositioning.AndNiceansweredtheconsumersvoicesincetheleaderofNiceisexactlyoneofthem. 重視消費者，他們是我們CONSUMERISBOSS+SLEEPWITH 汰汰漬沉浸式研究：“和雕牌跨部門的小組進(jìn)行了14整天的入 ，和雕牌的忠實用戶一起生活，了解他們的生活和需求 Whatwelearned?Livewithconsumerstounderstandthemtheproduct valueproposition,communicationstrategyandmarketinginway.Webuiltonthebrandand 單憑靈感，只能提供一次100 Whilewediveddeeply Nicewentawayfromthebasisoftheirprevioussuccess.Theymadethedecisionbyleadersbutnotconsumerinsights.Theylackedofbrandmanagementtosupportconsistentbrandequitymanagement.Theylosttheirloyalconsumersto 實意“走到人民中去”，贏得了中國消費者的認(rèn)可。做大生意，必須發(fā)動“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.人才培養(yǎng)和任職計 工作和成長計

訂制培養(yǎng)計 Localteamwithglobal這系的關(guān)鍵是建立“能力地圖”——即人力資源培育體系“選育用留”的標(biāo)準(zhǔn)。寶潔在堅持行的價值觀和企業(yè)文化的基礎(chǔ)上，不斷總結(jié)在本土操作表現(xiàn)優(yōu)秀的 ThekeyofHRsystemis“SuccessDrivers”ascapabilitybuildinggrid.P&GbuilttheSuccessDriversbasedonitsPVP(purpose,valueandprinciple)with200,000P&Gerperformance.Wetriedtofindthedifferencebetweengreatperformerandcommonones.Thensummarizedthelearninginto3category,9drivers.Andmadethesystemapplicabletosub-driversandbehavioralinstructions.WeleveragetheSuccessDriversduringtheentireworkanddevelop Localteamwithglobal總結(jié)各地市場的“最佳實踐”并且進(jìn)行內(nèi)部學(xué)習(xí)，是不斷進(jìn)化提升組織效能的很總要。BestPracticeandgrowcapabilityconsistently.Webuiltasystemtogatherallthebestpracticealloverthemarketandbuildinternalexperiencepool.Then,wesharethetypicalcasesandtrainingtobuildteamexpertise.This“l(fā)earningsystem”issoimportantthatitleadstheorganizationevolve

高效組 力技術(shù)元力 Localteamwithglobal Findthebestpeoplein viarecruitingtopstudentsin topuniversitiesandtrainthemtobeexpertswithglobal insights.SinceP&GstickstoitsPVP,itspeoplecouldregardP&Gbusinessasthemselves.P&Gersleverageglobalknowledgeanddivedeepinto insightandknowhow.ThatiswhyP&Gwonthebusinessgrowthin inpast20years. FocusonleveragingP&G’s能夠洞察消費者和市場，擁有高素質(zhì)和強(qiáng)有力的團(tuán)隊，是不是就可以市場“為所欲 insightandpowerfulteamdoesnotmeansall.P&Gclearstrategyonalwaysleveragingitsstrengthleditssuccessin 。CouldwefindthesimilarstrategybyreadingintoP&Gchoices?

P&G’sstrengthsI–與本土公司相比，寶潔的能力并不突出。管控的本質(zhì)是管控效能和運營效率，寶織合作方面存在顯而易見的短板。因此很難有效應(yīng)對價格體系、串貨管理、打擊假貨等。寶潔很明確這一點，因此發(fā)力的重點與、雕牌、恒安國際的推動優(yōu)先正好P&Gisnotsogoodattradechannelcontrolasitlocalcompetitors.P&Gdonotcontroltheretailprice,hardlycontrolthemis-distributionofproducts,andevenseldomputenoughresourcestocrackdownthefakeproducts.SoP&GreallyfocusonbrandbuildingbutnotcompetethetradeefficiencywithNice/Liby/Henganetc.However,thisistherightstrategytoleadconsistentgrowthforP&G. P&G’sstrengthsII–寶潔提供的毛利空間不大，也很難給經(jīng)銷商提供政策、地緣資源的支持，更不可能跟經(jīng)銷商體系之間形成經(jīng)濟(jì)博弈或者宗族文化關(guān)系。因此，寶潔的管控是通過管理輸出，幫助經(jīng)銷商提升經(jīng)營能力來實現(xiàn)的。寶潔的銷售經(jīng)理擁有“三重”——他不是Evenfortradechannelcooperation,P&Gwouldnotleveragefinancialfacilitytocontrolthedistributors,butratherhelpthemtoimprovetheirmanagementsystem.WhenthedistributorslearnedfromP&G,usethesamecommunicationsystemandevenhaveP&Gertorunbusinessforthem,actuallyP&Gdoescontrolthetradeand P&G’sstrengthsIII–。并不是每一個國際公司市場的操作都應(yīng)該應(yīng)用寶潔的策略，我只想充分強(qiáng)調(diào)國際公司要清晰體察自己的優(yōu)勢是什么，相對于這個市場上的其他對手，尤其是本土競爭P&Gisgoodat“scalebusiness”butnotasuccessinnichemarkets.SoP&GcouldnotbeNo.1ineverysplitofmarket,channelorevencategories.However,whenwecountthebusinesstogether,wewillseeP&Gadvantageofscale.P&Gcouldcoverconsumerseverydaylifevia324brandsandsupporttheproductchainviatheaglobalbusinessscale.P&Gstrategiesin donotfittoallglobal POMEinto Ijustencourageaclearanddifferentiatestrategytoensurewinningthecompetition。 WHOWE 簡Toplocalconsultingfirmwithglobalexperience,localinsightsandhands-on Partner-BigbutisolatedContracts-RelationshipbasedbusinessmodelPride-Dilemmaofbrandbeliefand 寶潔中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國消費者，防止“照搬”水 中國 ，價觀原上自高匹，能與源與；己雙能的既有際野原，要本操的驗和“owntoth。 場，要夠分察場選合伙，建成的率很了因為 公從不技能理驗品場分合就獲強(qiáng)。3StepsuptodevelopbusinessDivedeep FindyourpartnerandbusinessmodelChartertheteambyvalueandprinciple I.DIVEDEEP 司并沒有共同承擔(dān)企業(yè)發(fā)展的風(fēng)險，調(diào)研公司只能在已經(jīng)構(gòu)建的邏輯結(jié)構(gòu)下提供的信息素材。而公司進(jìn)入 的首題是找到自己安身立命之本，需要創(chuàng)造性地開發(fā)消費者潛在的未滿足需求。因此這是企業(yè)第一與你的“中國”的“StepI:Divedeepin market.ItiscriticaltoallotherDonotrelyonconsumer Empathyand“walkinhershoes”istheFindyour partners,whowouldliketotakethesamepressureandresponsibilitytothebusinessandtarget.Then,bringthemtogethertounderstandthemarket.Again,divedeep marketshouldbetheruleoftop DIVEDEEP 比如，寶潔上市Zest沐浴液，敗在了一個基本認(rèn)識上——西方人習(xí)慣于清晨起床洗澡，因此希望沐浴液可以給人清爽；而習(xí)慣于晚上入睡前，因此希望沐浴液可以給人寧靜安睡。這一點認(rèn)識差別，造成了寶潔Zest品牌和中國競爭對手六神Forexample,P&GlaunchedZestbody-washin butfailed.However,itscompetitorLiu-shenwonthemarketatsimilarproductfunctionbenefits.Why?Zestpromoteda“freshandexcitingmorningafterabath”whileL