戰(zhàn)略品牌管理engch

Day1Strategic&CommercialBrandManagementCategoryVisionBrandVision&PositioningBrandArchitectureBrandStrategies(7Ps)SourcesofGrowthJobstobeDoneInnovationOpportunityAreasMarketClusterRoadmapBrand

P&LStrategic&CommercialBrandManagement戰(zhàn)略與商業(yè)品牌管理Guangzhou,15-16March2016

2016年3月15-16日廣州

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歡迎JohanDeringBobJames我叫我叫Eachpersonshare:每個人介紹自己的：Yourname姓名Yourrole職位

Introductions

自我介紹

Strategic&Commercial

BrandManagement戰(zhàn)略與商業(yè)品牌管理Objectivesofthisworkshop

本次研討會的目標(biāo)ToshareSCA’sprinciplesofconnectedcommercialbrandthinking:howwemakefinanciallyattractivedecisionsthatsupportstrategicbrandgrowth分享愛生雅系統(tǒng)的商業(yè)品牌思維的原則：我們?nèi)绾巫龀隹梢灾С謶?zhàn)略品牌增長且具有經(jīng)濟(jì)吸引力的決策ToinspireandenableyoutochampionthisthinkingwithinVinda使你能在維達(dá)的工作中倡導(dǎo)這一思維，并激勵你這樣做TostrengthenstrategicbrandmanagementthroughsharingandconnectingthekeySCAtoolsforstrategicbrandbuilding通過分享和溝通用于戰(zhàn)略品牌建設(shè)的愛生雅關(guān)鍵工具來加強(qiáng)戰(zhàn)略品牌管理Strategic&CommercialBrandManagementAMPMAMPM

WELCOMEBeing'SCAcommercial'Routetomarketfit–LocalBUsRoutetomarketfit–Customer/

DistributorSettheVision:Category&BrandGet‘Fit4SCA'Winglobally,bywinninglocallyWhat'sinitforourcustomers?WherewillweplayStrategicbrandmanagementThestrategicredthread`戰(zhàn)略與商業(yè)品牌管理上午下午上午下午歡迎致辭愛生雅的“商業(yè)”市場路徑契合–當(dāng)?shù)貥I(yè)務(wù)單元市場路徑契合–客戶/經(jīng)銷商設(shè)定愿景：品類與品牌了解“愛生雅4大商業(yè)契合”全球成功始于地區(qū)成功我們的客戶能從中得到什么？我們的市場在哪？戰(zhàn)略品牌管理戰(zhàn)略紅線CALLOUT:Whatgroundrulesdoyouwanttohelp

makethemostofthenext2days思考：你希望執(zhí)行哪些基本規(guī)則以幫助充分利用接下來的2天時間Get‘commercially

Fit4SCA’了解“愛生雅4大商業(yè)契合”GetFIT4SCA

了解愛生雅4大商業(yè)契合Understandwhatbeing

‘CommerciallyFit4SCA’means理解

“愛生雅4大商業(yè)契合”是什么Knowhowtochampionthis知道如何倡導(dǎo)這一理念Objective目標(biāo)QuotesfromChristophMichalski

來自ChristophMichalski的寄語“Tobeatruecompetitorinthemarketplaceweneedtocombinebothstrategicandcommercialthinkinginallthatwedo.”“想要成為市場中一位真正的競爭者，我們需要在一言一行中同時運(yùn)用戰(zhàn)略與商業(yè)思維方式?！?/p>

CMichalski“Ourdailydecisionmakingshouldbeguidedbythebrand,theconsumer,thecustomerandthefinancialimpact.”“我們應(yīng)根據(jù)品牌、消費(fèi)者、客戶和財(cái)務(wù)影響做出每日的決策。”CMichalski.ViewsfromSCAbusiness

來自愛生雅員工的觀點(diǎn)‘Havingavisionmeansthatwholeorganizationshouldbeenergised.Itshouldhelpprioritiseanddefinewheretogonext.InSCAFinancialacumenisoftennotgreat.Peoplegetlostinthedetailsaroundwhattheythinkisimportant,buttheseoftendonotdelivertobigpicture’“有一個愿景意味著整個組織都應(yīng)上下同心、干勁十足。這有助于優(yōu)化工作和決定接下來的計(jì)劃。在愛生雅，財(cái)務(wù)敏感度一直都不太好。人們經(jīng)常會在他們認(rèn)為重要的小事情上迷失方向，實(shí)際上這些事情對于整個大局來說無關(guān)緊要?！薄癙eopleneedtomaketheirchoicesnotinsplendidisolationbutinthecontextofwhatSCAistryingtodooverall.PeopleneedtounderstanddifferentbusinesseshavedifferentrolesandSCAhasfiniteresources.Puttingtheword‘strategy’aftersomethingdoesn’tmakeitstrategic!”“人們不應(yīng)獨(dú)自決定他們的選擇，而應(yīng)考慮愛生雅的整體目標(biāo)。大家應(yīng)理解不同的職能部門有不同的職務(wù)分工，而且愛生雅擁有的資源是有限的。單純只是冠以‘戰(zhàn)略’二字并不能使之真正具有戰(zhàn)略意義?！盬hatis‘CommerciallyFit4SCA’?

