可口可乐-市场分析框架.ppt

THEP&GMARKETINGFRAMEWORK,LisaHillenbrand,LeonoraPolonsky,MarketingKnowledge&Innovation,Agenda,FrameworkOverviewWHO:Targeting&PrimeProspectingWHAT:CreatingstrongEquitiesandCommunicationStrategiesHOW:DevelopingwinningValuePropositionsandMarketingPlansActionsteps,WorkshopPurpose,Providebigpictureviewofmarketingdecisions/actionsandhowtheyfittogether.Enhancecapabilityinthejobyoureintodayvia:skillbuilding/toolsintheareasyouareresponsiblefor.anunderstandingofhowyourworkrelatestootherdecisions/activitiesontheBrandglobally,regionally,andlocally.GiveallP&Gmarketersastrongfoundationineachoftherangeofmarketingareasyouwilllikelyworkonduringcareer.,3QuestionsAtTheCornerstoneOfTheFramework,HOW,WHAT,-Target-PrimeProspects,-ValueProposition-MarketingPlans,-BrandEquity-CommunicationStrategy,WHO,Assessingthelandscape,NicoretteCaseStudy,NicodermCQ,ItisNot/Itis,ITISanintegratedviewofprovenandemerging/innovativetoolsanassessmenttool,aguideforthinking,anopportunitytorefocusonmostcriticalstrategicquestions,ITISNOTablackboxtosolvemarketingproblems,aformulaicanswer,thelatesttrendreportonbreakthroughnewmarketingtoolsandflavorofthemonth,DevelopmentApproach,MarketingKnowledge&InnovationAUserCouncilMDsofallGBUs/MDOsAgencyRepsFocusgroupsand1:1withBMs/ABMsPRIDEleadershipinputSupportfromGBUheads/Presidents,SleepLossQuestions,WhataboutyourMarketingStrategyandPlaniskeepingyouupatnight?,HOW,WHAT,-target-primeprospects,-ValueProposition-MarketingPlans,-BrandEquity-CommunicationStrategy,WHO,P&GMARKETINGFRAMEWORK,-Target-PrimeProspects,Assessingthelandscape,Assessingthelandscape,P&GMARKETINGFRAMEWORK,HOW,WHAT,-ValueProposition-MarketingPlans,-BrandEquity-CommunicationStrategy,WHOareyourtargetconsumers?WHOareyourprimeprospectswithinthetarget?,StrategicTargetDefinition,Consumerswhosharecommonneeds/preferences(DCE)thatourbrandsareuniquelypositionedtomeetDeliverssufficientNOS/profittomeetbusinessobjectives,(A.K.A.PrimaryTarget,OverallTarget),OtherTargetDefinitions,PrimeProspect:Subsetwithintargetwithhighestgrowthpotential(e.g.POME)SecondaryTarget(optional):Consumersoutsidestrategictargetbutrepresentsignificantopportunity(e.g.Vicks&Seniors)ShadowTarget:Consumersoutsidetargetwhobuybrand(e.g.womenforMarlboro),WhyisTargetingsoImportantToday?,Businessconcentratedandtechnologyimprovesabilitytotarget80%ofTidesalesfrom18%ofHHIncreasedfragmentationofconsumerneeds,WhyisTargetingsoImportantToday(cont)?,MDOscaleopportunitiesHeightenedneedtoincreasereturnonMSA,TargetCriteria,Righttowin?Clearandspecific?Identifiable,reachable,andmeasurable?Deliverbusinessobjectives?,Application,RighttoWinClearandSpecificDeliversObjectivesIdentifiableandReachable,Howdoesyourcurrenttargetmeasureupvs.criteria?,Bayer,Iams,OpportunitiestoIncreaseNOS/ProfitAmongYourTarget,Price/ValueReframingJustOneMore(ExpandingUsage),“Idontknowthekeytosuccess,butthekeytofailureistryingtopleaseeverybody.”,BillCosby,WordOfWisdom,ContradictoryWordOfWisdom,AgoodtargetdoesNOTnecessarilymeananarrowtarget!,Cannarrowingorbroadeningyourtargetdeliverstrongerresults?,WHOPowerQuestion,SomeLeadsForStrengtheningTargetDefinition:,Combiningdataacrossdifferentvariables:geographic,demographic,psychographic,behavioral/needbased=EndupwithatargetsdefinitionthatisbothMEANINGFULandACTIONABLE.Leveragingstate-of-artconsumerunderstandingtechniquesstorytelling,homevisits,bootcamps,day-in-thelifeUnderstandingthetargetsDCEbeyondfunctionalityexperience,process,relationship,Application,IsyourbranduniquelyqualifiedtodeliveryourtargetsDCE(DesiredConsumerExperience)?Considerfitbetweentargetandequity/valueproposition,PrimeProspectsDefinition,Subsetswithinthetargetwithhighestgrowthpotential.,PrimeProspectsCanBe.,EntryPointConsumersHeavyCategoryUsersTopProspectEarlyAdopters/ChatLeaders,WhoAreSomePrimeProspectsWithinYourTarget?,Application,EntryPointConsumersHeavyCategoryUserTopProspectsEarlyAdopters/ChatLeader,WHOPowerQuestion,AreyoureachingandconvertingyourPrimeProspects?,AT&T,Molson,WHOActionSteps,EvaluateStrategicTarget,Strong,FocusonPrimeProspects,NeedsImprovement,ReworkTarget,AdditionalTools/ResourcesonmNet,EvaluatingStrategicTargetIdentifyingSegmentsConfirmingBusinessPotentialChoosingPrimeProspectsCaseStudies,P&GMARKETINGFRAMEWORK,HOW,WHAT,-Target-PrimeProspects,-ValueProposition-MarketingPlans,-BrandEquity-CommunicationStrategy,WHO,Assessingthelandscape,Assessingthelandscape,P&GMARKETINGFRAMEWORK,HOW,WHO,-Target-PrimeProspects,-ValueProposition-MarketingPlans,WHAT,WhatshouldtheBrandEquitybeandhowdoesittranslateintotheCommunicationStrategy?,BrandEquityshouldNOTbechangedlightlyorfrequently,Ifchange,providelinkbacktoBrandshistory,BrandEquity,“YourBrandsDNA”Thestrategicideasandexecutionalelementsthatsetyourbrandapartfromcompetitionintheheartsandmindsofyourtargetconsumers.,5KeyElements,Strategic1.OverallEquity2.StrategicEquities(mainlybenefits,canbeRTB)3.BrandCharacterExecutional4.ExecutionalProperties5.VisualIdentity,ProvidesFocusandInspirationforallP&GFunctionsandAgencies,EQUITY,ForMarketing,EquityDecisionsProvideDirectionforallCommunications,PR,In-StoreMarketing,TV,Product,Packaging,EQUITY,Website,1.OverallEquity,*SomeagenciescallthisBrandEssence,BrandTerritory,BrandValuesorBrandPositioning.,Aninspirational,crispandmemorableideathatcaptureswhatyouwantyourbrandtostandforintheheartandmindofyourtargetconsumermorethancompetition.,*,OverallEquity,OverallEquity,“FunFamilyEntertainment”,“UltimateDrivingExperience”,WHATPowerQuestion,IsyourbrandsOverallEquityStatementinspirational,crispandmemorable?,2.StrategicEquityDefinition,BuildingblockstowardtheoverallequitystatementandwhichyouwantyourBrandtostandforovertime.,StrategicEquitiesINCLUDE,Benefits(functional,experiential,relationship,emotional)ReasonsToBelieve,3.BrandCharacter,AlsodrivespreferencePlaysimportantroleincreatingemotionalconnection.Avoidlong,complexcharacterstatements.,Theuniquelong-termpersonality,imageorattitudeoftheBrand,BrandCharacter,BrandCharacter,“Clever,lighthearted,irresistible”,Youthfulinspirit,upbeat,anduninhibited.Unabashedlyoptimistic.Straightshooter,savvy,spontaneouslyfun.,BrandCharacter,WHATPowerQuestion,IsmyBrandCharacterdistinctiveinitscategory,choicefulandinspirational?,Application,Isyouroverallequitystatement,inspirational,memorableandcrisp?DoesituniquelyspeaktothetargetsDCE?Isitdistinctive?,4.ExecutionalProperties,Marketingelementswithlong-termstature,inmarketpedigreeandstrongconsumeridentificationwiththeBrand.(anicon,asellingline,imagery,music),Examples?,5.Visualidentity,ThedistinctiveandconsistentvisualexpressionoftheBrandbywhichconsumerinstantlyrecognizesandconnectstotheBrand.,SANOEXAMPLE,(EquityStatement),MakingEquityDecisions,Adeep,first-handunderstandingofthetarget,thebrand,thecompetitionUsingtheavailabletools(BEM,Equitystrengthsanalysis,perceptualmaps,Need/Gapanalysis)Therightbalancebetweencommonglobalequitiesandregional/localdifferencesifneedbe,Globalvs.LocalConsiderations,AdvantagesofCommonGlobal:Economiesofscale,accesstobestresources,mediaspillover,simplicityHowever,commonisntalwaysbest:localeffortslesscostly,globalleadstolowestcommondenominator,Sharedifferences(Ford)BrandEquitydifferences(Honda)Pre-emptedpositions(Cadbury)Consumerdifferences,CommunicationStrategies,CriticalbridgebetweenBrandEquityandpersuasivemarketingexecutions.TranslationofstrategicBrandEquityelementsintofocused,precisestrategies.Long-term,ensureconsistentexecutionofBrandEquityinmarketingcommunications.,CommunicationStrategiesINCLUDE,SimplestatementofBenefitStatementofReasontoBelieveforthebenefit(ifBrandhasone)StatementofBrandCharacter(adirectliftfromBrandEquity),StrategicMatrix,SANOEXAMPLE,(CommunicationStrategy),HaveIfaithfullytranslatedmyStrategicBrandEquityelementsintomyCommunicationStrategies?,WHATPowerQuestion,BrandEquityAdditionalConsiderations,BeyondFunctionalityLadderingup,BrandEquity.BeyondFunctionality?,3DMARKETINGFunctionalBenefits-ProductPerformance,includingvalue.Process/ExperienceBenefits-Easyaccesstoinformation,simplifieddecisionmaking,convenient/pleasurabletransactions,etc.RelationshipBenefits-Benefitswhichaccruetoconsumersasaresultofongoingtwo-wayi