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单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,*,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,*,1,什么是渠道行销,?,What is Trade Marketing?,1什么是渠道行销?What is Trade Marketi,2,TM:Evolution,Integrated Sales&Marketing Function,Small Company/Turnover,Unsophisticated/undeveloped customer relationships,Low Complexity,Small customer base,Marketing,More sophisticated,or larger brand,portfolio,Sales,One of the largest suppliers,to our customers enables,development of relationship,Sales,High complexity,Sophisticated trade relationships,Key Account Focus,Formal CatMan projects,Marketing,Power Brands,Large Brands capable of,growing whole categories,Trade Marketing,Synergies across brands,&customers managed,by TM function,Low,Complexity,High,Complexity,Small,Brand,Power,Brands,Specialisation leads to more complexity,TM development-,background,TM Definition Evolution,2TM:EvolutionIntegrated Sales,3,Manage Individual,Logistics,Provide Sales Support,Material,Supply Information,Administer and Monitor,Budgets,Firefight Logistics Issues,Service,Provide Trade Feedback,On Needs,Interpret Market,Research,Date And Provide,Directional Advice,Communication of,Category/Brand Plans,To Sales In Functional,Format,Evaluate Promotions,Provide Business Analysis,Produce Generic And Key,Customer Planograms,Advisory,Design Account Specific,Activity,Develop Quality NPD,Execution Methodology,Control and Allocate,Sales Support Funding,Formulate Merchandising,Strategies,Short Term Tactical,Planning,Develop Systems,Strategy,Pivotal Role In,Forecasting,Category/Brand Volume,Management,Planning,Influence Medium/Long,Term Company Strategy,Set Channel/Customer,Objectives and Strategies,&Facilitate Business,Dashboard Discussions,Track Channel/,Customers Category,Strategies Via In-Store,Activity And Discussion,Own the Commercial,Proposition for all NPD,Initiatives,Lead Companys ECR,Initiatives,Strategic,A Pivotal Role,In Business Process,Evolutionary Development,3Manage Individual LogisticsPr,4,Marketing,Management,Account,Management,Category Management,Category Assessment,Category Opportunity Analysis,Category Master Plan,Category Budget,Consumer Research,NPD/EPD-Strategy(Concept,Product,Packaging,Copy,Media,P&L),Copy Strategy,Copy Planning,Media Strategy,Media Planning,Strategic Alliance Strategy&Planning,POP Development,Trade Marketing Management,Sales Assessment(Market,Category 4P&Channel/Customer),Sales Opportunity Validation(Market,Category 4P&Channel/Customer),Sales Plan-Category 4P Business Development Plans,Sales Master Plan,Sales Review-Category 4P,Local Consumer Buying Behaviour Research(MMM,CBS,In-Store Testing),Cat Tool 4Ps Best Practice Implementation,Promotion Evaluation,NPD/EPD-Local Planning,NPD/EPD-Master Sales Presentation(Incl.Pricing,Distr.,Placement Targets),NPD/EPD-Tracking/Follow-up,Trade Spend Allocation Recommendation,Account Management,Sales Plan-Channel/Customer Business Development Plans,Detailed Channel/Customer Action Planning,Commercial Terms&Conditions,Sales Planning&Forecasting,Day-to-Day Channel/Customer Management,Sales Review-Channel/Customers,NPD/EPD-Channlised/Customised Sales Presentation,NPD/EPD-Channel/Customer Negotiations,Promotion Planning Execution,Distribution,Assortment&Planogram Execution,Pricing Execution,Trade Spend Management(STORM),Trade,Marketing,Management,Responsible,Input,Responsibilities,Inform,4MarketingManagementAccountMan,5,Sales Development Manager,Channel Analysis,Regional TM,Trade-,Marketing Manager,Trade-Marketing Manager,MEASUREMENTS,?,NTS,?,FORECAST ACCURACY,?,MARKET SHARE,?,BRAND CONTRIBUTION,?,TRADE SPEND,?,SALES PROMOTION SPEND,Regional trade development,Modern-trade Development,WHL Development,Retail Census Survey,Retail Monitor,channel development,Distribution Improvement,5Sales Development ManagerChan,6,I.,为什么要成立渠道行销部,I.,渠道的演变,II.,销量和利润增长的需求,II.,渠道行销部的工作职责,I.,制定渠道策略,II.,制定分销策略,III.,制定陈列标准,IV.,促销活动的计划,实施监控及评估,V.,渠道费用控制,VI.,协助制定需求计划,议程,6I.为什么要成立渠道行销部I.渠道的演变II.销量和利润增,7,议程,(,续,),III.,渠道行销部的业绩考核指标,III.,销售指标达成,IV.,渠道费用控制,V.,渠道计划执行监控,VI.,销售预估准确率,VII.,流程执行与控制,IV.,课堂实践：,渠道计划的制订,V.,渠道行销部与相关部门的工作关系,VI.,渠道行销部内部的工作流程简介,7议程(续)III.渠道行销部的业绩考核指标III.销售指标,8,Annual,Annual,Growth,Growth,2001,2002,2003,(%,),2001,2002,2003,(%,),DEFINDED NATIONAL CITIES+TOWNS,Total FMCG Handlers,4,280,201,4,648,616,4,642,355,0%,32,839,36,193,38,459,6%,100%,100%,100%,100%,100%,100%,Hyper/Supermarkets,14,673,28,114,40,375,44%,7,114,9,480,11,202,18%,0.3%,0.6%,0.9%,21.7%,26.2%,29.1%,Grocery+Kiosk,3,001,841,3,247,097,3,214,610,-1%,23,259,24,001,24,382,2%,70.1%,69.9%,69.2%,70.8%,66.3%,63.4%,Other FMCG Handlers,1,263,686,1,373,405,1,387,370,2%,2,466,2,713,2,876,6%,29.5%,29.5%,29.9%,7.5%,7.5%,7.5%,Million RMB,Number of Outlets,Monthly FMCG Sales,FMCG Retail Market Structure by Shop Type,ACNielsen Defined National(City&Town)AC,尼尔森定义的全国（城市,+,城镇）,FMCG Store Counts,8Annual AnnualGrowthGrowth2001,9,各渠道承担不同的战略角色,公司必须针对各渠道制定不同的策略,经销商,-,销量的贡献者,-,铺点的提供者,-,利润的贡献者,量贩店和超市,-,销量的贡献者,-,产品形象的加强者,批发渠道,-,销量的贡献者,-,铺点的传递者,其他零售商,-,销量的贡献者,-,铺点的接受者,9各渠道承担不同的战略角色,公
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