杜邦市場(chǎng)營(yíng)銷出類拔萃

1、DuPont Marketing Excellence 杜邦市場(chǎng)營(yíng)銷出類拔萃,SMP2.0是杜邦市場(chǎng)營(yíng)銷出類拔萃的動(dòng)力,杜邦 科學(xué)的奇跡,營(yíng)銷為何很重要，怎樣才能做得好？,“The purpose of business is to create and keep a customer, the business enterprise has two and only two basic functions: in

2、novation and marketing. Marketing and innovation produce results; all the rest are costs. Marketing is a distinguishing, unique function of the business”- Peter Drucker商業(yè)的目的是創(chuàng)造客戶并留住客戶，企業(yè)有且僅有兩個(gè)基本職能，它們就是創(chuàng)新和營(yíng)銷。創(chuàng)新和營(yíng)銷產(chǎn)生

3、效益，其他都只是成本。營(yíng)銷在整個(gè)業(yè)務(wù)具有顯著而獨(dú)特的職能 —彼得 德魯克,,2011年2月11日 僅供杜邦內(nèi)部使用,Simple definition of “Market” 市場(chǎng)的簡(jiǎn)單定義,A market is the space where buyers and sellers exchange value…市場(chǎng)是買方和賣方交換價(jià)值的場(chǎng)所,Seller

4、,Buyer,,為合伙投資而交換價(jià)值,出價(jià),賣方,買方,回應(yīng),營(yíng)銷管理策略,競(jìng)爭(zhēng)戰(zhàn)略,營(yíng)銷組合策略,市場(chǎng)細(xì)分與定位,營(yíng)銷戰(zhàn)略,營(yíng)銷分析,營(yíng)銷理念,促銷策略,渠道策略,價(jià)格策略,產(chǎn)品策略,市場(chǎng)運(yùn)行分析,競(jìng)爭(zhēng)者分析,購(gòu)買者分析,營(yíng)銷環(huán)境分析,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,營(yíng)銷管理框架,3：建立目標(biāo)和制定營(yíng)銷計(jì)劃,2.1 Segment細(xì)分2.2 Target目標(biāo),2.3 Develo

5、p Value Proposition開發(fā)價(jià)值定位2.4 Position定位2.5 Create Marketing Strategy創(chuàng)造市場(chǎng)營(yíng)銷策略,2：細(xì)分、目標(biāo)和定位,SMP 2.0 Framework SMP 2.0 框架,Insights: Examine market situation to identifyrelevant market opportunities and issues洞察：檢查市場(chǎng)情況來定位相關(guān)

6、的市場(chǎng)機(jī)會(huì)和問題1.1Analyze Trends and Influences分析趨勢(shì)和影響1.2Assess Business Situation Using5Cs Analysis使用5C分析方法了解業(yè)務(wù)狀況1.3Compile and Prioritize Key Issues, Opportunities and I-Wish-I-Knew搜集并優(yōu)先考慮關(guān)鍵問題、機(jī)會(huì)和我想要了解的方方面面。,Plan: Tra

7、nslate strategic objectives to marketing goals and develop the 4-P marketing plan計(jì)劃：將戰(zhàn)略目標(biāo)細(xì)化為營(yíng)銷目標(biāo)，并制定4P營(yíng)銷計(jì)劃。3.1Set Goals for the Annual Plan 制定年度計(jì)劃目標(biāo)3.2Identify Key Initiatives for the Coming Year確定來年的關(guān)鍵舉措3.3Develo

8、p the 4-P Tactics制定4P戰(zhàn)術(shù)3.4 Draft and Align the Annual Marketing Plan起草并調(diào)整年度營(yíng)銷計(jì)劃,Execution: Implement marketing activities, support sales and link to other functions執(zhí)行：實(shí)施營(yíng)銷活動(dòng)，支持銷售并提供鏈接到其它功能的服務(wù)。4.1Implement Marketing

9、Activities實(shí)施營(yíng)銷活動(dòng)4.2Support Sales支持銷售4.3Link to Other Functions鏈接到其它功能,Management: Measure performance and track progress of the strategy and plan管理：對(duì)績(jī)效進(jìn)行評(píng)測(cè)，并跟蹤戰(zhàn)略和計(jì)劃的進(jìn)度。5.1Construct a Control Plan & Dashboard制

