消费者研究品牌Introduction and Buying Process.pptx

confidential consumer customermarketstrainingmodule1 introductionandbuyingprocess march 2006shanghai ccm module1agenda introductionwelcomeandagendaintroductiontomarketingstrategyandm2c introductiontogrowthpath andcaseexamplebuyingprocessoverviewofbuyingprocessidentifyingstagesandbehaviorsbuyingprocessquantificationbehaviorevaluation objectiveswrap upmarketresearchintroductiontoresearchatmonitorconclusion feedback 9 00 9 20 9 20 9 50 11 00 11 45 11 45 1 30 1 30 1 45 2 35 2 45 1 45 2 35 3 00 4 00 includesworkinglunch 9 50 10 50 10minutebreak 15minutebreak 4 00 4 30 introductions namegroupcompanyfavoritebrandofmints welcome generalmarketingknowledge thelingotobearticulatewithclientsunderstandingofthecontextofgrowthpath onahigherleveldetailedcoverageofthecriticalelementsofgrowthpath youarelikelytouseinyourcasework buyingprocessactionsegmentation consumerportrait understandingofqualitativeandquantitativeresearchtechniquesinthecontextofsolvinggrowthpath challengessenseforhowgrowthpath canbecustomizedtosolvedifferentmarketingproblemsandsuitdifferentclientsituations needsawareness butnotadetailedoverview ofactivationstrategiesandthebrandsuiteunderstandingofhowthegrowthpath worksitefitsintotheday to dayworkwhenengagedonanm2c projectanenvironmenttoallowafirstpassattheapplicationanduseoftheonlinetoolsina safe environmentknowledgeofwheretogoforadditionalhelp thiscourseisdesignedtogiveyou ccm module1agenda introductionwelcomeandagendaintroductiontomarketingstrategyandm2c introductiontogrowthpath andcaseexamplebuyingprocessoverviewofbuyingprocessidentifyingstagesandbehaviorsbuyingprocessquantificationbehaviorevaluation objectiveswrap upmarketresearchintroductiontoresearchatmonitorconclusion feedback 9 00 9 20 9 20 9 50 11 00 11 45 11 45 1 30 1 30 1 45 2 35 2 45 1 45 2 35 3 00 4 00 4 00 4 30 includesworkinglunch 9 50 10 50 10minutebreak 15minutebreak whatismarketing whatismarketingstrategy take2 3minutesandwritedownadefinitionofmarketingand ormarketingstrategy whatismarketing whatismarketingstrategy marketingstrategy r dstrategy financialstrategy manufacturingstrategy businessstrategies increasingfocusoncosts increasingfocusontoplinerevenue operationsstrategy prioritizationofprojectstobalanceportfoliobyrisk rewardprofiles debtandequitymanagementprojectevaluationandfunding outsourcingversusin housewarehousing supplychaindesigndeliverylogistics locationofplantsplantsizeplantdesigncostreduction marketingstrategyandotherbusinessstrategies selectmarketstoservedevelop deliver andcommunicatevaluetomarkets howwillwewininchosenmarkets whatmanagementsystemsarerequired whatareourgoalsandaspirations whatcapabilitiesmustbeinplacetowin wherewillweplay choicesinthemarket keyfocusofmarketingstrategy cascadingchoicesofbusinessstrategy marketingjargonthemarketingmixor4ps choosingthewaytoservetargetcustomersthatcreatesmeaningfulandcompellingexperiencesdifferentfromcompetitorsatwhichtheorganizationwillexcel place promotion price product valueproposition whatpromotionalactivitiesmosteffectivelyactivatethecustomertopurchase doestheproductorproductlineneedtobemodifiedtoenhancecustomer sdesiredexperience whatisbestpricepositionandstrategytosupportthevalueproposition whatisoptimalchannelmixandchannelactivitiestomaximizebrandopportunity positioning thepartofthevaluepropositiontobeactivelycommunicatedtotargetcustomers m2c spurpose roleinmonitorgroup m2c monitorsoftware monitorvela monitorclipperpartners monitorventures humanassetpractice activities processes systems monitorexecutivedevelopment monitoruniversity monitorinstitute marketspace