促进汽油零售业的增长(1)

FUELINGGROWTHINPETRO-RETAILINGTHECONSUMERIMPERATIVE2A.T.KEARNEYIntroductionWithgrowingcompetitionandderegulation,therulesofthegameinthepetroleumretailingindustryinIndiawillundergosomemajorchangesinthenextfewyears.TherevolutionintheIndiantelecomsectorisarecentexampleoftheimpactoffreemarketdynamicsonthestructureoftheindustryandonthestrategiesofvariousplayers.DeregulationofthepetroleumretailingsectorinIndiawillundoubtedlyleadtoasimilarbattleformarketshare,withnewplayersattemptingtogainsharefromcurrentincumbents.Thiswillexertadownwardpressureonprofitmarginsandforceindustryplayerstoadapttheirorganizationsandstrategy.Tosucceedinthisenvironment,thetwokeyquestionsare:Howcantheindustryprepareforthechange?WhatwillbethemosteffectivestrategiesforpetroleumretailersinIndiainthemediumterm?ToexplorethestrategicoptionsforpetroleumretailersinIndia,A.T.Kearneyhasconductedastudyofsuccessfulstrategiesadoptedbypetroleummarketingcompaniesworldwide,anddrawnlessonsrelevanttotheIndianenvironment.Thefindingsclearlydemonstratethevaluetobegainedfromadoptingaconsumer-centricapproachandinbuildingastrongbrandequity.FromouranalysisoftheIndianmarket,webelievethatthereisanopportunityforpetroleumretailersinIndiatodevelopdifferentiatedvaluepropositionsthatwillboosttheirrevenuesandimprovecompetitivenessandprofitabilityinthenewmarketeconomy.Inthisstudy,wehaveidentifiedkeyimperativesforsuccessfulpetroleumretailingintheIndiansubcontinentandsuggestedsomestrategicalternatives.Figure1:ShiftinthedemandcurveleadstoincreasedrevenuesCommodityPricePremiumP1P2StrongBrandVolumePremiumVolumeV1V2aaPriceStrongbrandsdriverevenuegrowthIntimesofincreasedcompetition,firmsoftenadoptstrategiesaimedeitheratincreasingcostcompetitivenessoratgrowingrevenues.A.T.Kearney’sworkacrossindustriesgloballyhasshownthatingrowthmarkets,themajorimperativeshouldberevenueenhancementthroughprofitableshareandmarketgrowthTodriverevenuegrowth,petroleumretailerswillhavetoeitherattractnewconsumersorincreasetheirshareoftheexistingconsumers’wallet.Creatingastrongbrandequitywillbekeytoachievingtheseobjectives,consistentlyandprofitably.Empiricalevidenceshowsthatstrongbrandsaddperceivedvaluewhichcancommandapriceand/orvolumepremiumbydifferentiatingfromcommodityproducts.Source:A.T.Kearney3A.T.KEARNEYInthispaperweshallfocusonthetwomostcriticalinitialstepsofthe7-stepapproachtofacilitatethedevelopmentofstrongconsumerbrands.1.Knowyourconsumer2.BuildtheofferAmongconsumersinIndiatoday,brandrecognitionanddifferentiationofexistingpetroleumretailersiscurrentlylow.Webelievethatthispresentsapotentialopportunitytonewplayersaswellasexistingcompaniestoadoptadifferentiatedconsumer-focusedstrategycenteredaroundbuildingastrongpetroleumretailbrand.Step1:KnowyourconsumerTodevelopastrongbrandandproductproposition,akeyimperativeistounderstandyourtargetconsumers’psyche,behaviourandneeds.Segmentationisapowerfultooltohelpmarketersidentifythemostprofitableconsumersegmentsandtodevelopanofferwhichfulfilstheirneedsbetterthancompetition.Psychographicsegmentationismoreoftenusedtodaythantraditionaldemographicmeasures,asitcapturesbetterthekeybehavioursandunderlyingattitudinaldrivers.Manysuccessfulglobalpetroleumbrandshaveuseddetailedpsychographicsegmentationasthefoundationofbuildingstrongbrands.Figure2:A.T.KearneybrandbuildingmethodologyIdentifytheopportunityKnowyourconsumerBuildtheofferBuildthebrandidentityExecutethebrandstrategyAligntheorganisationMonitorandreviewperformanceForexample,MobilsplittheU.S.petroleumconsumerpopulationintofivepsychographicsegments–Priceshoppers,Homebodies,RoadWarriors,TrueBluesandGenerationF3(fig.3).Researchshowedthatthelatterthreesegmentshadhighpurchasefrequencyandlowpricesensitivityandwerethereforeidentifiedasthemostprofitabletargetsegments.Mobil’smarketingstrategywasthenbuiltaroundtheseconsumersegments.Figure3:ConsumerSegmentationofU.S.petroleumbuyers:MobilTrueBlues●M/F●Stationloyal●CashGenerationF3●Fuel,food,fast●M/F25yearsRoadWarriors●Middle-agedmen●Highmileage●PremiumPriceShoppers●Alldemographics●RegularHomebodies●Femalesw/children●Localstation16%25%18%20%21%Source:A.T.KearneySource:A.T.Kearney4A.T.KEARNEYSimilarly,adetailedpsychographicsegmentationwasdevelopedbyA.T.KearneyforaleadingOilandGasCompanyinCanadaasthebasisfortheirnationalmarketingstrategy.TheirValuePropositionwasbuiltonsatisfyingthecommonemotionalandrationalneedsoftheconsumersegmentswhichwereidentifiedasthemostattractive.ConsumersegmentsidentifiedbyleadingOilandGascompanyinCanadaFoodandFuelerCharacteristics:•Liketohavefun,areinitiatorsandarehighlymobile•Liketothinktheycanmakeadifference;haveenthusiasmfortheenvironmentTimeBenderCharacteristics:•Busy,talkativeandfriendly•Averageinterestintheenvironment,veryinterestedinlife’s“people”experiencesGreenConnoisseurCharacteristics:•Willingtopayapremiumforquality,loyalwhenhooked•CarestronglyabouttheenvironmentandwillshopenvironmentalCleverCarLoverCharacteristics:•Funloving,innovators,enjoynewthings•SiteaestheticsimportantTherelativeattractivenessofeachconsumersegmentareusuallyevaluatedagain