10、定一項(xiàng)控制計(jì)劃和控制板5.2Measure & Report Performance Against Plan根據(jù)計(jì)劃測(cè)評(píng)并報(bào)告績(jī)效情況 5.3 Adjust Implementation Plans and ActionsAs Needed根據(jù)需要調(diào)整執(zhí)行計(jì)劃和行動(dòng),1：進(jìn)入市場(chǎng),5：管理績(jī)效,4：執(zhí)行營(yíng)銷計(jì)劃,STAGE 1 – Assess the MarketSTEP 1.1 – Analyze Trends

11、 and Influences,階段1-評(píng)定市場(chǎng) 步驟1.1-分析趨勢(shì)和影響,Trends Analysis 趨勢(shì)分析,Want to be electronic hub in living room,Want to be electronic hub in living room,GE公司在辨識(shí)并善加利用生態(tài)意識(shí)的趨勢(shì)方面走在市場(chǎng)的前面,蘋果影響以互聯(lián)網(wǎng)為基礎(chǔ)的音樂業(yè)務(wù)從而改變音樂世界,Identifying Trends 鑒定趨勢(shì)

12、,,Want to be electronic hub in living room,“我滑向冰球?qū)⑷ブ?，而不是它已在之?” –韋恩·格雷茨基,政治變化,經(jīng)濟(jì)變化,機(jī)會(huì),社會(huì)變化,技術(shù)變化,Identifying Trends (cont’d)鑒定趨勢(shì)（續(xù)）,Political政治的爭(zhēng)執(zhí)與威脅的增長(zhǎng)的

13、數(shù)目和多樣性地方利益團(tuán)體,非政府組及其他非選舉產(chǎn)生的實(shí)體的出現(xiàn)Economics經(jīng)濟(jì)貿(mào)易全球化發(fā)達(dá)國(guó)家中經(jīng)濟(jì)力量的集中Technology技術(shù)導(dǎo)致知識(shí)全球化的信息的自由流動(dòng),社會(huì)變革發(fā)達(dá)國(guó)家中老齡化人口持續(xù)增長(zhǎng)的世界人口日益壯大的中產(chǎn)階層人口在發(fā)展中國(guó)家?guī)淼目芍涫杖朐黾哟笠?guī)模的城市化發(fā)達(dá)國(guó)家中個(gè)人對(duì)健康應(yīng)負(fù)的個(gè)人責(zé)任文化的全球化關(guān)系親近的人群的激增窘迫的家庭及不同或迥異的家庭結(jié)構(gòu)對(duì)環(huán)境及生活方式的持續(xù)性

14、的關(guān)切,Examples of Macro Trends 大趨勢(shì)的實(shí)例,STAGE 1 – Assess the MarketSTEP 1.2 – Assess Business Situation using5 C’s Analysis,階段1-評(píng)定市場(chǎng) 步驟1.2-利用5C分析評(píng)定商業(yè)趨勢(shì),STAGE 1 – Assess the MarketSTEP 1.2 – 5 C’s Analysis – Value Chain,階

15、段1-評(píng)定市場(chǎng) 步驟1.2-5C分析-價(jià)值鏈,價(jià)值鏈?zhǔn)且贿B串的行動(dòng),用以描述產(chǎn)品或服務(wù)的運(yùn)行、信息以及資金的流動(dòng)；資金的流動(dòng)是基本投入經(jīng)過一系列的增值步驟而變成一系列的產(chǎn)品的過程一個(gè)公司或者一個(gè)公司網(wǎng)能夠完成這些事物這些事物是把原材料提供給終端用戶時(shí)必須遞送產(chǎn)品或提供服務(wù)的獲得價(jià)值的機(jī)會(huì)常常是一步到位，超越了你最近的價(jià)值鏈伙伴,原材料供應(yīng)商,原件制造商,最終產(chǎn)品制造商,消費(fèi)者,最終的用戶,Value Chain Analysis

16、價(jià)值鏈分析,Typical Value Chain Stakeholders,鑒別主要價(jià)值鏈利益共享者在他們雙方或多方之間鑒別主要產(chǎn)品或服務(wù)的流轉(zhuǎn),Value Chain Stakeholders and Product Flows價(jià)值鏈利益共享者及產(chǎn)品流動(dòng),典型的價(jià)值鏈利益共享者,STAGE 1 – Assess the MarketSTEP 1.2 – 5 C’s Analysis – Category (Market/Ind