COMMERCIALLY

SCAFIT4CONSUMER/CUSTOMERFIT4BRANDFIT4FINANCIALFIT4ROUTETOMARKET“愛生雅4大商業(yè)契合”是什么？愛生雅

商業(yè)契合契合4消費(fèi)者/客戶契合4品牌契合4財(cái)務(wù)契合4市場路徑4大CONSUMER/CONSUMERFIT消費(fèi)者/客戶契合Deepinsightsintotargetmarketneeds目標(biāo)市場需求的深入洞察Productsandsolutionsperfectlydesignedtomeetthoseneeds為滿足這些需求而完美地設(shè)計(jì)產(chǎn)品和解決方案Communicatedinthemostmotivatingway以最激勵的方式溝通交流Generateshighconsiderationandpurchaseintent產(chǎn)生高度重視和購買意向AskWhyisitimportant?ExampleinactionStrongconsumerappealwillhelpdrivetrialandpenetration(Noappeal=won’tbuy)CategoryVision:Consumersfutureneeds=newwaystogrowthecategoryandthebrandHowdoesthismeetconsumersneeds?Howdoesthisimpactthecustomer?Isthisbeingcommunicatedinthebestpossibleway?Isthistrulymeetingtherightconsumer’sneeds?Istheproduct/servicedesignedinthebestwaytomeettheseneedsFIT4CONSUMER/CUSTOMER問題它為什么重要？舉例說明強(qiáng)烈的消費(fèi)者吸引力有助于促進(jìn)試用和滲透（無吸引力=不會購買）品類愿景：消費(fèi)者將來的需求=品類與品牌增長的新方式這是如何滿足消費(fèi)者需求的？這是如何影響客戶的？這是通過可能的最佳方式進(jìn)行溝通的嗎？這是否真正地滿足了正確的客戶的需求？是以最好的方式設(shè)計(jì)產(chǎn)品/服務(wù)以滿足這些需求的嗎？契合4消費(fèi)者/客戶BRANDFIT品牌契合Allactivityisdrivenbythestrategicpositioningofthebrand

(munication,innovation,manufacturingapproach,supplychaindecisions,productcosts,promotionsetc.)所有的活動都是由品牌的戰(zhàn)略定位（如溝通、創(chuàng)新、制造方法、供應(yīng)鏈決策、產(chǎn)品成本、促銷等）驅(qū)動的。Allactivityisconsistentlyexecutedover

timetobuildequity所有的活動都得到始終如一的貫徹執(zhí)行，從而建立品牌資產(chǎn)。Whyisitimportant?ExampleinactionAskFIT4BRANDBrandconsistencybuildswhatthebrandstandsforandbrandmemoryWhendefiningInnovationOpportunityAreas,usebrandfitasakeycriteriatoprioritiseopportunitiesDoesthisfitthebrandpositioning?Isthisbuildingbrandconsistency?Howwillthisbuildthebrand?它為什么重要？舉例說明問題契合4品牌品牌一致性能夠建立品牌形象和品牌記憶。當(dāng)確定創(chuàng)新機(jī)會區(qū)域時，使用品牌契合作為主要的標(biāo)準(zhǔn)來優(yōu)先選擇機(jī)會。這契合品牌定位嗎？這是在建立品牌一致性嗎？這對建立品牌有何意義？FINANCIALLYFIT財(cái)務(wù)契合StrengthensthebrandP&L加強(qiáng)品牌P&LWilldelivertherequiredROCE實(shí)現(xiàn)所需ROCEMeetsSCArisk/return

ratios符合愛生雅風(fēng)險(xiǎn)/回報(bào)率Whyisitimportant?ExampleinactionAskFIT4FINANCIALInvestorsaredemandingsignificantlyhigherfinancialresults.Ourbrandsareourfinancialengine,notjustapositioningstatementWhendefiningthebrandstrategies(the7Ps),considerthefinancialbenefitsandimplicationsforeachofthestrategiesbeforefinalisingthestrategyWhatarethekeydriversoftheP&L(short&longterm)?HowdoeswhatIamdoingimpacttheP&L?