merchantbankinggroup actiongroup intelligentproductsgroup deploysablendofcapitalandservicestocompaniesthatusetechnologytodelivervaluetotheircustomers 720millionfundprivateequityfirmfocusonlbos recapitalizationsandgrowthequityopportunities investmentsinthestockmarketbasedonfundamentalresearch specializesintranslatingadeepunderstandingofmarketsandcustomersintopracticalmarketingapproachesthatdrivetop linegrowth drivesprofitablegrowthforclientsthroughitsdeploymentofinteractivetechnologystrategiesinmulti channelenvironments workswithcompaniestoensurethattheircriticalactivitiesandassetsdelivertheadvantage creatingperformancecalledforbytheirstrategies usesfinancialtoolsandframeworkstocreatevalueenhancingstrategiesandtoenablestrategictransactions deliversdecisionsupporttoolsbycombiningexpertiseinbusinessdecision makingprocesseswithextensivesoftwaredevelopmentandmodelingcapabilities helpsregionsandcountriesconductrigorouseconomicandclusteranalysesofthemselvesandtheircompetitors monitoractioncompany monitor slargestandoldestgroupentitytacklesquestionsofstrategicimportanceincludingbutnotlimitedtocompetitivestrategy organizationalstrategy andcorporatestructureoftenservesascatalystinbringingtogethergroupentitiesinaunifiedmanner internalandexternalfacultyforexpertadvice research curriculumdevelopment andexecutiveeducation helpsnot for profitenterprisesmakeinnovative step functionchangesintheirmission relatedperformance leadersintheapplicationofevolutionandscenario basedstrategicthinking mast investmentbanking m aadvisoroffersstrategy ledadvicetofindtherighttransaction and bulgebracket qualityexecutioncapabilitiestogetthedealdone monitorcorporatefinance globalbusinessnetwork designsanddelivershighly customizedexecutiveandmanagementdevelopmentexperiences helpsseniorexecutivestacklethedifficultorganizationalandpeopleissuesthattheyface businessstrategy technologyandinnovationadvisoryservices angrapartners providescorporatefinanceadvisoryandinterimmanagementtofinancialandstrategicinvestorsandtheirportfoliocompaniesinbrazilmanageinfrastructureinvestmentfundforinstitutionalinvestorsinbrazil monitortechnologies rapidtechnologydecisionsupportthroughanetworkofexternalexperts monitornetworks enrichesmonitor snetwork buildingcapabilitiesandextendsmonitor sportfolioofsubscription event andadvisory basedservicesfocusedonthechallengesofinnovation m2c isfocusedexclusivelyonmarketingstrategyissues generalstrategyconsultingfocusesonstrategyissuesbutcustomer marketingonlyrepresentsasubsetofthework marketingfirmsandbrandmanagementfocusonmarketingtactics butstrategicthinkingislesscommonthanexecutionormarketresearch m2c vs marketing brandmanagement andstrategyconsulting overviewandstrategycompetitivearenas whereweplay marketandcustomerintelligence businessstrategy m2c mckinseybcgmercerbain competitors managementconsultancies advertisingagencies custommarketresearchvendors brandstrategyfirms leoburnettjordanmcgrathogilveyandmatheryoungandrubican maps interbrandgrey directmarketing databasemanagementfirms digitasimpiric m2c people september2005 northamerica 148peoplecambridge newyork chicago losangeles sanfrancisco europe 37consultantslondon frankfurt asia 1consultanttokyo m2c currentlyhas186peopleworkingacrosstheglobe breakdownofstaff approximate 25gams44ctls91caseteammembers14non consultingprofessionals12internalsupportstaff methodologies frameworksandprocess researchandanalysistools thequestionsandstructuresneededtointegrate synthesizeanddrawconclusionsfromdata pointofview aboutthebestwaytothinkaboutsolvingtheclientproblem an application isareplicable