17、ustry),階段1-評(píng)定市場(chǎng) 步驟1.2-5C分析-部門(市場(chǎng)/產(chǎn)業(yè)),問題的宗旨與目標(biāo)/機(jī)遇的識(shí)別,,“戰(zhàn)略的精髓是選擇什么不該做.”- 邁克爾 波特,市場(chǎng)投資組合分析準(zhǔn)則,市場(chǎng)吸引力,高,低,競(jìng)爭(zhēng)的能力,大賺,探索,忽略,收獲,高,低,Industry Structure Model – Porter Analysis產(chǎn)業(yè)結(jié)果模式-波特分析,,Workbook,產(chǎn)業(yè)結(jié)構(gòu)分析 - 波特的5力模型,Sources of Buy

18、er Power:Few large buyersConsumers buy a standard product – low switching costsCredible backward integration threatPurchasing skill,Sources of Buyer Power:Few large buyersConsumers buy a standard product – low swit

19、ching costsCredible backward integration threatPurchasing skill,外在是影響強(qiáng)度:管理的社會(huì)的技術(shù)的全球化的經(jīng)濟(jì)的,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,NOTE:注意低強(qiáng)度 = 高動(dòng)力高強(qiáng)度 = 低動(dòng)力,,促成替代的

20、因素:未滿足/不夠滿足的需求改進(jìn)的性能外力技術(shù)變更,供應(yīng)者的力之源:供應(yīng)者寡,買主多替代品少供應(yīng)者的產(chǎn)品對(duì)對(duì)手來說是急需的選項(xiàng)之間的相當(dāng)高的改換成本可信的進(jìn)步整合威脅,買方的勢(shì)力之源:少有大買主用戶購(gòu)買標(biāo)準(zhǔn)產(chǎn)品—調(diào)配費(fèi)用低有效的落后整合威脅購(gòu)買技巧,促成新進(jìn)入的因素高增長(zhǎng) /高利潤(rùn)產(chǎn)業(yè)缺乏區(qū)分低技術(shù)基礎(chǔ)低資源 / 低資本需求低報(bào)復(fù)威脅協(xié)同配合,競(jìng)爭(zhēng)對(duì)抗的強(qiáng)度:眾多/ 穩(wěn)定的對(duì)手對(duì)壘頭腦清醒的領(lǐng)導(dǎo)者

21、退出障礙價(jià)格競(jìng)爭(zhēng)的程度才能的利用鑒別,競(jìng)爭(zhēng)者的力量是競(jìng)爭(zhēng)強(qiáng)度的反面,如何制定“交通信號(hào)燈圖”,,,Green,,,代替的低風(fēng)險(xiǎn),新加入者的低危險(xiǎn),低供應(yīng)者的權(quán)力,低買方權(quán)力,競(jìng)爭(zhēng)對(duì)口型低或者權(quán)力大,外來影響（好或壞）的低強(qiáng)度等級(jí),吸引力 / 有力可圖的市場(chǎng)經(jīng)濟(jì),有利的 / 有益的競(jìng)爭(zhēng)地位,,綠色 = 前進(jìn), 良好,,順利,,前進(jìn),,權(quán)力變更:,(將來的5-10年),,,,,,,,,,,,,,Yellow,,,資本市場(chǎng)經(jīng)濟(jì)的成本,

22、普通競(jìng)爭(zhēng)地位,,黃色 = 當(dāng)心,,中性的,,當(dāng)心,,Red,,,代替的高危險(xiǎn),新進(jìn)入者的高危險(xiǎn),高供應(yīng)者的權(quán)力,高買方的權(quán)力,激烈的競(jìng)爭(zhēng)對(duì)抗或降低的權(quán)力,外來影響因素（好或者壞）的高強(qiáng)度等級(jí),不吸引人的 / 無利益的 市場(chǎng)經(jīng)濟(jì),不利的 / 無利益的競(jìng)爭(zhēng)地位,,紅色 = 停止, 不好,,不利,,停止,對(duì)已知需求的多選項(xiàng)解決方案,對(duì)已知需求很少或遠(yuǎn)比不上解決方案,STAGE 1 – Assess the MarketSTEP 1.2 –

