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1、1,TCL Marketing Training,2,TCL 集团市场营销培训,3,Managing Product Lines,Managing Brand Portfolios,Channel Selection and Policy,Positioning Brands,The Market Driven Company,4,产品线管理,品牌组合管理,渠道选择和策略,品牌定位,市场导向型公司,5,TCL Marketing Training,Interactive, consultative training Our success will be measured by: Our Ac
2、tion Plans and actions A plan to improve channel performance and brand positioning for the air conditioning business A plan to position the television business for high end markets, and a plan for implementing product line changes These are first steps,6,TCL 营销培训,互动、顾问型培训 我们将获得如下成功: 我们的行动计划和行动 改善空调业
3、务“渠道状况”及“品牌定位”的计划 “在高端市场定位电视业务的计划”及“相关产品 线改造计划” 以上是第一阶段的步骤,7,Situation Overview - Air Conditioning,A new business for TCL Current channels lack sales capacity to support growth objectives Quality problems in each product line Questions about the extendability of the TCL corporate brand into the prod
4、uct category,8,整体状况空调,是TCL的新业务 现有销售渠道缺乏实现增长目标的销售能力 各产品线的质量问题 将TCL品牌延伸至空调业务的一些问题,9,Situation Overview - Television,Needs to reposition for the high end market Need to introduce the consumers voice into product line planning Need to communicate the brand and product line positions more effectively thr
5、ough the channels,10,整体状况 电视,需要在高端市场重新定位 需要将消费者的意见融入产品线的规划 需要在分销渠道中更好地传播品牌、产品 线定位,11,Situation Overview - Sales Company,Marketing intelligence role needs to be structured and clarified Needs a common marketing language to speak with product divisions for: Implementation and support of channel planni
6、ng and policies Support of product introductions and local promotional strategies Leveraging maximum value from TCL stores and current channel relationships,12,整体状况 销售公司,需要构建系统的市场营销竞争智能体系 需要统一的营销沟通方式来描述各产品业务： “渠道规划、策略”的执行和支持 “产品引入”和“本地促销战略”的支持 从“TCL店”和“现有渠道”的关系中获取最大价值,13,Our Challenges,Become more m
7、arket and consumer driven Make the best use of TCL brand equity Learn how to use sub-brands more effectively to reach specific markets and target consumer segments Align complex product lines to documented consumer needs and wants Improve channel selection and policy development process and become a
8、 preferred supplier for strategic channel partners Use consumer data to improve the accuracy and efficiency of the new product introduction process,14,我们的挑战,进一步以市场和顾客为导向。 最大限度地利用TCL的品牌权益。 学习通过使用“子品牌”来更有效地将业务延伸至特 定市场和特定目标消费者群体。 使产品线与消费者的需求相一致。 改善“渠道选择”及“策略设计”过程，并且争取成为 “战略性渠道伙伴”的首选供应商。 通过消费者资料来改善新品推广过
9、程的准确性和有 效性。,15,The Market Driven Company,16,市场导向型公司,17,Building a Market Driven Company,Vision and Leadership Market monitoring and information Practices and processes,18,建立市场导向型公司,战略眼光和领导能力 市场监控和信息 实践和步骤,19,Vision and Leadership,Strong marketing visions get their energy from top-level commitment Ch
10、ange the companys position in the value chain: Andy Grove - “Intel Inside” Channel innovation: Jeff Bezos - A Brand excitement: Richard Branson Quality and service commitment: Zhang Ruimin - Haier Move closer to the customer: Lou Gerstner - IBM Global Services,20,战略眼光和领导能力,从高度承诺来获得动力 改变企业在价值链中的位置：An
11、dy Grove - “ 内置Intel” 渠道创新 - A 品牌刺激：Richard Branson 质量和服务承诺： 海尔-张瑞敏 接近消费者：Lou Gerstner - IBM 的全球服务,21,Marketing Vision: What Profit Model Will You Follow?,Your chosen marketing vision must support the companys gross profit and marginal profit goals. There are 14 different profit models Leadership ro
12、le is to assess high-level competitive advantages and disadvantages, to position the company in the marketplace, and. Commit the resources appropriate for your chosen focus,22,营销视角：您将遵循何种盈利模式？,您所选择的营销模式必须能支持公司的总利润和边际利润目标。 14种不同的盈利模式 领导的角色是，评估高层次竞争性的有利 与不利之处，在市场上为公司进行定位， 等等。 为您所选择的策略提供营销资源,23,Profit
13、Models,. Win through customer retention and loyalty: knowing the customer, creating a solution, and deepening the relationship (Marlboro; Southwest Airlines) . Win through differentiating a mass market product line: building silver, gold and platinum versions of the product (Kodak) . Win through mak
14、ing profits on different components (Gillette; Kodak) . Win through innovation (3M) . Win through copying the innovator (Avis; Canon),24,盈利模式,1. 通过客户的持续购买和客户忠诚而得胜： 了解客户，提供解决方案，加深与客户的 关系（万宝路；肯德基）。 2. 通过区分大众市场的产品线而得胜：建 立不同等级的产品银卡、金卡及白 金卡（中国银行，长城卡）。 3. 通过不同的产品组件得胜（吉列；柯达）4. 通过创新得胜（3M）。 5. 通过仿制创新者得胜（艾维斯；
15、佳能）。,25,Profit Models,. Win through developing and proliferating blockbusters (Disney; Dupont; Pfizer) . Win through niche specialization and niche innovation (Wrigley gum) . Win through developing the largest installed base and becoming the standard (Microsoft) . Win through transforming your posit
16、ion in the value chain (Intel),26,盈利模式,6. 通过发展和推广具有轰动效应的产品得 胜（迪斯尼；杜邦；辉瑞制药）。 7. 通过对利基市场进行专业化和创新而得 胜（箭牌口香糖）。 8. 通过开发最大的安装基础、成为行业标 准而得胜（微软）。 9. 通过改变在价值链中的定位而得胜（英 特尔）。,27,Profit Models,10. Win through earning the largest market share or mass brand (McDonalds) 11. Win through channel proliferation and ubiquity (Coca Cola) 12. Win through leveraging the longest learning and experience in your industry (Texas Instruments) 13. Win through price or value l