provenapproachwhoseusewilladdressaspecificsetofclientproblems thesetofresearchtechniquesandanalyticalalgorithmsneededtoprovidetherightdatafortheissueandtheframeworks anapplicationprovidesacomprehensiveresponsetoaclientissue howcanwegrowfaster howcanwestrengthenourbrand howcanweimproveourmarketing advisoryserviceswhatisanapplication customervaluemanagement customerloyaltyandretentionpricingfordifferentiationandprofitprecisionmarketingsalesforceeffectiveness designinganddeliveringcompellingcustomerexperience marketingmixoptimizationintegratedchannelmanagementtouchpointdesignintegratingonlineandofflinemarketing creatinghighintegrityproducts services innovationidentificationsandprioritizationprotoypingandtestingcustomerexperiencedesignofferoptimization buildingandmanagingbrandvalue brandingforresults brandmonitor brandintent branddeploymentbrandtrackingbrandarchitecture practical powerfulapplicationstochangecustomerbehavior advisoryservicesm2c portfolioofapplications executingmarketingprogramsflawlessly strategyvoicemarketing generalcontractor drivingprofitablevolumegrowth growthpath growthauditbuyingprocessactionsegmentation customerportrait growthstrategy growthbarrieraudit whodoweworkfor consistentwiththegroup m2c sstrategyistodeveloplong termclientrelationships long standingrelationships newerclients resultsfromselectedclients before after recentexperiencebenchmarks m2c sworkhasresultedindoublingandtriplingthegrowthratesofourclient scorebusiness vitamins otc 7pts 3x 7x 3x 14pts 10pts 3x 2x 8x 2x cosmetics beverages country hot beverages financialservices painrelievers otc beverages workplace babyfood country 1 6 25 earlymarkets 1 1 0 7 7 8 4 2 10 24 33 10 30 15 25 8 4 majorretailaccount highprioritysegments annualgrowthrate pharma druga pharma drugb 10 22 47 94 100 foryearswe vebeenuppingourmarketingspendacrosstheboard alltypesofchannelsandprograms withrudimentarytargeting andwewerereallyslipping growthwasn tgreatandmarginswerearealstruggle wenowknowwhichsegmentsarecriticalforustotarget wecanspecifywhereinthebuyingprocessweneedtointerveneandwhatbehaviorwewanttochange weknowwhatmotivatesourcustomers andcanfinallycreategreatprogramsandtargetourspend ourspend s25 50 moreeffectivenow theprocessenabledustoturnaroundtheslideinourbiggestproduct andtoboostthegrowthcurveinourkeynextgenerationproduct we rerollingtheprocessouttoallourproducts it sthebestinvestmenti vegot ceo pharmaceuticalclient clientreactionstorecentprojects thisstrategyisthemostcoherentihaveeverseeninsideoroutsideourcompany itsgivenusthemostcomprehensiveandinsightfulviewoftheopportunityinthispartofthemarketwe veeverhad it spractical we vegotanamazinglyrealpictureofourcustomersandourconsumers andofhowtomotivatethem theteamjustwentrighttowork seniorvicepresident beveragesclient thecustomerportrait arethebestadvertisingbriefsihaveeverseen vicepresidentmarketing beveragesclient thebarfordecisionmakinghasbeenraised iexpectthesamelevelofstructuredthinkingandrigorousanalysisfromallbusinessunits ceo footwearclient themarketdatahasfundamentallychangedhowiviewmybusiness businessunitpresident footwearclient withoutthiswork wewouldneverhavegottentotheseexcitingnewbrandconcepts thismethodologyanditsinsightsareagreatanchorthatwecanalwaysturnbacktofordirection boththemethodologyandthevisualswerecriticaltobuildingmanagementinsight vicepresidentmarketing consumerpackagedgoodsclient thedeepestdivei veeverseenonacategory excellent wehaveaveryclearviewofexactlywhatweneedtodo groupgeneralmanager consumerpackagedgoodsclient everythingholdstogether in3to5yearsfromnowwe lllookbackandsaythiswasasmartmove generalmanager consumerpackagedgoodsclient