23、5 C’s Analysis – Customer,階段1-評(píng)定市場(chǎng) 步驟1.2-5C分析-市場(chǎng),,,e.g. feeling safe and secure,e.g. Superior braking performance,e.g. anti-locking brakes,,實(shí)現(xiàn)發(fā)展之路依賴消費(fèi)者的遠(yuǎn)見卓識(shí),情緒的優(yōu)勢(shì),功能上的優(yōu)勢(shì),產(chǎn)品的性能,例如，感到安全放心,例如：高制動(dòng)性能,例如：防抱死制動(dòng)器,,總而言之,一次銷售并

24、不會(huì)告訴我們消費(fèi)者為何買進(jìn),他們是否滿意,他們是否忠實(shí)于我們,或者他們?nèi)绾巍笨创蔽覀兓蛘呶覀兲峁┑漠a(chǎn)品,一個(gè)計(jì)算機(jī)/軟件(系統(tǒng))供應(yīng)商的事例We were selling:我們出售Components; They were buying applications in use部件

25、 他們購(gòu)買正在使用的應(yīng)用程序A fast transaction; They wanted a stable relationship一筆很快成交的交易 他們享有一個(gè)穩(wěn)定的關(guān)系Product solution:They wanted to upgrade work processes產(chǎn)品的解決方案

26、 他們想提交工作進(jìn)程Reasonable price; They wanted to be relieved of the burden ofhaving to learn about product/solution change合理的價(jià)格 他們想擺脫不得不了解產(chǎn)品/解決方案變更的負(fù)擔(dān)Work effic

27、iencies; They wanted to be able to deliver higher value to 工作效率their customers 他們想讓他們的消費(fèi)者獲得更高的價(jià)值,,,,,,我們出售的東西不一定是他們?cè)谫I的東西,,獲取市場(chǎng)和消費(fèi)者的信息,Analysis of:分析內(nèi)容Custo

28、mer Metrics – “Who Buys?”消費(fèi)者指標(biāo)-”誰在買進(jìn)?”Usage and Awareness – “What do they Buy?”習(xí)慣和覺察-”他們買進(jìn)什么?”Buying Behavior – “How do they Buy?”買進(jìn)的行為-”他們?cè)鯓淤I?”Hierarchy of Needs – “Why do they Buy?”需求的等級(jí)-”他們?yōu)楹钨?gòu)買?”,什么是消費(fèi)者分析的成分?,,

29、深入消費(fèi)者組織了解多重需求層次弄明確消費(fèi)者價(jià)值的源頭,了解他們的需求比對(duì)他們自己的了解更好,對(duì)現(xiàn)有的數(shù)據(jù)庫(kù)保持見解使用該數(shù)據(jù)庫(kù)以便形成一個(gè)豐富的STP過程,對(duì)消費(fèi)者的持續(xù)了解,收集基本的消費(fèi)者資料研究誰買進(jìn)及如何賣進(jìn),與你的消費(fèi)者花費(fèi)有效的時(shí)間,,消費(fèi)者分析的結(jié)論,STAGE 1 – Assess the Market STEP 1.2 – 5 C’s Analysis – Competitive,階段1-進(jìn)入市場(chǎng)

30、 步驟1.2-5 C分析-競(jìng)爭(zhēng),,,,“知己知彼，百戰(zhàn)百勝”“不知彼而知己，一勝一負(fù)”“不知彼不知己，每戰(zhàn)必?cái)　?”– 孫子,要了解自己的一切，必須了解他人 –奧斯卡· 王爾德,Why is Analysis Important?為何競(jìng)爭(zhēng)對(duì)手分析非常重要？,Competitor Analysis Steps and Tools對(duì)競(jìng)爭(zhēng)對(duì)手的分析步驟和工具,Direct competitors直接競(jìng)爭(zhēng)對(duì)手有類似的資

31、源可能有不同的動(dòng)機(jī)采用非常相似的競(jìng)爭(zhēng)策略進(jìn)入市場(chǎng)Indirect competitors間接競(jìng)爭(zhēng)對(duì)手可能有也有可能沒有類似的資源 可能有不同的動(dòng)機(jī)采用非常相似的競(jìng)爭(zhēng)策略進(jìn)入市場(chǎng)Therefore understanding strategic intent is critical…因此，理解戰(zhàn)略意圖是關(guān)鍵,Want to be electronic hub in living room,Sony 索尼PlayStat

32、ion,Microsoft微軟X-Box,,,Nintendo任天堂Wii Pure Gamer,Want to be electronic hub in living room在客廳擁有電子樞紐,Direct and Indirect Competitors 直接和間接競(jìng)爭(zhēng)者,,,,,Using a SWOT,Workbook,A Competitor’s SWOT,,Competitive Response Modeli

