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1TCLMarketingTraining2TCL集团市场营销培训3ManagingProductLinesManagingBrandPortfoliosChannelSelectionandPolicyPositioningBrandsTheMarketDrivenCompany4产品线管理品牌组合管理渠道选择和策略品牌定位市场导向型公司5TCLMarketingTraining•Interactive,consultativetraining•Oursuccesswillbemeasuredby:–OurActionPlansandactions–Aplantoimprovechannelperformanceandbrandpositioningfortheairconditioningbusiness–Aplantopositionthetelevisionbusinessforhighendmarkets,andaplanforimplementingproductlinechanges•Thesearefirststeps6TCL营销培训•互动、顾问型培训•我们将获得如下成功:–我们的行动计划和行动–改善空调业务“渠道状况”及“品牌定位”的计划–“在高端市场定位电视业务的计划”及“相关产品线改造计划”•以上是第一阶段的步骤7SituationOverview-AirConditioning•AnewbusinessforTCL•Currentchannelslacksalescapacitytosupportgrowthobjectives•Qualityproblemsineachproductline•QuestionsabouttheextendabilityoftheTCLcorporatebrandintotheproductcategory8整体状况——空调•是TCL的新业务•现有销售渠道缺乏实现增长目标的销售能力•各产品线的质量问题•将TCL品牌延伸至空调业务的一些问题9SituationOverview-Television•Needstorepositionforthehighendmarket•Needtointroducetheconsumer’svoiceintoproductlineplanning•Needtocommunicatethebrandandproductlinepositionsmoreeffectivelythroughthechannels10整体状况–电视•需要在高端市场重新定位•需要将消费者的意见融入产品线的规划•需要在分销渠道中更好地传播品牌、产品线定位11SituationOverview-SalesCompany•Marketingintelligenceroleneedstobestructuredandclarified•Needsacommonmarketinglanguagetospeakwithproductdivisionsfor:–Implementationandsupportofchannelplanningandpolicies–Supportofproductintroductionsandlocalpromotionalstrategies–LeveragingmaximumvaluefromTCLstoresandcurrentchannelrelationships12整体状况–销售公司•需要构建系统的市场营销竞争智能体系•需要统一的营销沟通方式来描述各产品业务：–“渠道规划、策略”的执行和支持–“产品引入”和“本地促销战略”的支持–从“TCL店”和“现有渠道”的关系中获取最大价值13OurChallenges•Becomemoremarketandconsumerdriven•MakethebestuseofTCLbrandequity•Learnhowtousesub-brandsmoreeffectivelytoreachspecificmarketsandtargetconsumersegments•Aligncomplexproductlinestodocumentedconsumerneedsandwants•Improvechannelselectionandpolicydevelopmentprocessandbecomeapreferredsupplierforstrategicchannelpartners•Useconsumerdatatoimprovetheaccuracyandefficiencyofthenewproductintroductionprocess14我们的挑战•进一步以市场和顾客为导向。•最大限度地利用TCL的品牌权益。•学习通过使用“子品牌”来更有效地将业务延伸至特定市场和特定目标消费者群体。•使产品线与消费者的需求相一致。•改善“渠道选择”及“策略设计”过程，并且争取成为“战略性渠道伙伴”的首选供应商。•通过消费者资料来改善新品推广过程的准确性和有效性。