theconsumerportrait isareallygreatevocativetechnology iclosemyeyesandcanseethelittlegirlgettingmoneyfromhermotherandgoingdowntothecornerstore youdon tneedanythingmore chiefmarketingofficer beveragesclient seniormanagerreactionstorecentprojects ccm module1agenda introductionwelcomeandagendaintroductiontomarketingstrategyandm2c introductiontogrowthpath andcaseexamplebuyingprocessoverviewofbuyingprocessidentifyingstagesandbehaviorsbuyingprocessquantificationbehaviorevaluation objectiveswrap upmarketresearchintroductiontoresearchatmonitorconclusion feedback 9 00 9 20 9 20 9 50 11 00 11 45 11 45 1 30 1 30 1 45 2 35 2 45 1 45 2 35 3 00 4 00 includesworkinglunch 9 50 10 50 10minutebreak 15minutebreak 4 00 4 30 sustaininggrowthwhatgetsintheway takeaminutetojotdownacoupleofthingsthatyouthinkgetinthewayofourclient sgrowth sustaininggrowthwhatgetsintheway m2c usesproprietaryyetteachableapproachesthat create specificitydriven marketingeffectivenessfocusonhighestleveragecustomerbehavior mostsalientdriversandkeybarriersbuilduponintegrated deepandvisceralunderstandingofmarketsandcustomersframeworksthatmaximizeyieldfromwhatclientknowsnow andtousestate of the artanalysisto fillingaps andintegratearedesignedforclient specificactionabilitystartwithexistingclientdatatomaximizepreviousresearcheffortsincreasesprecisionandfocusofcurrentplansaddresseswhattoincreaseandwhattodecreaseintermsofspending m2c enablesclientstogrowbyhelpingthemdeveloppracticalandpowerfulstrategiestochangecustomerbehavior whatisgrowthpath growthpath isanintegratedprocessforidentifying selecting andactingonattractivegrowthopportunities buyingprocess growthdriver actionsegmentation benefitladder customerportrait positioningstatement activationstrategy whatisgrowthpath wherethechoicesthatyoumakewithineachmoduledirectlyimpacttheworkyouwilldointhenextmodule buyingprocess growthdriver actionsegmentation benefitladder customerportrait positioningstatement activationstrategy eachhavedistinctdriversandbarrierstothebehavioralobjective growthdriver which behavioralobjective growthdriverallowsyoutofocusonthegreatestopportunityandchoosevariablesofaneffectivesegmentationframe which revealsgroupsofcustomersexhibitingdifferentpropensitieswithrespecttothebehavioralobjective growthdriver allowingchoiceoftargetsegments which allowyoutochoosebenefitsthatwillactivatethebehavioralobjective growthdriver which understandingofpurchaseandusagebehaviorandpreviouschoiceshelpdeterminewheretodeliveryourmessages formthefoundationofyourpositioningandmessages toplineorganicgrowthisrootedinthe growtharithmetic ofmarketing 1 improveretention 2 createnewuses 3 stimulatecurrentuses 4 customersofothercompanies 5 non usersofproduct service increasevolumewithexistingcustomers acquirenewcustomers therearefivemutuallyexclusivegrowthdriversthatcreatetop linegrowth determiningwhichofthesetopursueiscriticaltomarketingstrategy whatmarketopportunitiesexist orcanbecreated thatareorganizationallyandeconomicallypracticalforyourcompanytocapture whatsetsofcustomersshouldthecompanyinvestinandfocusitsresourceson howdoyouframethemarketintoactionable meaningfulandpracticalsegments whatshouldthecompanydoforeachsetofcustomers whattypeandamountofmarketactivityresidesineachsegment whatdoindividualsegmentsdoandwhydotheydoit howdoweactivateindividualsegments howtowin wheretoplay andinamarketunderstandingthatisorganizationallyactionableanddeeplyinsightfulaboutcustomers whatactivitieswillweputinplacetoreachandcaptureeachsegment howshouldwesequenceouractivitiesacrossourtargetsegments howcanwetrackandmeasureresults forattractivesegments