33、ng 競(jìng)爭(zhēng)反應(yīng)建模,擊敗競(jìng)爭(zhēng)對(duì)手，獲得更多的客戶,,了解他們的資源基礎(chǔ)和他們的SWOT角色扮演，假設(shè)他們將如何嘗試打敗你,如你的競(jìng)爭(zhēng)對(duì)手一般思考,集成和綜合正在進(jìn)行的數(shù)據(jù)以清晰預(yù)測(cè)行為模式保持對(duì)正在進(jìn)行的數(shù)據(jù)庫(kù)的洞察力,不斷向你的競(jìng)爭(zhēng)對(duì)手學(xué)習(xí),,收集基本的有關(guān)競(jìng)爭(zhēng)的數(shù)據(jù)研究競(jìng)爭(zhēng)對(duì)手的行動(dòng)和反應(yīng),傾聽你的競(jìng)爭(zhēng)對(duì)手,Competitor Analysis Conclusions 競(jìng)爭(zhēng)對(duì)手的分析結(jié)論,STAGE 1 – ASSESS

34、THE MARKETSTEP 1.2 – 5 C’S ANALYSIS – COMPANY,階段1-進(jìn)入市場(chǎng) 步驟1.2-5 C分析-企業(yè),,企業(yè)分析包括評(píng)價(jià)企業(yè)向主目標(biāo)邁進(jìn)的表現(xiàn)評(píng)估企業(yè)的資產(chǎn)和能力組織評(píng)估-其結(jié)構(gòu)，系統(tǒng)，文化，人員,以便做出決定（例如） 產(chǎn)品/市場(chǎng)的成功或失敗產(chǎn)品和客戶的盈利能力資產(chǎn)和能力的差距/潛能組織文化變革的需求執(zhí)行行為缺陷和杠桿點(diǎn),What is a Company (Intern

35、al) Analysis?什么是企業(yè)（內(nèi)部）分析？,Analysis Questions 分析問題,Our Own Organization: Assessing Our Performance我們自己的組織：績(jī)效評(píng)估,我們表現(xiàn)的最強(qiáng)點(diǎn)和最弱點(diǎn)在哪里?過去三年的趨勢(shì)線是怎樣走勢(shì)的?我們達(dá)到或超越我們的目標(biāo)到何種程度?如果沒有,那么這個(gè)差距有多大?我們的表現(xiàn)如何啟用或抑制我們現(xiàn)有的及潛在的營(yíng)銷策略?我們的表現(xiàn)與我們最強(qiáng)勁的對(duì)手

36、相比怎樣?,STAGE 1 – Assess the MarketSTEP 1.3 – Compile and Prioritize Key Issues, Opportunities, and I-Wish-I-Knew’s,階段1-進(jìn)入市場(chǎng) 步驟1.3-5 收集和優(yōu)先考慮的關(guān)鍵問題，機(jī)會(huì)和我希望我知道的,Key Issues/Opportunities 關(guān)鍵問題/機(jī)會(huì),關(guān)鍵的機(jī)會(huì)提供市場(chǎng)營(yíng)銷策略審議的關(guān)鍵投入關(guān)鍵的問題代表在市

37、場(chǎng)營(yíng)銷策略替代品開發(fā)和評(píng)估時(shí),必須加以解決的課題,I-Wish-I-Knew’s (IWIKs) 我希望我知道的(IWIKs),我希望我知道的(IWIKs)是一個(gè)重要的學(xué)習(xí)需求的聲明1.知道你所不知道的…有價(jià)值的2.帶有學(xué)習(xí)計(jì)劃的學(xué)習(xí)型組織的基礎(chǔ),SMP 2.0 Framework SMP 2.0 框架,Insights: Examine market situation to identifyrelevant market op

38、portunities and issues洞察：檢查市場(chǎng)情況來定位相關(guān)的市場(chǎng)機(jī)會(huì)和問題1.1Analyze Trends and Influences分析趨勢(shì)和影響1.2Assess Business Situation Using5Cs Analysis使用5C分析方法了解業(yè)務(wù)狀況1.3Compile and Prioritize Key Issues, Opportunities and I-Wish-I-Knew