(e.g.Value/volumemix;COGS;A&P)HowcantheP&Lbeimproved?它為什么重要？舉例說明問題契合4財(cái)務(wù)投資者們要求相當(dāng)高的財(cái)務(wù)業(yè)績。我們的品牌不僅僅是一張財(cái)務(wù)狀況表，還是我們的財(cái)務(wù)引擎。當(dāng)定義品牌戰(zhàn)略（7P）時，先評估每一種戰(zhàn)略的財(cái)務(wù)效益和影響，然后再最終確定。P&L的關(guān)鍵驅(qū)動因素

（短期與長期）是什么?我正在做的工作如何影響P&L?

（如，價(jià)值/銷量組合、COGS、A&P）如何改善P&L？ROUTETOMARKETFIT市場路徑契合從財(cái)務(wù)上和戰(zhàn)略上吸引Financially&strategicallyattractiveto:localBUstoensurestronglocalmarketactivation當(dāng)?shù)氐臉I(yè)務(wù)單元，以確保增加當(dāng)?shù)氐氖袌龌盍ustomers/distributorstoensureoptimalchanneldistribution客戶/經(jīng)銷商，以確保優(yōu)化渠道分銷Hasanacceptablepricepointthatwilldriveinitial&repeatsales具有驅(qū)動初始/重復(fù)銷售的可接受價(jià)格點(diǎn)Whyisitimportant?ExampleinactionAskFIT4ROUTETOMARKETThisisthepointatwhichsalesaregenerated(ornot).ItiswheretheproductsgetintothehandsoftheendusersandwhereSCAcompetesWhendeterminingbrandSourcesofGrowth,considerhowthiswillappealtolocalmarketsandcustomers/distributors.Thiswillinfluencethescaleofgrowth.What’sinitforthelocalmarketsandwhataretheirneeds?What'sinitforthecustomer?Whywouldtheylistandsupportit?Howcantheglobalteamshelp?它為什么重要？舉例說明問題契合4市場路徑這是產(chǎn)生（或不產(chǎn)生）銷售額的地方，這是產(chǎn)品到達(dá)最終用戶手上的地方，也是愛生雅與其他品牌競爭的地方。當(dāng)確定一個品牌的增長來源時，考慮這將如何吸引當(dāng)?shù)氐氖袌龊涂蛻?經(jīng)銷商。這會影響增長的規(guī)模。當(dāng)?shù)厥袌隹梢詮闹械玫绞裁?？他們的需求是什么？客戶可以從中得到什么？他們?yōu)槭裁匆岢龊椭С炙咳驁F(tuán)隊(duì)如何協(xié)助？Being‘CommerciallyFit4SCA’What’sinitfortheconsumer/customer?Howdoesthisbuildthebrand?HowdoesthisimpactthebrandP&L?What’sinitforlocalmarkets&customers?FIT4CONSUMER/CUSTOMERFIT4BRANDFIT4FINANCIALFIT4ROUTETOMARKET實(shí)現(xiàn)“愛生雅4大商業(yè)契合”消費(fèi)者/客戶可以從中得到什么？憑此如何建立品牌？它如何影響品牌P&L？當(dāng)?shù)厥袌雠c客戶可以從中得到什么？契合4消費(fèi)者/客戶契合4品牌契合4財(cái)務(wù)契合4市場路徑The‘CommerciallyFit4SCA’mindsetshouldbeappliedacrossthekeybrandbuildingblocksCategoryVisionBrandVision&PositioningBrandStrategies(7Ps)SourcesofGrowthInnovationOpportunityAreasJobstobeDoneMarketClusterRoadmapBrand

P&LBrandArchitecture123498765FIT4CONSUMER/CUSTOMERFIT4BRANDFIT4FINANCIALFIT4ROUTETOMARKET“愛生雅4大商業(yè)契合”的理念應(yīng)適用于所有關(guān)鍵品牌構(gòu)建模塊

品類愿景品牌愿景與定位品牌戰(zhàn)略(7P)增長來源創(chuàng)新機(jī)會領(lǐng)域要做的工作市場集群路線圖品牌P&L品牌架構(gòu)123498765契合4消費(fèi)者/客戶契合4品牌契合4財(cái)務(wù)契合4市場路徑Callout思考Reflections反思Questions提問Process:Inyourtableteams,discussthequestionsbelowCollateyouranswersonthetemplateprovidedBereadytopresentbackOutput:HowwelldoesVindaalignwiththese“Fit4”dimensionsfromSCA?Whatarethebarrierstostrengtheningthis?Howcouldweaddressthebarriers?EXERCISE15minsGroupdiscussion5minsPresentationDiscussCommerciallyFit4SCAVinda流程：在小組中討論以下問題