15TheMarketDrivenCompany16市场导向型公司17BuildingaMarketDrivenCompany•VisionandLeadership•Marketmonitoringandinformation•Practicesandprocesses18建立市场导向型公司•战略眼光和领导能力•市场监控和信息•实践和步骤19VisionandLeadership•Strongmarketingvisionsgettheirenergyfromtop-levelcommitment–Changethecompany’spositioninthevaluechain:AndyGrove-“IntelInside”–Channelinnovation:JeffBezos-Amazon.com–Brandexcitement:RichardBranson–Qualityandservicecommitment:ZhangRuimin-Haier–Moveclosertothecustomer:LouGerstner-IBMGlobalServices20战略眼光和领导能力•从高度承诺来获得动力–改变企业在价值链中的位置：AndyGrove-“内置Intel”–渠道创新-Amazon.com–品牌刺激：RichardBranson–质量和服务承诺：海尔-张瑞敏–接近消费者：LouGerstner-IBM的全球服务21MarketingVision:WhatProfitModelWillYouFollow?Yourchosenmarketingvisionmustsupportthecompany’sgrossprofitandmarginalprofitgoals.•Thereare14differentprofitmodels•Leadershiproleistoassesshigh-levelcompetitiveadvantagesanddisadvantages,topositionthecompanyinthemarketplace,and...•Committheresourcesappropriateforyourchosenfocus22营销视角：您将遵循何种盈利模式？您所选择的营销模式必须能支持公司的总利润和边际利润目标。•14种不同的盈利模式•领导的角色是，评估高层次竞争性的有利与不利之处，在市场上为公司进行定位，等等。•为您所选择的策略提供营销资源23ProfitModels1.Winthroughcustomerretentionandloyalty:knowingthecustomer,creatingasolution,anddeepeningtherelationship(Marlboro;SouthwestAirlines)2.Winthroughdifferentiatingamassmarketproductline:buildingsilver,goldandplatinumversionsoftheproduct(Kodak)3.Winthroughmakingprofitsondifferentcomponents(Gillette;Kodak)4.Winthroughinnovation(3M)5.Winthroughcopyingtheinnovator(Avis;Canon)24盈利模式1.通过客户的持续购买和客户忠诚而得胜：了解客户，提供解决方案，加深与客户的关系（万宝路；肯德基）。2.通过区分大众市场的产品线而得胜：建立不同等级的产品——银卡、金卡及白金卡（中国银行，长城卡）。3.通过不同的产品组件得胜（吉列；柯达）4.通过创新得胜（3M）。5.通过仿制创新者得胜（艾维斯；佳能）。25ProfitModels6.Winthroughdevelopingandproliferatingblockbusters(Disney;Dupont;Pfizer)7.Winthroughnichespecializationandnicheinnovation(Wrigleygum)8.Winthroughdevelopingthelargestinstalledbaseandbecomingthestandard(Microsoft)9.Winthroughtransformingyourpositioninthevaluechain(Intel)26盈利模式6.通过发展和推广具有轰动效应的产品得胜（迪斯尼；杜邦；辉瑞制药）。7.通过对利基市场进行专业化和创新而得胜（箭牌口香糖）。8.通过开发最大的安装基础、成为行业标准而得胜（微软）。9.通过改变在价值链中的定位而得胜（英特尔）。27ProfitModels10.Winthroughearningthelargestmarketshareormassbrand(McDonalds)11.Winthroughchannelproliferationandubiquity(CocaCola)12.Winthroughleveragingthelongestlearningandexperienceinyourindustry(TexasInstruments)13.Winthroughpriceorvalueleadership(WalMart-brandsforlessmoney;Lexus-luxuryforlessmoneythanaMercedesBenz)14.Winthroughchannelleadershipandinnovation(Kraft;Amazon.com)28盈利模式10.通过攫取最大的市场份额或塑造大众品牌而得胜（麦当劳）。11.通过广拓渠道、渗入各地市场而得胜（可口可乐）。12.通过整合本行业最广博的学识与经验而得胜（德州仪器）。13.通过在价格和价值上的领导地位而得胜（沃尔玛—以平实价格购买知名品牌；凌志轿车—豪华，而且比奔驰车便宜）。14.通过渠道领袖地位而得胜（卡夫，亚马逊书店）。29MarketingDirectionsinHomeAppliancesandElectronics•Marketingneedsdrivenbyfallingprices,cost-cuttingandconsolidation–Moreconsumerfocus–Moreemphasisonlifestylesandunderstandingproductuse•Re-definingbusinesses:Whirlpoolledtheway,othersarefollowing–Qualityoflifesolutions–“Insteadofsellingwashingmachines,we’re