39、搜集并優(yōu)先考慮關(guān)鍵問題、機(jī)會(huì)和我想要了解的方方面面。,Plan: Translate strategic objectives to marketing goals and develop the 4-P marketing plan計(jì)劃：將戰(zhàn)略目標(biāo)細(xì)化為營(yíng)銷目標(biāo)，并制定4P營(yíng)銷計(jì)劃。3.1Set Goals for the Annual Plan 制定年度計(jì)劃目標(biāo)3.2Identify Key Initiatives for

40、 the Coming Year確定來年的關(guān)鍵舉措3.3Develop the 4-P Tactics制定4P戰(zhàn)術(shù)3.4 Draft and Align the Annual Marketing Plan起草并調(diào)整年度營(yíng)銷計(jì)劃,Execution: Implement marketing activities, support sales and link to other functions執(zhí)行：實(shí)施營(yíng)銷活動(dòng)，支持銷售并提供鏈

41、接到其它功能的服務(wù)。4.1Implement Marketing Activities實(shí)施營(yíng)銷活動(dòng)4.2Support Sales支持銷售4.3Link to Other Functions鏈接到其它功能,Management: Measure performance and track progress of the strategy and plan管理：對(duì)表現(xiàn)進(jìn)行評(píng)測(cè)，并跟蹤戰(zhàn)略和計(jì)劃的進(jìn)度。5.1Construct

42、 a Control Plan & Dashboard制定一項(xiàng)控制計(jì)劃和進(jìn)度表5.2Measure & Report Performance Against Plan根據(jù)計(jì)劃測(cè)評(píng)并報(bào)告表現(xiàn)情況 5.3 Adjust Implementation Plans and ActionsAs Needed根據(jù)需要調(diào)整執(zhí)行計(jì)劃和行動(dòng),2.1 Segment細(xì)分2.2 Target目標(biāo),2.3 開發(fā)價(jià)值主張2.4 定位

43、2.5 創(chuàng)造營(yíng)銷策略,,1：進(jìn)入市場(chǎng),5：管理表現(xiàn),3：建立目標(biāo)和制定營(yíng)銷計(jì)劃,4：執(zhí)行營(yíng)銷計(jì)劃,The Principles of Segmentation appears in two places in the SMP Framework細(xì)分的原則出現(xiàn)在SMP框架的兩個(gè)地方,Identifying Target Markets確定目標(biāo)市場(chǎng),Source: Institute for the Study of Business

44、 Markets,尤里卡!新客戶的喪失之谷!,What Is Segmentation?什么是細(xì)分?,Segmentation is the process of breaking a larger group into smaller groups that have similar characteristics;細(xì)分是指將一個(gè)較大組打破,將其中具有類似特質(zhì)的物(人)分為許多小組 Highly similar within eac

45、h smaller group, but每個(gè)小團(tuán)體內(nèi)高度相似,但是 Different between groups組與組之間存在差異,,相關(guān)的6西格瑪概念是“分層”即“組內(nèi)的差異最大限度的少，組間的差異最大限度的大”,Segmentation – Segments Must Be (SMART) to be Effective市場(chǎng)細(xì)分——細(xì)分必須采用SMART才能有效率,Measurable可測(cè)的,Actionable可采取

46、行動(dòng)的,Substantial大量的,Relevant有關(guān)的,Variables used to define segments should strongly discriminate among customers in terms of what they want, need, and value 用于定義細(xì)分的變量應(yīng)在客戶的所想，需求和價(jià)值之間找出巨大的差異,Specific segments must be reach

47、able through targeted media and distribution channels 特定的細(xì)分必須可通過有針對(duì)性的媒體和分銷渠道所獲得,Segments must be large and profitable enough to make the investment in serving them worthwhile細(xì)分必須要足夠大，足夠有利可圖才能值得為其投資,The firm should be a

48、ble to create customized offerings for the segments企業(yè)可以根據(jù)細(xì)分創(chuàng)造出定制的銷售產(chǎn)品,Targetable可命中目標(biāo)的,Segments must be defined in terms of observable/measurable characteristics – you should be able to “count noses”細(xì)分必須被定義為具有可觀測(cè)/可測(cè)量