使用提供的模板校對你的答案準(zhǔn)備陳述問題：維達(dá)在多大程度上符合愛生雅4大商業(yè)契合？強(qiáng)化這一理念的障礙是什么？我們?nèi)绾谓鉀Q這些障礙？練習(xí)15分鐘小組討論5分鐘陳述Discuss維達(dá)愛生雅4大商業(yè)契合Callout思考Reflections反思Questions提問CommerciallyFit4SCAVinda

維達(dá)愛生雅4大商業(yè)契合Break休息一下StrategicBrandManagement:TheRedThread戰(zhàn)略品牌管理：紅線Theredthread

紅線Understandthekeystrategicbrandbuildingblocksandhowtheyareinterlinked理解關(guān)鍵的戰(zhàn)略品牌構(gòu)建模塊及它們是如何相互聯(lián)系的Knowhowtochampionthis‘joined-up’thinking知道如何倡導(dǎo)這一“連結(jié)性”思維方式Objective目標(biāo)WehaveanSCABandModel.

ThiscapturessomefundamentalstrategicdecisionsthatguideexecutionalactivityWhodoesourBrandexistfor?Whatwillitstandfor?Whatistheessential,unifyinggluethatholdsitalltogether?Whatisthebrand’spurpose?Whydoesitexist?Whatgooddoesitseektocontributetosocietythroughitscorebusinessactivities?Whatemotional&rationalbenefitsdoesitoffer?Whatisitspersonality?SCABrandModel我們有一個愛生雅品牌模型。

它概括了一些指導(dǎo)可執(zhí)行活動的最基本戰(zhàn)略決策。我們的品牌為誰存在？它代表什么？使之緊密團(tuán)結(jié)的最本質(zhì)的、最統(tǒng)一的黏合劑是什么？品牌的目的是什么？它為什么存在？它打算通過其核心業(yè)務(wù)活動為社會帶來哪些益處？它具有的感性和理性優(yōu)點(diǎn)是什么？它的個性是什么？

愛生雅品牌模型Butthebrandmodeldoesnotprovide

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

stretchintonewcategories;whichgeographies)?Howwillitspositioninghelpuswincommercially?Howwillthebrandbestructured?Howwillwegrowthebrand?Whereshouldwefocusourresources?Forexample;40Strategic&CommercialBrandManagement這些品牌構(gòu)建模塊將引導(dǎo)我們做出正確的戰(zhàn)略品牌決策這個品牌將有多大（銷售、份額、利潤）？它涵蓋哪些領(lǐng)域（如品類細(xì)分市場、延伸至新的品類、地域分布如何）？它的定位如何幫助我們在商業(yè)上致勝？品牌的架構(gòu)如何？我們?nèi)绾螌?shí)現(xiàn)該品牌的增長？我們應(yīng)該將資源集中在何處？例如;41Strategic&CommercialBrandManagementThereare9essentialbrandbuildingblocksthatwillguideusinmakingtherightstrategicbranddecisionsCategoryVisionBrandVision&PositioningBrandArchitectureStrategyDeliveryBrandStrategies(7Ps)341275698SourcesofGrowthJobstobeDoneInnovationOpportunityAreasMarketClusterRoadmapBrand

P&L9個基本的品牌構(gòu)建模塊指導(dǎo)我們制定正確的戰(zhàn)略品牌決策品類愿景品牌愿景與定位品牌架構(gòu)戰(zhàn)略實(shí)現(xiàn)品牌戰(zhàn)略(7P)341275698增長來源要做的工作創(chuàng)新機(jī)會區(qū)域市場集群路線圖品牌P<hesebuildingblockssupport3essentialstrategicbrandmanagementtasksStep1Step2Step3MakeStrategicChoicesPlanDeploymentSetVision這些構(gòu)建模塊將為3個基本的戰(zhàn)略品牌管理任務(wù)提供支持

第1步第2步第3步戰(zhàn)略選擇規(guī)劃部署設(shè)定愿景Here’showtheyfitStep1Step3Step2SetVisionMakeStrategicChoicesPlanDeploymentLONG-TERMMEDIUMTOSHORT-TERMDELIVERYCategoryVisionBrandVision&PositioningBrandArchitectureBrandStrategiesJobsToBeDoneP&LMarketClusterRoadmapsLocalBrandPlanInnovationOpportunityAreasSourcesofGrowth第1步第3步第2步設(shè)定愿景戰(zhàn)略選擇規(guī)劃部署長期中短期實(shí)現(xiàn)品類愿景品牌愿景和定位品牌架構(gòu)品牌戰(zhàn)略要做的工作P&L市場集群路線圖本地品牌規(guī)劃創(chuàng)新機(jī)會領(lǐng)域增長來源這里介紹了它們是如何契合的

ConstantvisibilityofthefewsimplethingsthatdriveourbusinesseffortsandbuildbrandcohesionandconsistencyovertimeandacrosscountriesNomissioncreepNo“l(fā)ostin

translation”Thesameinsightfulcustomer-focusedthinkingdrivesbothourlongrangestrategicbrandplanningandshortertermbrandplanningandourdaytodaybrandexecution

Thebrandbuildingblocksneedtobelinkedto

providestrongstrategicjoinedupthinkingIt’saboutensuring:Clarityofwhodoeswhat;whoaddswhatvalue,andwhereNo

duplication

ofeffortNo

droppedballsStrategicdecisionsmadeinonefunctionareunderstood

andexecutedconsistentlyinotherfunctions無連接不暢始終牢記一些能夠在一段時間內(nèi)在各國推動我們的業(yè)務(wù)努力并建立品牌凝聚力和一致性的簡單事情無使命偏離無“轉(zhuǎn)化遺漏”相同的有見地的以客戶為中心的思維帶動我們的長期戰(zhàn)略品牌規(guī)劃和短期的品牌規(guī)劃以及日常品牌執(zhí)行這是為了確保：

明確誰做什么，誰增加什么價(jià)值，以及在哪里無重復(fù)勞動一個部門做出的戰(zhàn)略決策可以被其他部門理解和執(zhí)行品牌構(gòu)建模塊必須相互連接起來以產(chǎn)生強(qiáng)有力的戰(zhàn)略“連結(jié)性”思維方式Thereisareferenceguidetosupport

beingmorestrategic&commercialWhyuseit?TobuildyourunderstandingofThekeystrategicbrandbuildingblocksBeing‘Commerciallyfit4SCA’AsaquickreferenceorpromptAsacoachingtoolWhentouseit?Duringtheplanningprocess,strategydevelopment,innovation,activationetc.促進(jìn)戰(zhàn)略與商業(yè)化的參考指南為什么使用它？幫助你理解關(guān)鍵的戰(zhàn)略品牌構(gòu)建模塊’實(shí)現(xiàn)“愛生雅4大商業(yè)契合”作為一個快速參考或提示作為指導(dǎo)工具什么時候使用它？在進(jìn)行規(guī)劃、戰(zhàn)略開發(fā)、創(chuàng)新與活化活動等時TheReferenceGuideisbasedonSCA

bestpracticeMuchofthismaybefamiliar-becauseitisbasedonworkthatisbeingdoneacrossthedifferentcategoriesinSCAGoal:frompartofthetimeinpartsofSCA,toallofthetime,everywhereinSCAMorethink,lessink.Noprescriptiveformats.Focusisonunderlyingthinking,contentanddecision-making參考指南以愛生雅最佳實(shí)踐為基礎(chǔ)這里的許多內(nèi)容大家也許都很熟悉，因?yàn)樗鼈兪且晕覀冊趷凵挪煌奉愔兴龅墓ぷ鳛榛A(chǔ)的。目標(biāo)：從愛生雅的部分部門與部分時間到愛生雅的所有部門與所有時間多思考，少定型。沒有既定的規(guī)范格式。集中于潛在的思考、內(nèi)容與決策。最佳實(shí)踐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.品牌愿景和定位參考指南摘要目的品牌愿景：設(shè)定品牌的長期商業(yè)目標(biāo)品牌定位：設(shè)定品牌的長期資產(chǎn)目標(biāo)明確抓住品牌活動和品牌表達(dá)的總體、統(tǒng)一且面向未來的“戰(zhàn)略聯(lián)系”商業(yè)影響品牌愿景：確定品牌將來會如何發(fā)展（銷售、份額、利潤）？時間安排如何？品牌定位：清楚地表達(dá)我們希望我們的目標(biāo)受眾對我們的品牌有什么想法、感覺和信心，我們要建立什么樣的品牌資產(chǎn)以及它不同于替代品的區(qū)別在哪里明確在目標(biāo)消費(fèi)者生活中扮演的角色引導(dǎo)行動品牌愿景：品牌將在哪個領(lǐng)域取得勝利以及需要開發(fā)/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說所做的一切以及對象我們將提供什么樣的利益，以及如何驗(yàn)證它們良好的品牌愿景和定位推動我們對品牌做的每件事被每一個致力于它的人理解和展開定位不會在一段時間內(nèi)發(fā)生顯著變化（它是持久的）激發(fā)啟動團(tuán)隊(duì)在執(zhí)行中創(chuàng)造卓越ReferenceGuideextractWhentouseWhyCategorygrowthdriversWhatpartsofthecategorywillthisbrandplayin?(Considertargetaudience,competitivelandscape,categoryadjacencies)參考指南摘要品類增長驅(qū)動力這個品牌屬于該品類的哪個部分？（考慮目標(biāo)受眾、競爭格局、品類臨接）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?品牌戰(zhàn)略我們應(yīng)該部署什么戰(zhàn)略？

