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TradeMarketingFromRetailer’sPerspectivePersonalViewszTrademarketing:Thefocusingofmarketingeffortsbymanufacturersonthedistributionchannel('thetrade'),primarilyonlargeretailchains.z“”TradeWholesalerWholesalerJobberJobberRetailerRetailer→→→→RetailerRetailer→0-levelchannelWholesalerWholesalerRetailerRetailer→→2-levelchannel3-levelchannel1-levelchannelSpendingzPromotionalmarketingspendiscurrentlyrunninginexcessof70%ofTotalmarketingspendUKTMSurveyz70%UKTMSurveyAProcessofResourceExchangeBetweenRetailersandSuppliersVS.zProductzSaleszBrandzRetailersneedbrandszRMBzAdangerousresource“”zPeoplezPreciousassets–Energizer’scase–zConsumerInsightzzMarketintelligencezzCategoryintelligencezUnileverCasezSpace/Place/zInstorevisibility/Promotion/zDistributionefficiencyzServicezBrandzConsumerinsight(underutilized)zCategoryinsight(horizontal)VerticalvsHorizontalExpertisevsRetailerSupplierLocationServiceAssortmentLogisticsR&DProductlineMarketingLogisticsVerticalvsHorizontalExpertise–CurrentVS–Retailers(Metoo)Suppliers(similarofferings)VerticalvsHorizontalExpertise–IdealVS–RetailersSuppliersBeforetheBraveNewWorldcomes…..Retailer’sTMNeedsHowdoesretailersevaluateTMactivitieszRMBzSaleszMarginzTrafficzBasketSizezSeasonalityzRetailtainmentzCostofdoingbusinessRMBzBuyersquotazTotalquotacanbeallocatedtozPersonzSubcategoryzCategoryzUsuallyNOTspecificsupplierszWhatisyour“role”?zFailingtoprovideotherTMneeds,thenRMBproviderisyourrolezRMBzAvoidbecomingaRMBproviderzzBefairzzBefirmzSaleszHowgoodisgoodsales?zzPossiblebenchmarkelements/variablesz/zThesecanbesomeofthecrossretailerROIcomparisonelements.zROISaleszHardtocompletelyquantify,buthavetosoonerorlaterzzGivebuyersaconvincingestimatezzKnowwhatyouarepayingforzzBuyersusuallydon’tkeepasgooddata(eventbasis)asyoudo–zTMMarginzSalesnotalwaysthepriorityzzEspeciallyformorematuredretailerszzKnowyourbuyer’s“status”z“”zSalesvs.marginzvs.TrafficzTargetsettingzzCreateexcitementzzBenefitsexpectedzBasketSizezSpendingpershoppingtripzzHelpthebuyertosellmorezzBasketAnalysiszCostofDoingBusinesszBuyer’stimezSpacezManpowerzLPPepsi’sCaseSeasonalityzPlanning-sufficientleadtimez–zBuyer’spressuretobe“leftbehind”z“”RetailtainmentzRetail+Entertainmentz+z“Shoppingexperience”zzBesttolinkwiththeproductitselfzInGeneralzUnderstandyourcustomer–Sam’scasez–zBeverygoodatoneofthekeyelementszzGivebuyer/storepeopleareasontorememberz/zUnderstandthedifferent“needs”z“”zCreateasenseofurgencyzzNewanddifferentzvs.z(AB)z(BA)z(??)zTradeMarketingasCategoryManagementToolzFromSellingtobuyersTohelpingbuyerstosellCasestudy–Health&Wellness–OtherExampleszBabyDayzzWomen’sCarezTMEvaluation/ROI/ROIMarketingOpportunityConsumerapathyTraderequirementandexpectation/SalesneedtosupporttheaccountBrandvs.SalesObjectivevszBuyer–what’sinitforme?z–zTrytoseparatetheintentszzDrivesales,ordrivevisibilityzzInvolveMarketingsupport–upcomingtrendzmarketing-WhatAreMostValuedzRMB–but...–zSales–price…–zMargin–dilemma…-zSharpreflectionofconsumerinsightzzExcitementzCreativity–newanddifferent–zFirsttomarket,exclusivezAbilitytocoordinate(savebuyer’stime)zSoftside–hardtoquantify–AdeeperlookatsalesSalesContributionSourcezMainshelfzGondolaendzPalletdisplayzPromowallzCheckoutzDMzPromoterzOnpackpremiumzOtherszAndpricingofcourse–Participatingvs.ControlOutlet/zBasesales(mainshelf)zzActualsales–Basesales=Incrementalsalesz–=zTMcost/Incresales=costperincrementalsaleszTM/=CostperIncrementalSaleszCompareacrossdifferentTMactivitieszTMzCompareacrossdifferentzStoreszRegionszRetailerszProductszTakessometimetobuildupaproperdatabase–butshouldbeworthit!z–RetailInsightThankYou
本文标题:从零售商的角度看渠道营销
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