49、的特征—你應(yīng)該可以“清點(diǎn)數(shù)目”,Source: Mohan Sawhney, Kellogg School, Northwestern University,市場(chǎng)優(yōu)先或者細(xì)分著眼于整個(gè)市場(chǎng)，次級(jí)市場(chǎng)作為一個(gè)群體，假定市場(chǎng)內(nèi)所有的顧客都有類似的需求通常根據(jù)觀測(cè)到的信息提供一個(gè)對(duì)市場(chǎng)的原始的大型的透視圖片關(guān)鍵是決定在何處進(jìn)行競(jìng)爭(zhēng)消費(fèi)者細(xì)分著眼于市場(chǎng)內(nèi)的個(gè)別客戶的需求，其是用于識(shí)別具有共同需要，價(jià)值觀等的消費(fèi)者群體.通常根

50、據(jù)客戶的意見根據(jù)客戶的具體和可衡量的的需要。關(guān)鍵在于決定如何競(jìng)爭(zhēng),Segmentation Appears in Two Places In the SMP Framework市場(chǎng)細(xì)分出現(xiàn)SMP框架的兩個(gè)地方,Selected Illustrations and Examples 選定的圖表和范例,,,Typical Format - “Value vs. Fit” or “Value vs. Ability to Compe

51、te”典型的格式 - “價(jià)值對(duì)適合”或“價(jià)值對(duì)競(jìng)爭(zhēng)的能力”,,,,競(jìng)爭(zhēng)的能力,1,低,高,低,高,2,3,6,7,5,8,4,符合業(yè)務(wù)的能力,或者,,市場(chǎng)吸引力,Where Markets Fall in this Framework Suggests Treatment Strategy市場(chǎng)在框架中何處跌落暗示著治療策略,Strategies Based on Boston Consulting Research 以波士頓咨詢公司

52、研究為基礎(chǔ)的戰(zhàn)略,市場(chǎng)吸引力,高,低,競(jìng)爭(zhēng)的能力,大賺,探索,忽略,收獲,高,低,A Quick Customer Segmentation Example一個(gè)快速的客戶細(xì)分例子,Another useful Analysis is the comparison of Importance to Performance另一個(gè)有用的分析是進(jìn)行重要性與性能的對(duì)比,重要性/杜邦的性能 (群集2),重要性,產(chǎn)品性能,產(chǎn)品保修,供應(yīng)

53、管理工作的可靠性,客戶的支持度,易用性,價(jià)格,產(chǎn)品線的廣度,Summary 小結(jié),Segmentation 市場(chǎng)細(xì)分Is a foundational concept in the Strategic Marketing Process是戰(zhàn)略營(yíng)銷過程中的基本概念I(lǐng)s the process that allows you to identifies groups of highly similar customers (and t

54、heir needs) for which the Value Proposition and Marketing Mix are crafted是一個(gè)允許您標(biāo)識(shí)由價(jià)值主張和營(yíng)銷組合精心打造的高度相似的客戶群體（以及他們的需求）Provides valuable insights for strategy development and execution, e.g., product offering, service level

55、, channel, etc, which in turn can lead to better results提供為戰(zhàn)略的制定和執(zhí)行有價(jià)值的見解，例如，產(chǎn)品的供應(yīng)，服務(wù)的水平，渠道等，這反過來又可以帶來更好的結(jié)果Follows the principle “SMART”- Substantial, Measureable, Actionable, Relevant, and Targetable遵照“SMART”原則——大量的，

56、可測(cè)的，可采取行動(dòng)的，有關(guān)的和可命中目標(biāo)的Has two typical processes- Market Segmentation based on observable characteristics and Customer Segmentation based on VOC有兩種典型的過程——依據(jù)觀測(cè)到的特點(diǎn)的市場(chǎng)細(xì)分和依據(jù)VOC的消費(fèi)者細(xì)分Draws on various approaches for Custome

57、r Segmentation, ranging from basic analysis to more sophisticated Trade off analysis such as Conjoint利用各種手段進(jìn)行顧客細(xì)分，包括從基本的分析到更復(fù)雜的權(quán)衡分析，例如聯(lián)合分析,3：建立目標(biāo)和制定營(yíng)銷計(jì)劃,2.1 Segment細(xì)分2.2 Target目標(biāo),2.3 Develop Value Proposition開發(fā)價(jià)值定位2.4

58、 Position定位2.5 Create Marketing Strategy創(chuàng)造市場(chǎng)營(yíng)銷策略,2：細(xì)分、目標(biāo)和定位,SMP 2.0 Framework SMP 2.0 框架,Insights: Examine market situation to identifyrelevant market opportunities and issues洞察：檢查市場(chǎng)情況來定位相關(guān)的市場(chǎng)機(jī)會(huì)和問題1.1Analyze Trends