品牌愿景和定位我們的品牌適合用于哪里？它會成為什么樣子？關(guān)鍵的品牌營銷杠桿的指導(dǎo)策略是什么？我們將如何贏得勝利的關(guān)鍵戰(zhàn)略選擇是什么？這個品牌將有多大（銷售、份額、利潤）？它的目標(biāo)群體是誰？它代表了什么？有什么聯(lián)系？它會延伸到哪里？我們屬于什么品類？我們想要介入哪個部分以及用什么品牌資產(chǎn)？

我們和我們的客戶希望它如何發(fā)展？品類愿景品類環(huán)境是什么？如何將愿景、定位、戰(zhàn)略等轉(zhuǎn)化成一個品牌結(jié)構(gòu)？什么時候產(chǎn)生子品牌和變體需求？品牌架構(gòu)對品牌架構(gòu)有什么影響？

我們需要更好地定義和分享我們的目標(biāo)以及如何實(shí)現(xiàn)該目標(biāo)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市場集群路線圖正確的首次展示的重點(diǎn)是什么？創(chuàng)新機(jī)會區(qū)域我們的創(chuàng)新重點(diǎn)在哪里？優(yōu)先戰(zhàn)略創(chuàng)新平臺是什么？長期戰(zhàn)略重點(diǎn)是什么？品牌的增長來自哪里？（滲透、頻率、購買力）有哪些應(yīng)優(yōu)先把握的機(jī)遇？增長來源我們將如何發(fā)展我們的品牌？戰(zhàn)略機(jī)會/問題的根源是什么？所需的潛在可操作的行為變化是什么？要做的工作我們應(yīng)該關(guān)注哪些機(jī)會/問題？我們應(yīng)該在哪里展示我們的創(chuàng)新？

以什么順序？正確的品牌P&L形態(tài)是什么？收入、成本和利潤？什么是推動利潤的正確杠桿？品牌P&L正確的品牌P&L是什么？我們需要更好地定義和分享我們的目標(biāo)以及如何實(shí)現(xiàn)該目標(biāo)Thestrategicred

threadinaction實(shí)際運(yùn)用戰(zhàn)略紅線CATEGORYVISIONWhat’sthecategorycontext?What'sthecategoryweplayin?Whichpartsdowewanttoplayinwithwhatbrandassets?Howwouldwe&ourcustomerswantittoevolve?Categorydefinition:Brandassets:Growthdrivers:CarbonatedsoftdrinksCaloriereductionNaturalingredientsVariety/flavoursNewcategorysegmentsbasedonconsumerneedsLowcalorie/dietNaturalClarityonwheretodeploybrandassetstoaddressgrowthdrivers:LowcalorieSegmentFlavoursNatural??品類愿景品類環(huán)境是什么？我們的品類是什么？我們想用哪些品牌資產(chǎn)實(shí)現(xiàn)哪些品類愿景？我們及我們的客戶想要如何提升它？品類定義：品牌資產(chǎn)：增長驅(qū)動力：碳酸軟飲料低卡路里天然配料風(fēng)格各異/不同口味基于消費(fèi)者需求的新品類細(xì)分市場：低卡路里/健怡可樂天然可樂清楚在什么地方利用品牌資產(chǎn)解決增長驅(qū)動力：低卡路里細(xì)分市場不同口味天然??IncreasepenetrationGetWHO:

NondrinkersofCokewho:TodoWHAT:TryanewtypeofCoke

HOW:Throughproductinnovationdrivenbyrelevantconsumerneeds/trendsProductDietCokeCokeZeroCokeLife1.Areconcernedabouttheircalorieintake2.Wantalowcaloriedrink,butthinkdietCokeisforwomen/dieting3.Areconcernedabouttoomuchsugar&artificialadditivesBRANDSTRATEGIESSOURCESOFGROWTHJOBSTOBEDONEConnectingthebuildingblocks增加滲透想讓誰：不喝可口的人群，因?yàn)樗麄冏鍪裁矗簢L試新品種的可樂

怎么做：通過基于相關(guān)消費(fèi)者需求/趨勢的產(chǎn)品創(chuàng)新產(chǎn)品健怡可樂零度可樂CokeLife1.擔(dān)心攝入過多卡路里2.想喝低卡路里飲料，但認(rèn)為健怡可樂是給女性/節(jié)食者喝的3.擔(dān)心過多的糖分與人工添加劑品牌戰(zhàn)略增長來源要做的事情連接構(gòu)建模塊FrequencyoftransactionVendingMachineSelfserviceSodaFountainFridgesCan500mlResalablebottleConnectingthebuildingblocksPresenceProductTodoWHAT:DrinkmoreCoke