whatmotivatestheircurrentpurchasebehavior whatmustweofferthemtowintheirbusiness atwhatpointsintheirpurchaseprocesscanwemosteffectivelyintervene howlargeiseachsegment howfastisitgrowing howprofitableisit howshouldiprioritizemymarketingeffortsbetweenandwithinsegments whichsegmentsofcustomersbehaveindistinctivewaysinthemarket howcanwedescribethemsothatthisorganizationcantargetthemwithoffers andtomeasureresults achievingtoplinegrowthinexistingmarkets whatsetsofcustomersshouldthecompanyinvestinandfocusitsresourceson buyingprocess marketmapping customerportrait activationstrategy programsthattargetspecificbehaviorstochangesequencingsegmentopportunitiesandactions turningcustomerdataintosuperiorcustomerinsightseffectivelycommunicatingcustomerinsightstoothers expansive in depthandreframedviewofthemarketandopportunityclearlineofsightthroughintermediariestoend usersopportunityunconstrainedviewoftheopportunityandwherethenewgrowthsourcesare customerbehaviorsthatdrivethemostgrowth actionsegmentation segmentsthatthecompanycanunderstandandacton howtowin wheretoplay whatmarketopportunitiesexist orcanbecreated thatareorganizationallyandeconomicallypracticalforyourcompanytocapture whatshouldthecompanydoforeachsetofcustomers howdoyouframethemarketintoactionable meaningfulandpracticalsegments whattypeandamountofmarketactivityresidesineachsegment whatdoindividualsegmentsdoandwhydotheydoit howdoweactivateindividualsegments first it snotenoughtosimplyidentifythe attractiveopportunities rather itiscriticaltoidentifytheopportunitiesthatareattractiveforaparticularclient achievingtoplinegrowthinexistingmarkets whatsetsofcustomersshouldthecompanyinvestinandfocusitsresourceson howtowin wheretoplay whatmarketopportunitiesexist orcanbecreated thatareorganizationallyandeconomicallypracticalforyourcompanytocapture whatshouldthecompanydoforeachsetofcustomers howdoyouframethemarketintoactionable meaningfulandpracticalsegments whattypeandamountofmarketactivityresidesineachsegment whatdoindividualsegmentsdoandwhydotheydoit howdoweactivateindividualsegments buyingprocess marketmapping customerportrait activationstrategy programsthattargetspecificbehaviorstochangesequencingsegmentopportunitiesandactions turningcustomerdataintosuperiorcustomerinsightseffectivelycommunicatingcustomerinsightstoothers expansive in depthandreframedviewofthemarketandopportunityclearlineofsightthroughintermediariestoend usersopportunityunconstrainedviewoftheopportunityandwherethenewgrowthsourcesare customerbehaviorsthatdrivethemostgrowth actionsegmentation segmentsthatthecompanycanunderstandandacton second it snotjustaboutidentifyingwhichopportunitiesaremostattractive it sasimportanttodeterminewhatisorganizationallypracticalandactionable andtospecifyhowtheclientcanmakethosethingshappen achievingtoplinegrowthinexistingmarkets whatsetsofcustomersshouldthecompanyinvestinandfocusitsresourceson howtowin wheretoplay whatmarketopportunitiesexist orcanbecreated thatareorganizationallyandeconomicallypracticalforyourcompanytocapture whatshouldthecompanydoforeachsetofcustomers howdoyouframethemarketintoactionable meaningfulandpracticalsegments whattypeandamountofmarketactivityresidesineachsegment whatdoindividualsegmentsdoandwhydotheydoit howdoweactivateindividualsegments buyingprocess marketmapping customerportrait activationstrategy programsthattargetspecificbehaviorstochangesequencingsegmentopportunitiesandactions turningcustomerdataintosuperiorcustomerinsightseffectivelycommunicatingcustomerinsightstoothers expansive in depthandreframedviewofthemarketandopportunityclearlineofsightthroughintermediariestoend usersopportuni