59、and Influences分析趨勢(shì)和影響1.2Assess Business Situation Using5Cs Analysis使用5C分析方法了解業(yè)務(wù)狀況1.3Compile and Prioritize Key Issues, Opportunities and I-Wish-I-Knew搜集并優(yōu)先考慮關(guān)鍵問題、機(jī)會(huì)和我想要了解的方方面面。,Plan: Translate strategic objectives t

60、o marketing goals and develop the 4-P marketing plan計(jì)劃：將戰(zhàn)略目標(biāo)細(xì)化為營(yíng)銷目標(biāo)，并制定4P營(yíng)銷計(jì)劃。3.1Set Goals for the Annual Plan 制定年度計(jì)劃目標(biāo)3.2Identify Key Initiatives for the Coming Year確定來年的關(guān)鍵舉措3.3Develop the 4-P Tactics制定4P戰(zhàn)術(shù)3.4

61、Draft and Align the Annual Marketing Plan起草并調(diào)整年度營(yíng)銷計(jì)劃,Execution: Implement marketing activities, support sales and link to other functions執(zhí)行：實(shí)施營(yíng)銷活動(dòng)，支持銷售并提供鏈接到其它功能的服務(wù)。4.1Implement Marketing Activities實(shí)施營(yíng)銷活動(dòng)4.2Support

62、Sales支持銷售4.3Link to Other Functions鏈接到其它功能,Management: Measure performance and track progress of the strategy and plan管理：對(duì)績(jī)效進(jìn)行評(píng)測(cè)，并跟蹤戰(zhàn)略和計(jì)劃的進(jìn)度。5.1Construct a Control Plan & Dashboard制定一項(xiàng)控制計(jì)劃和控制板5.2Measure &

63、 Report Performance Against Plan根據(jù)計(jì)劃測(cè)評(píng)并報(bào)告績(jī)效情況 5.3 Adjust Implementation Plans and ActionsAs Needed根據(jù)需要調(diào)整執(zhí)行計(jì)劃和行動(dòng),,1：進(jìn)入市場(chǎng),5：管理績(jī)效,4：執(zhí)行營(yíng)銷計(jì)劃,The Value Proposition is the process of applying the understanding of a target ma

64、rket’s needs to determine how best to provide value to that segment; and articulating the uniqueness of a solution, and why customers should buy from DuPont價(jià)值主張是指運(yùn)用對(duì)目標(biāo)市場(chǎng)需求的理解從而確定如何向細(xì)分提供最好的價(jià)值，并且提出獨(dú)特的解決方案，以及為何讓客戶選擇購(gòu)買杜邦,A

65、Simple Value Proposition 一個(gè)簡(jiǎn)單的價(jià)值主張,,漫畫,Definition of a Value Proposition價(jià)值主張的定義,“The compelling promise, with the desired set of product deliverables and experiences, that an offering provides to a defined target audien

66、ce that outweighs its total perceived cost while being differentiated from available alternatives and supported by reasons to believe.”所需的交付使用的產(chǎn)品和經(jīng)驗(yàn)帶有吸引力的承諾，其商品會(huì)提供給一個(gè)特定的目標(biāo)對(duì)象，同時(shí),超過了整個(gè)可感知的成本，并且區(qū)別于已有的替代品，并有理由相信與得到支持.,Sour

67、ce: Mohan Sawhney PhDKellogg School of Management,出處:美穆罕﹒梭尼凱洛格商學(xué)院,,,,,,,My Product我的產(chǎn)品,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,More Sales更多的銷售額,Greater Differentiation更大的差異化,Reduce Errors減少差錯(cuò),Cut Cycles減少流通環(huán)節(jié),Cut Capital降低

68、資本占用,Cut Costs減少成本,Product Functionality產(chǎn)品功能,Purchasing Agent代理采購(gòu),Engineer工程師,Plant Manager生產(chǎn)經(jīng)理,Business Manager商務(wù)經(jīng)理,Function Head產(chǎn)品功能部門,C-level ExecutiveC級(jí)執(zhí)行機(jī)構(gòu),We tend to focus in this “l(fā)ittle box”…..在這個(gè)“小格子”中我們想強(qiáng)調(diào)什么…