GetWHO:

ExistingCokedrinkersHOW:ByconsumingCokeoutsideofthehomeBRANDSTRATEGIESSOURCESOFGROWTHJOBSTOBEDONE交易頻率自動售貨機(jī)自助飲料機(jī)冷柜罐裝500ml可封口瓶裝連接構(gòu)建模塊消費(fèi)形式產(chǎn)品做什么：喝更多可樂

想要誰：現(xiàn)有可樂消費(fèi)者怎么做：在外消費(fèi)可樂品牌戰(zhàn)略增長來源要做的事情ValueoftransactionConnectingthebuildingblocksFridgePack6pack2LbottlePackagingGetWHO:

ExistingCokedrinkersTodoWHAT:BuymoreCokeateachshoppingoccasionHOW:ByconsumingmoreCokeinthehomeBRANDSTRATEGIESSOURCESOFGROWTHJOBSTOBEDONE交易價(jià)值連接構(gòu)建模塊迷你小瓶裝6瓶裝2L裝包裝想要誰：現(xiàn)有可樂消費(fèi)者做什么：每次購物時購買更多可樂怎么做：在家消費(fèi)更多可樂品牌戰(zhàn)略增長來源要做的事情CALLOUT:思考：Reflections反思Questions提問StrategicBrandManagement

戰(zhàn)略品牌管理Lunch午餐時間CategoryVision品類愿景

CategoryVisionWhat'sthecategoryweplayin?Whichpartsdowewanttoplayinwithwhatbrandassets?Howwouldwe&ourcustomerswantittoevolve?CATEGORYVISIONWhat’sthecategorycontext?PurposeActionitguidesBrandpositioningBrandinnovationstrategy&plansChannel/Routetomarketstrategies&plansSCABrandgrowthplans/CustomerPrivateLabelgrowthplansQuantifiescategoryscaleDefinescategorygrowthdriversIdentifiesgrowthopportunitiesFocusesresourcesonrightgrowthleversCommercialimpact品類愿景我們的品類是什么？我們想用哪些品牌資產(chǎn)實(shí)現(xiàn)哪些品類愿景？我們及我們的客戶想要如何提升它？品類愿景品類愿景的環(huán)境是什么？目的行動指南品牌定位品牌創(chuàng)新戰(zhàn)略和計(jì)劃市場渠道/路徑戰(zhàn)略和計(jì)劃愛生雅品牌增長計(jì)劃/客戶自有品牌增長計(jì)劃量化品類規(guī)模定義品類增長驅(qū)動力確定增長機(jī)遇將資源用在正確的增長杠桿上商業(yè)影響Paintsaclearpictureofthefuturethat’s

compelling&stretching繪制一幅具有說服力與延伸性的未來藍(lán)圖Definesgrowthdriversthatcanbeusedin

anymarket定義可以用于任何市場的增長驅(qū)動力Excitesregional/localteams&customers

whenitisdiscussedwiththem與區(qū)域/當(dāng)?shù)貓F(tuán)隊(duì)及客戶討論時，引起他們的興趣AGoodCategoryVision

良好的品類愿景CategorystrategyWhylookfromacategoryperspective?Growingthetotalcategorygivesusabiggeropportunitytogrowourownbusinessratherthansimplywinningsharefromourcompetitors.Byidentifyingcategorygrowthinitiativesclearlyandimplementingourplansquickly,wewillgrowourshareoftheenlargedcategoryaswewinadisproportionateamountofthecategorygrowth.A

GrowingshareB

GrowingcategoryExistingSCAbusinessNewSCAbusiness品類戰(zhàn)略為什么要從品類的角度來看？增長整個品類比簡單從競爭對手那里贏得市場份額更能增長我們自己的業(yè)務(wù)。通過清楚確定品類增長計(jì)劃和快速執(zhí)行我們的計(jì)劃，我們會在贏得品類增長不成比例的數(shù)額時增加我們擴(kuò)展品類的市場份額。A增長份額B

增長品類愛生雅現(xiàn)有業(yè)務(wù)愛生雅新業(yè)務(wù)What’sinthecategory?

