Trade marketing orientation 如何开展渠道行销部的工作

1什么是渠道行销?WhatisTradeMarketing?2TM:EvolutionIntegratedSales&MarketingFunctionSmallCompany/TurnoverUnsophisticated/undevelopedcustomerrelationshipsLowComplexitySmallcustomerbaseMarketingMoresophisticatedorlargerbrandportfolioSalesOneofthelargestsupplierstoourcustomersenablesdevelopmentofrelationshipSalesHighcomplexitySophisticatedtraderelationshipsKeyAccountFocusFormalCatManprojectsMarketingPowerBrandsLargeBrandscapableofgrowingwholecategoriesTradeMarketingSynergiesacrossbrands&customersmanagedbyTMfunctionLowComplexityHighComplexitySmallBrandPowerBrandsSpecialisationleadstomorecomplexityTMdevelopment-backgroundTMDefinitionEvolution3ManageIndividualLogisticsProvideSalesSupportMaterialSupplyInformationAdministerandMonitorBudgetsFirefightLogisticsIssuesServiceProvideTradeFeedbackOnNeedsInterpretMarketResearchDateAndProvideDirectionalAdviceCommunicationofCategory/BrandPlansToSalesInFunctionalFormatEvaluatePromotionsProvideBusinessAnalysisProduceGenericAndKeyCustomerPlanogramsAdvisoryDesignAccountSpecificActivityDevelopQualityNPDExecutionMethodologyControlandAllocateSalesSupportFundingFormulateMerchandisingStrategiesShortTermTacticalPlanningDevelopSystemsStrategyPivotalRoleInForecastingCategory/BrandVolumeManagementPlanningInfluenceMedium/LongTermCompanyStrategySetChannel/CustomerObjectivesandStrategies&FacilitateBusinessDashboardDiscussionsTrackChannel/Customer'sCategoryStrategiesViaIn-StoreActivityAndDiscussionOwntheCommercialPropositionforallNPDInitiativesLeadCompany'sECRInitiativesStrategicAPivotalRoleInBusinessProcessEvolutionaryDevelopment4MarketingManagementAccountManagementCategoryManagementCategoryAssessmentCategoryOpportunityAnalysisCategoryMasterPlanCategoryBudgetConsumerResearchNPD/EPD-Strategy(Concept,Product,Packaging,Copy,Media,P&L)CopyStrategyCopyPlanningMediaStrategyMediaPlanningStrategicAllianceStrategy&PlanningPOPDevelopmentTradeMarketingManagementSalesAssessment(Market,Category4P&Channel/Customer)SalesOpportunityValidation(Market,Category4P&Channel/Customer)SalesPlan-Category4PBusinessDevelopmentPlansSalesMasterPlanSalesReview-Category4PLocalConsumerBuyingBehaviourResearch(MMM,CBS,In-StoreTesting)CatTool4P'sBestPracticeImplementationPromotionEvaluationNPD/EPD-LocalPlanningNPD/EPD-MasterSalesPresentation(Incl.Pricing,Distr.,PlacementTargets)NPD/EPD-Tracking/Follow-upTradeSpendAllocationRecommendationAccountManagementSalesPlan-Channel/CustomerBusinessDevelopmentPlansDetailedChannel/CustomerActionPlanningCommercialTerms&ConditionsSalesPlanning&ForecastingDay-to-DayChannel/CustomerManagementSalesReview-Channel/CustomersNPD/EPD-Channlised/CustomisedSalesPresentationNPD/EPD-Channel/CustomerNegotiationsPromotionPlanningExecutionDistribution,Assortment&PlanogramExecutionPricingExecutionTradeSpendManagement(STORM)TradeMarketingManagementResponsibleInputResponsibilitiesInform5SalesDevelopmentManagerChannelAnalysisRegionalTMTrade-MarketingManagerTrade-MarketingManagerMEASUREMENTS•NTS•FORECASTACCURACY•MARKETSHARE•BRANDCONTRIBUTION•TRADESPEND•SALESPROMOTIONSPENDRegionaltradedevelopmentModern-tradeDevelopmentWHLDevelopmentRetailCensusSurveyRetailMonitorchanneldevelopmentDistributionImprovement6I.为什么要成立渠道行销部I.渠道的演变II.销量和利润增长的需求II.渠道行销部的工作职责I.制定渠道策略II.制定分销策略III.制定陈列标准IV.促销活动的计划,实施监控及评估V.渠道费用控制VI.协助制定需求计划议程7议程(续)III.渠道行销部的业绩考核指标III.销售指标达成IV.渠道费用控制V.渠道计划执行监控VI.销售预估准确率VII.流程执行与控制IV.课堂实践：渠道计划的制订V.渠道行销部与相关部门的工作关系VI.渠道行销部内部的工作流程简介8AnnualAnnualGrowthGrowth200120022003(%)200120022003(%)DEFINDEDNATIONALCITIES+TOWNSTotalFMCGHandlers4,280,2014,648,6164,642,3550%32,83936,19338,4596%100%100%100%100%100%100%Hyper/Supermarkets14,67328,11440,37544%7,1149,48011,20218%0.3%0.6%0.9%21.7%26.2%29.1%Grocery+Kiosk3,001,8413,247,0973,214,610-1%23,25924,00124,3822%70.1%69.9%69.2%70.8%66.3%63.4%OtherFMCGHandlers1,263,6861,373,4051,387,3702%2,4662,7132,8766%29.5%29.5%29.9%7.5%7.5%7.5%MillionRMBNumberofOutletsMonthlyFMCGSalesFMCGRetailMarketStructurebyShopTypeACNielsenDefinedNational(City&Town)AC尼尔森定义的全国（城市+城镇）FMCGStoreCounts9…各渠道承担不同的战略角色,公司必须针对各渠道制定不同的策略经销商----销量的贡献者----铺点的提供者----利润的贡献者量贩店和超市----销量的贡献者----产品形象的加强者批发渠道----销量的贡献者----铺点的传递者其他零售商----销量的贡献者----铺点的接受者10公司内部销量和利润增长,要求有专门的部门在对渠道深入研究的基础上制定分销,陈列,促销计划策略及费用投入计划(1/2)销量增长新产品提高客户产能提高分销覆盖客户满意度供应链效率分销标准渠道覆盖地域覆盖陈列标准促销有效性品项满足率客户记分卡快速上架单据准确销量增长驱动因素11公司内部销量和利润增长,要求有专门的部门在对渠道深入研究的基础上制定分销,陈列,促销计划策略及费用投入计划(2/2)利润增长交易条件合理化降低渠道费用人员执行能力减少退货降低仓储,配送成本利润增长驱动因素加快回款12渠道行销部是什么?渠道行销部是渠道的专家.渠道行销部是联系市场部和销售部的桥梁.渠道行销部的核心功能是有效的转化品牌策略成为可执行的,基于渠道和客户的需要的策略性计划.13渠道行销部成立前后的对比对公司决策层提供生意方面的决策依据整合销售部和市场部的沟通节省费用，提高销售增加品牌在渠道中的知名度提高客户满意度。。。前后14渠道行销部的核心职责充分了解渠道/客户的需要和期望按照品牌的市场策略和目标设定基于渠道和客户的陈列/分销/促销策略和计划在渠道管理中有效地提高效率和效益与其它部门紧密协作销售计划,使之精准.通过安排渠道费用有效的提高渠道和客户的产能发展并有效执行渠道行销部的各项流程，通过有效的流程管理达到良好的生意结果制定分区域和分渠道的分销,陈列和促销计划渠道预算制定和修订，控制渠道费用监控渠道活动的执行协助制定销售预估并分配销售指标15渠道行销部的核心职责-提高分销效率通过销售人员的覆盖和渠道的覆盖提高加权铺点率.通过分销标准的执行优化产品的店内分销发展和执行新产品分销策略提高新品上架速度郊县开发计划以品类和渠道为基础的分销计划16渠道行销部的核心职责-改善陈列提高零售终端业绩按照品牌和品类陈列目标执行陈列标准以提高店内陈列表现加强额外陈列活动通过品类管理增加陈列份额以品类和渠道为基础的陈列计划品类管理项目开展店内陈列材料开发17渠道行销部的核心职责-计