08--制定产品战略

null市场分析和预测 Marketing Analysis & Forecasting市场分析和预测 Marketing Analysis & Forecasting教师：黎文 时间：2010.09 电子邮件：wli@scut.edu.cn 联系电话：13826288208Developing Product Strategy 制定产品战略Developing Product Strategy 制定产品战略A Successful Strategy: 成功的战略A Successful Strategy: 成功的战略Helps achieve coordination among functional areas of the organization.（帮助组织中的各个职能部门实现协同一致） Defines how resources are to be allocated.（定义好如何分配志愿） Leads to a superior market position.（创造一个更有利的市场定位）Elements of a Product Strategy 产品战略的要素Elements of a Product Strategy 产品战略的要素Statement of the objective(s) the product should attain（产品应该达到的目标的陈述） Selection of strategic alternative(s)（可供选择的战略选项） Selection of customer targets（目标顾客的选择） Choice of competitor targets（目标竞争对手的选择） Statement of the core strategy（核心战略的陈述） Description of supporting marketing mix.（支持性营销组合的陈述） Description of supporting functional programs（支持性职能计划的陈述） Hierarchy of Objectives 目标的层次结构Hierarchy of Objectives 目标的层次结构Company Mission/VisionCorporate objectivesCorporate strategiesDivisional objectivesDivisional strategiesProduct/brand objectivesBrand strategiesProgram objectivesTacticsLevel ILevel 0Level IIILevel IILevel IVStrategic AlternativesStrategic AlternativesLong-term profitsGrowth in sales or market shareNew segmentsMarket developmentConvert nonusersNew product developmentCompetitors’ customersEfficiency, short-run profitsExisting customersMarket penetrationCriteria for Evaluating Strategic Alternative OptionsCriteria for Evaluating Strategic Alternative Options Size/growth of the segment（细分市场的规模/增长） Opportunities for obtaining competitive advantage（获得竞争优势的机会） Resources available to penetrate the segment（对于想进入的细分市场而言可以利用的资源） Target Segments for HandspringTarget Segments for HandspringPositioning Decision Steps 定位决策的步骤Positioning Decision Steps 定位决策的步骤Identify alternative positioning themes by consulting the advertising account team, the product team, and past marketing plans.（通过咨询广告策划小组、产品小组以及了解过去的市场营销策划，确定可选的定位主 题 快递公司问题件快递公司问题件货款处理关于圆的周长面积重点题型关于解方程组的题及答案关于南海问题 ） Screen the alternatives according to whether each is (a) meaningful to customers, (b) feasible given the firm and product resources and customer perceptions, (c) competitively sensible, or (d) helpful for meeting the product objective（根据（a）对顾客有意义，（b）给定公司、产品的资源和顾客认知的条件下可行性，（c）是否具有竞争的敏感性，（d）是否可以帮助实现产品目标） Select the position that best satisfies these criteria and can be sold to the marketing organization（选择最能够满足以上标准并且能够让营销组织接受的定位） Implement programs (e.g., advertising) consistent with the product position selected（实施保持与已选定的产品定位相一致的执行 方案 气瓶 现场处置方案 .pdf气瓶 现场处置方案 .doc见习基地管理方案.doc关于群访事件的化解方案建筑工地扬尘治理专项方案下载 （例如，广告 等））Total Product Concept 产品整体概念Total Product Concept 产品整体概念Generic product 一般产品，产品的功能稽核Expected product 期望产品，产品所提供的已被消费者视为常规的其他利益Augmented product 附加产品，传递给小费者并且超出其期望的特点和利益Potential product 潜在产品，可以在未来某个时间增加到产品或服务中的特点或利益Five Areas for Differentiation 差异化的五个领域Five Areas for Differentiation 差异化的五个领域Quality（质量） Status and Image（地位和形象） Branding（品牌） Convenience and Service（便利性和服务） Distribution（分销）Joint Space for ColasJoint Space for ColasBrand EquityBrand EquityBrand Equity cont.Brand Equity cont.Some Brand Attribute and Image DimensionsSome Brand Attribute and Image DimensionsAttributesColor Style Comfort Freshness Construction material Availability Serviceability Compatibility Energy efficiency Instructions Automation Ease of UseFlavor/taste Caffeine content Price Packaging Size Calories Brand name Sweetness Weight Warranty Durability Convenience Image DimensionsReliable—unreliable Old—young Technical—nontechnical Sensible—rash Interesting—boring Creative—noncreative Sentimental—nonsentimental Impulsive—deliberate Trustworthy—untrustworthy Conforming—rebellious Daring—cautious Forceful—submissive Bold—timid Sociable-unsociable Ten Guidelines for Building Strong Brands 打造强势品牌的原则Ten Guidelines for Building Strong Brands 打造强势品牌的原则Brand Identity（品牌识别） Each brand should have an identity, a personality. It can be modified for different segments. Value Proposition（价值定位） Each brand should have a unique value proposition. Brand Position（品牌定位） The brand’s position should provide clear guidance to those implementing a communications program. Execution（执行） The communications program needs to implement the identity and position, and it should be durable as well. Consistency Over Time（长期的一致性） Product managers should have a goal of maintaining a consistent identity, position, and execution over time. Changes should be resisted.Ten Guidelines for Building Strong Brands (cont.) 打造强势品牌的原则（续）Ten Guidelines for Building Strong Brands (cont.) 打造强势品牌的原则（续）Brand System（品牌系统） The brands in the portfolio should be consistent and synergistic. Brand Leverage（品牌杠杆） Extend brands and develop co-branding opportunities only if the brand identity will be both used and reinforced Tracking（追踪） The brand’s equity should be tracked over time, including awareness, perceived quality, brand loyalty, and brand associations. Brand Responsibility（品牌责任） Someone should be in charge of the brand who will create the identity and positions and coordinate the execution. Invest（投资） Continue investing in brands even when the financial goals are not being met. IBM Notebook Computers: Purchase vs. Positive OpinionIBM Notebook Computers: Purchase vs. Positive OpinionBasic Customer Strategies 基本顾客战略Basic Customer Strategies 基本顾客战略Customer acquisition（顾客获取战略） Customer retention（顾客保留战略） Customer expansion（顾客开发战略） Customer deletion（顾客放弃战略）Strategy Over the Life CycleStrategy Over the Life CycleLinked Strategy Issues 相互联系的战略问题Linked Strategy Issues 相互联系的战略问题Illustration: Odwalla Energy BarIllustration: Odwalla Energy BarObjective:Grow 10 percent faster than the categoryCustomer Targets:Existing juice customers Health conscious and on-the-go Sports enthusiasts Health purists Nutrition-seeking familiesClif Bars and Clif Luna Kashi Go Lean Balance (Outdoor, Plus, Oasis)Competitive Targets:Core Strategy:Increase distribution to 80 percent ACV in mainstream grocery stores Focus on natural health Leverage brand name, Minute Maid resourcesIllustration: HandspringIllustration: HandspringObjective:To capture 15 percent of the PDA market by the end of year 2Customer Targets:Price-conscious professionals Nonbusiness professionals NonprofessionalsPalm SharpCompetitive Targets:Core Strategy:Simplicity/convenience Low price Expandability (via expansion slot)