品類里有什么？Disposablenoseandfacecleaning鼻部與面部的一次性清潔品Facialtissues面巾紙F(tuán)lannel法蘭絨巾SoapandWater肥皂與水ClothHandkerchiefs手帕HouseholdTowel家用毛巾Napkins衛(wèi)生巾Make-upremover卸妝品Medicalbalms藥膏Mirrors鏡子Coreproducts核心產(chǎn)品Substitutes替代品Associated關(guān)聯(lián)產(chǎn)品Cosmetictissues化妝紙巾Wetwipes濕紙巾Teatowels擦干巾Sleeves袖套HandMoisturizers護(hù)手霜Boxholder盒架Cottonpads棉墊HandSanitizer洗手液Toilettissue手紙NoseBalms鼻膏Cottonwool棉絨Babywipes嬰兒擦拭紙Towels毛巾Coldandflutreatments感冒處理Hayfevertreatments花粉癥處理Sunglasses太陽鏡Scarves圍巾Hankies(OTG)手帕紙（外帶）Hankies(box)手帕紙（盒裝）CategorySourcesofGrowth

品類增長來源CategoryGrowthDrivers

品類增長驅(qū)動力Project1項(xiàng)目1Project2項(xiàng)目2Project3項(xiàng)目3442402040430230420MapprojectstoCategoryDrivers

將項(xiàng)目與品類驅(qū)動力匹配Sustainability可持續(xù)性Scoreyourinitiativevseachofthedriverstoassesshowwellaligneditiswiththem按照與各個驅(qū)動力的匹配度，給你的計(jì)劃打分Useascorerangeof0-4where0=nolink;4=100%aligned使用0-4分打分，0

=完全沒聯(lián)系，4

=

100%符合Thescopeofanend-to-endcategoryvisiondefinitionandimplementationisbroadCategoryDefinitionandSegmentationBrandPlansInnovationPlansCategoryGrowthDriversCategoryStrategyChannelVisionCustomerStrategyFormat1VisionFormat2VisionKeyAccountPlanKeyAccountPlanKeyAccountPlanStrategicandCommercialBrandManagement端對端品類愿景定義與執(zhí)行的范圍非常廣泛品類定義與細(xì)分品牌計(jì)劃創(chuàng)新計(jì)劃品類增長驅(qū)動力品類戰(zhàn)略渠道愿景客戶戰(zhàn)略愿景1愿景2關(guān)鍵客戶計(jì)劃關(guān)鍵客戶計(jì)劃關(guān)鍵客戶計(jì)劃StrategicandCommercialBrandManagement1.CategoryVisionPurposeDefinesthecategoryweareplayingin,andhowwewishtoseeitevolveforthemutualbenefitofSCAanditscustomersandconsumersDefineshowandwhereweplayinthisevolvingcategory,andwherewewillhaveanadvantageIdentifiesbrandand/orprivatelabelassetswewilluseCommercialImpactDefinesthedriversofgrowthinthecategoryDetermineshowtoexploitgrowthopportunities(sourcesofgrowth)Quantifiescategoryscaleandgrowth;providesacompellingviewforthefutureCanenableretailcustomerinterestFocusesmarketing,R&DandsalesresourcesonrightgrowthleversWhatActionitGuidesBrandpositioning(iteratively)Brandinnovationstrategy&plansChannel/Routetomarketstrategies&plansSCABrandgrowthplans/CustomerPrivateLabelgrowthplansAGoodCategoryVisionPaintsaclearpictureoffuturethat’s

compellingandstretchingDefinesgrowthdriversthatcanbeusedin

anymarket(whenprioritisedandadaptedlocally)Excitesregional/localteamsandcustomers

whenitisdiscussedwiththemStrategicandCommercialBrandManagement1、品類愿景目的明確我們所屬的品類，以及我們希望看到它如何為了愛生雅及其客戶和消費(fèi)者的共同利益而發(fā)展明確我們在這一不斷發(fā)展的品類中如何發(fā)展和從哪些方面發(fā)展，以及我們將在哪些方面取得優(yōu)勢確定我們將使用什么品牌和/或自有品牌資產(chǎn)商業(yè)影響明確品類的增長驅(qū)動力確定如何利用增長機(jī)會（增長來源）量化品類規(guī)模和增長，為未來提供了一個令人信服的觀點(diǎn)能夠?qū)崿F(xiàn)零售客戶利益重視正確增長杠桿的營銷、研發(fā)和銷售資源引導(dǎo)行動品牌定位（反復(fù)）品牌創(chuàng)新戰(zhàn)略與計(jì)劃市場策略及計(jì)劃渠道/路徑愛生雅品牌增長計(jì)劃/客戶自有品牌發(fā)展計(jì)劃良好的品類愿景描繪出一幅未來的清晰畫卷，引人注目、不斷延伸明確能夠用于任何市場的增長驅(qū)動力（當(dāng)本地優(yōu)先并適用時）在討論中激發(fā)區(qū)域/本地團(tuán)隊(duì)和客戶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