传播渠道计划(共51页).ppt

1、CCP is part of ABC OK?Review of key components of CCP processPractical issues relating to CCPTo Stimulate the Growth of Unilever Brands1. Inputs2. Communications plan3. Creative development5. Values & Personality6. Reasons to Believe4. Benefits7. Discriminator8. Essence3. Insight1. CompetitiveEn

2、vironment2. TargetTo Develop Competitive Edge in the Way we Manage Communication ChannelsABC meant to bringVital disciplineStep change in thinking - investment not cost4 Billion US DollarsUnilever want a better return on that investmentFinal piece in the jigsaw of the ABC launchDirectly aligned with

3、 key strategic thrusts-Brand focus-Reconnect with the consumer-SimplificationUNILEVERSenior MarketersMedia ManagersDraft Marketing Plan- budget forecasts- long term planningFinal Marketing PlanMedia BriefingCreative DevelopmentDraft Media PlanFinal Media PlanAgencyInvolvementDraft Marketing Plan- bu

4、dget forecasts- long term planningFinal Marketing PlanDraft Communication Channel PlanCreative DevelopmentFinal Communication PlanAgencyInvolvementTies investment to specific business objectivesForces difficult decisions on prioritiesProduces integrated brand planFramework for evaluation1998: % Prod

5、ucing / Receiving Communication Plan for all brandsUnilever 70Agency 332001: % Brands for which Communication Plans are mandatoryUnilever 100 Agency 100This is not Rocket Science!1234 DeliverableSteps Inputs Identify Potential Activities Prepare Budget Outline Prioritised Activities, Budget Recommen

6、dations and Timings Greater Brand FocusPlanned activities must be consistent with brand strategy and business objectivesBudget must be sufficient to support brand marketing activitiesTop Down (Strategic)Preliminary Brand BudgetPreliminary Brand BudgetSoftware developedAIM (Advertising Investment Mea

7、sure)Top DownSoftware developedMAC (Marketing Activity Costing)Agreed Brand BudgetActivity BudgetPreliminary Brand BudgetReconcileRevise brand budget or activitiesAgreed Brand Budget (Traditional Channels)ProductionCostsAgency FeesNon-traditionalChannelsGross Brand Budget Evaluate and Select Channel

8、sRecommended Channel SelectionBy ActivitySpecify Target AudienceFor each activity: Set Measurable Marketing ObjectivesTranslate into MeasurableCommunication ObjectivesAll Consumers are not equalReaching the right ones will make our investment more effectiveAvoid attacking our own brandsTargeting is

9、increasingly possiblePersilComfortSurfDomestosJifHouseholdsBrand Revenue21%75%31%78%4%47%19%62%12%49%PeopleProfit 70%45%-15%19%66%15%Sales 52%48%HeavyLightNonGo beyond demographicsConsumer PanelBrand Health Monitor (Brandz)3DTGI/Media IndexTrackingProprietary researchAnything else?Marketing Activity

10、Governed by the Business ObjectivesMeasurable Marketing ObjectivesThe desired marketplace effect of the Marketing Activityon the consumerMeasurable Communication ObjectivesThe desired effect of the communication on the consumers to achieve the Marketing ObjectivePrecisePreciseQuantifiablePreciseQuan

11、tifiable Time-Related5. Values & Personality6. Reasons to Believe4. Benefits7. Discriminator8. Essence3. Insight1. CompetitiveEnvironment2. TargetBenefitsValuesReasons to BelieveKeyBenefitBrandAwarenessCommunicationObjective (1)CommunicationObjective (2)RepeatPurchasePenetration+(Trial)Marketing

12、ActivityMarketingObjective (1)MarketingObjective (2)LaunchRepeatPurchaseMaintenanceRe-trialKeyBenefitBrandValuesGo to one of the four phasesStart ABACUSConsolidate Phase 2 Recommendations For Each Activity into Total Brand Plan and Adjust Draft Communication PlanReview Individual Channel Plan Propos

13、als (incl.creative proposals) Adjust and Reassemble Plan Detailed Communication Plan Covering All Brand Activities Theoretically, a very clear processCommon sensePotential is very goodHowever, operational issues.Left to own devicesNo guidance on customisationUK Centric - Lack of required data in Asi

14、aAIM - replaced by Old AIMData requirements extensiveMAC - put on holdAbacus - wait and see!Global roll out in 3/4 weeksClear procedure, but very rushedAsian cascade end of MayPhase 1 meant to be finished end JuneBack to the software issueBeneficial to be included earlier in process, butMany, many m

15、eetings to attendParalysis by analysisBrand managers off-loading more work onto agency?Senior managers sometimes do not trust strategic ability of brand managersReduced empowermentUndermines working of core teamLack of clarity on teamwork approachWho does what?Agencies left to drive process forwardN

16、ew staff - no CCP trainingseen as just another processLong term planningAIM guidelines ask for 3 year share target for brandUnilever review financially each quarterFinancial procedures need to take account of CCP thinkingCCP regional cascade not include Brand AgenciesP1 focussed on budget setting - Media agency biasedKnowledge imbalance should even out over timeVery good in theoryGreat potentialPerhaps too much too soonNew process, responsibilities,