傳播渠道計(jì)劃

1、Communication Channel PlanningReviewHanoi, September 2000CCP is part of ABC OK?What we are going to cover todayReview of key components of CCP processPractical issues relating to CCPABC MissionTo Stimulate the Growth of Unilever Brands1. Inputs2. Communications plan3. Creative developmentABCThe Bran

2、dKey5. Values & Personality6. Reasons to Believe4. Benefits7. Discriminator8. Essence3. Insight1. CompetitiveEnvironment2. TargetCCP AmbitionTo Develop Competitive Edge in the Way we Manage Communication ChannelsExperience to DateABC meant to bringVital disciplineStep change in thinking - investment

3、 not cost4 Billion US DollarsUnilever want a better return on that investmentCommunication Channel PlanningFinal piece in the jigsaw of the ABC launchDirectly aligned with key strategic thrustsBrand focusReconnect with the consumerSimplificationCreative AgenciesMedia AgenciesUNILEVERSenior Marketers

4、Media ManagersCCP - The Core TeamHow CCP fits in - the old approachDraft Marketing Plan- budget forecasts- long term planningFinal Marketing PlanMedia BriefingCreative DevelopmentDraft Media PlanFinal Media PlanAgencyInvolvementHow CCP fits in - with CCP enlightenmentDraft Marketing Plan- budget for

5、ecasts- long term planningFinal Marketing PlanDraft Communication Channel PlanCreative DevelopmentFinal Communication PlanAgencyInvolvementCCP Business BenefitsTies investment to specific business objectivesForces difficult decisions on prioritiesProduces integrated brand planFramework for evaluatio

6、nCCP: All of the people all of the time1998: % Producing / Receiving Communication Plan for all brandsUnilever 70Agency 332001: % Brands for which Communication Plans are mandatoryUnilever 100 Agency 100This is not Rocket Science!InstrumentaltoSuccess 1234For each step DeliverableSteps Inputs Identi

7、fy Potential Activities Prepare Budget Outline Prioritised Activities, Budget Recommendations and Timings Phase 1: Agree Brand Activities & Priorities Benefit Greater Brand FocusFirst PrinciplePlanned activities must be consistent with brand strategy and business objectivesSecond PrincipleBudget mus

8、t be sufficient to support brand marketing activitiesPrepare Preliminary Brand BudgetsTop Down (Strategic)Bottom Up (Activities)Preliminary Brand BudgetPreliminary Brand BudgetSoftware developedAIM (Advertising Investment Measure)Top DownBottom UpSoftware developedMAC (Marketing Activity Costing)Agr

9、eed Brand BudgetActivity BudgetPreliminary Brand BudgetCompare Brand and Activity Budgets and ReconcileReconcileRevise brand budget or activitiesCalculate Gross BudgetsAgreed Brand Budget (Traditional Channels)ProductionCostsAgency FeesNon-traditionalChannelsGross Brand Budget Phase 2: Select Commun

10、ication Channels Evaluate and Select ChannelsRecommended Channel SelectionBy ActivitySpecify Target AudienceFor each activity: Set Measurable Marketing ObjectivesTranslate into MeasurableCommunication Objectives(i) Targeting - PrincipleAll Consumers are not equalReaching the right ones will make our

11、 investment more effectiveAvoid attacking our own brandsTargeting is increasingly possiblePersilComfortSurfDomestosJifHouseholdsBrand Revenue21%75%31%78%4%47%19%62%12%49%A Few Make the DifferenceLevers Core ConsumersPeopleProfit 70%45%-15%19%66%15%Sales 52%48%HeavyLightNonUnderstand the Target bette

12、rGo beyond demographicsConsumer PanelBrand Health Monitor (Brandz)3DTGI/Media IndexTrackingProprietary researchAnything else?(ii) Set Measurable ObjectivesObjectives - A Clear Sequence of InfluencesMarketing ActivityGoverned by the Business ObjectivesMeasurable Marketing ObjectivesThe desired market

13、place effect of the Marketing Activityon the consumerMeasurable Communication ObjectivesThe desired effect of the communication on the consumers to achieve the Marketing ObjectiveMeasurable Objectives Must Be.PreciseMeasurable Objectives Must Be.PreciseQuantifiableMeasurable Objectives Must Be.Preci

14、seQuantifiableTime-RelatedImportance of BrandKey in Setting Objectives5. Values & Personality6. Reasons to Believe4. Benefits7. Discriminator8. Essence3. Insight1. CompetitiveEnvironment2. TargetBenefitsValuesReasons to BelieveRelationships: - The Communications ObjectiveKeyBenefitBrandAwarenessComm

15、unicationObjective (1)CommunicationObjective (2)RepeatPurchasePenetration+(Trial)MarketingActivityMarketingObjective (1)MarketingObjective (2)LaunchRepeatPurchaseMaintenanceRe-trialKeyBenefitBrandValues(iii) Select Communication ChannelsGo to one of the four phasesStart ABACUSPhase 3: Prepare The Dr

16、aft PlanConsolidate Phase 2 Recommendations For Each Activity into Total Brand Plan and Adjust Draft Communication PlanPhase 4: Agree The Communication PlanReview Individual Channel Plan Proposals (incl.creative proposals) Adjust and Reassemble Plan Detailed Communication Plan Covering All Brand Act

17、ivities PUTTING INTO PRACTICEThe issues.A good processTheoretically, a very clear processCommon sensePotential is very goodHowever, operational issues.1. The Software!Left to own devicesNo guidance on customisationUK Centric - Lack of required data in AsiaAIM - replaced by Old AIMData requirements e

18、xtensiveMAC - put on holdAbacus - wait and see!2. Post Training SupportGlobal roll out in 3/4 weeksClear procedure, but very rushedAsian cascade end of MayPhase 1 meant to be finished end JuneBack to the software issue3. WorkloadBeneficial to be included earlier in process, butMany, many meetings to

19、 attendParalysis by analysisBrand managers off-loading more work onto agency?4. Unilever StaffSenior managers sometimes do not trust strategic ability of brand managersReduced empowermentUndermines working of core teamLack of clarity on teamwork approachWho does what?Agencies left to drive process forwardNew staff - no CCP trainingseen as just another process5. Unilever FinancialsLong term planningAIM guidelines ask for 3