营销渠道

DesigningaCustomerMarketingStrategyforChina:ChannelDevelopment&TradePartnership-StimulatingDemandwhileOptimizingMarginFirst…..ChannelClassificationCosmetics,General,Softdrinks,Ice-creamSmallSizeHPC,Foods,Tea,Category-specificCasesFoods,Cigarettes,Etc.SmallSizeNeeditNowPersonalCareProductsSmallSizeBlow-out,BreakFreeCategoriesProductSizeShopperMissionBelow100Y(local)orIndependentYes/NoNoneNoneNoBelow100NoNoNoneNoneNoBelow100NoNoNoneNoneNoBelow1,000Yes(Watson’s)YesAtleast3BasketsNoArea(SQM)ChainSelfServiceCheck-outsShopCartsRefrigeratorHPC,Foods,FullRangeofSnacksandDrinksSmallSizeGrip,GrabandGoHPC,Foods,Fresh,HouseholdGoods,Etc.SmallSizeEfficientStock-upHPC,Foods,Fresh,HouseholdGoods,Clothes,Mini-Electrical,Etc.LargeSize,Multi-pack,CaseFamily,Budget,BreakFreeHPC,Foods,Fresh,HouseholdGoods,Clothes,Electrical,Etc.LargeSize,Multi-pack,CaseFamily,SmartBudgetCategoriesProductSizeShopperMissionBelow200Yes(Quick,7-11)YesAtleast1NoYesBelow1,000Y(Lianhua)orIndependentYesAtleast1BasketsYesAtleast1,000Yes(JingKeLong)YesAtleast3CartsandBasketsYesAtleast6,000Yes(Wal-mart,Carrefour)YesAtleast30CartsandBasketsYeswithlargefreezersArea(SQM)ChainSelfServiceCheck-outsShopCartsRefrigeratorHYPERMARKETSLARGESUPERMARKETSSMALLSUPERMARKETSCONVENIENCESTORESPERSONALCARESTORESGROCERY/KIOSKRTMWHOLESALERSOTHERSBasedonACNielsen2006CensusData.China’sChannelStructure14%23%-2.8%44%TOWNS1%39%-2.1%41%BCDCITIES11%38%4.3%15%27CITIES7.9%100.0%-1.5%100.0%TOTALCHINA20.7%37.3%16.8%1.43%TOTALMT17.1%11.9%25.7%0.03%Hypermarkets18.0%6.3%18.9%0.09%LargeSupermarkets20.5%3.6%18.0%0.51%CVS24.7%15.6%15.4%0.80%SmallSupermarkets0.2%62.7%-1.8%98.6%TOTALGT12.4%7.5%7.8%35.8%Other(PCStores)0.3%55.2%-6.5%62.8%G/KGrowthShareGrowthShareACVSalesOutletsCHANNELAlthoughthegrowthrateoftheMTintermsofnumberofstoresandsaleshasbeengreaterthantheGT,thischannelstillaccountsformorethan60%ofFMCGsales.MostofthegrowthoftheMTcomesfromtheexpansionofHM&LSinthekey27cities.ChannelRelevance:Trips&Spending0%10%20%30%40%50%60%70%HyperSupersCVSSpecialStoresPCSG&KOthersTRIPSSpendingSpendingULCat.TMMShopperResearchShanghaiBasedonShopperResearch,75%oftheshoppingtripsaredonetoMTStores.Intermsofthespending,76%ofthecontributioncomesfromMTandevenhigher(83%)whenlookingonlyatcategorieswhereUnileverparticipates.ShareofMarketTime&GDPperCapitaDepartmentStoresLS&SSHypermarketG&KModernCVS25%50%75%100%ChannelStructureTrendTOWNS(23%ShareOfACVSales)B/C/DCities(39%ShareOfACVSales)27Cities(38%ShareOfACVSales)China’sChannelStructureThechannelstructurevariessignificantlybasedonthecitytype:fromhighGTpenetrationandshareofsalesinTownsandB/C/DcitiestoahighconcentrationofMTinkeycities.62%ShareOfACVSalesCategoryRoleByChannel:ForalignmentthroughBMP/CMPHypermarketSmallSupersG&KLargeSupersPCStoresDistributionAssortmentSOSPromotionsActivationCustomerMarketingMerchandisingCVSBasicFoundationExcellenceBuildingSPPDSecureULFootprintExpandCoverageBuildActivationExecutionCapabilitiesActivationExecutionImprovementShopperExperienceKeyCategoriesSize&priorityLowpenetrationBrandsBrandswithEstablishedDistribution/ShopperneedHighPenetrationBrandsSustainStrengthComplexityAccessibilityTosecurebeforemovingupBuildCapabilitiesHEATCUBE:TooltomanagecomplexityofChina:GeographyPrioritybyCategoryandChannelprioritybyGeographyHEATCUBE:TooltomanagecomplexityofChina:GeographyPrioritybyCategoryandChannelprioritybyGeographyGeographyChannelsCategoryA`BCabcd1234PrioritizationBuildAggressivelyBuildSelectivelyMaintain•Heatcubeisadatabaseofinformation•Focusesandclarifies“wherewewanttoplay”SalesContributionvs.GrowthContributionULGrowth%/AverageMarketGrowth%Vrs.ULShare%/MarketLeaderShare%SalesContributionvsGrowthT/OContributionvrs.GrowthContributionT/OContributionVrs.GrowthRateGeography:inAreaCategoriesChannelsMarketPotentialCompetitionImportancetoUnileverChannelDynamicsSOV/Growth%Share%NUM/WTDSPPDMarketPerformance12345SYC&DCitiesBCityACityEachoftheprovinceshasadifferentcompositionofcitytypes,thereforeanotherlayerofstrategieshasbeendevelopedtotacklethiscomplexity.MovingfromaOperationalorientedstructuretoaCustomerMarketingTeaminlinewiththeGlobalOperatingFramework.1.CompletethetransitionoftheCMorganizationalstructure.CUSTOMERMARKETINGTRADE/CATEGORYMANAGEMENTCATEGORYOPERATIONS¾Customer&ChannelLeader¾ShopperUnderstanding¾OwnerofCMPPlans¾ResponsibletodevelopactivationplatformforinlinewithBMP.¾Category–Thoughtleadership¾Budgetholder¾Customer/ChannelInnovationideas¾CategoryManagement.¾Categoryplansforassortment,shelf-layout,promotionalstrategyandpricepositions.¾Dataanalysisandopportunityidentification.¾Supportnewproductintroduction.¾Monitorin-storeexecutionofCMP.¾Executebrandstandards.¾Ensureproductavailabilityandvisibilityatthepointofpurchase.¾PerformanceEvaluation¾Volumeplan&inputintoS&OP¾Promotional&ActivityImplementation&Monitoring¾CommunicationtoRegions¾Ensuresallinformationisavailabletoplanandexecute¾Developsrun-outstrategyforitemsclassifiedasobsolete¾Supportssellinofinnovation(customerpresentations,materials,samples,…).TheFramework:keycomponentsTheFramework:k