公共電視運營模式

PROJECTASPIRATIONSANDKEYQUESTIONSIdentifyanddrivemajorchangesthatwillputpublictelevisiononamoresoundeconomicfootingandensureitsfuturesuccessHowsevereandlonglastingarethefinancialpressuresonthesystem?Howshouldwelaunchtheseinitiativesandeffectlastingchange?Whichperformanceimprovementopportunitiesofferthemostpromise?1CHALLENGES:BOTHSTATIONECONOMIESANDPROGRAMDEVELOPMENTAREAT-RISK *Excludescapitalfundingfordigitalupgrade.Revenuesnotadjustedforinflation** Growthratefrom1994-2001Source: CPBAuditedFinancialReports(AFR),PBSanalysis(dues),AppendixQfromPBSSGwhitepaper(“FundingforPBSNPSProgrammingbyFunderCategory”)$1.93Billion$450Million2001LocalStationEconomy2001NationalProgramFundingProspectsforfuturerevenuegrowth3.5%peryear*3.1%peryear**Historicalgrowth

inrevenues(1990-2001)Current

sizeDeclineinrealtermsduetofallingnetmemberrevenuesAsystemdecision5.4%peryearFlattoveryslowlygrowing(1%aboveinflation)2001StationAssessment$107M2273.3374.0249.4328.5230.5330.5205.6347.6128.6259.6104.2145.662.994.5TotalPTVsystemrevenue,*1990and2001$MillionsUniversityIn-kindCorporateandfoundationgivingUnrelatedbusinessStateandlocal

fundingFederalfunding**Membergiving * Excludescapitalfundingfordigitalupgrade,additionalcapitalfundraising,endowment,andinterest ** Federalagencygrantsfor2001areestimated(assumed5%growthover2000)Source: AFR;federalreports;PBSannualreports$1.25billion$1.88billionCHALLENGES:ONLYGROWTHAREASAREUNRELATEDBUSINESSANDUNDERWRITING199020013.83.16.64.93.32.9AnnualGrowth%1990-20012.5Driversofgrowth3CHALLENGES:HISTORICALLY,THESYSTEMHASGROWNTHROUGHDIVERSIFICATION–NOWALLREVENUESOURCESARETHREATENED

Source: AFRs;TeamperspectiveFutureOutlook4CHALLENGES:NETSTATIONMEMBERSHIPREVENUEHASDECLINEDINREALTERMSSINCE1990 *Allgrowthratesarecompoundannualgrowthrates.Source: AFRs;BureauofLaborStatisticsFundraisingcosts:1.0%Netmembershiprevenues:-0.9%$17millionlostincome$Millions,Adjustedforinflationtoconstant2001$Grossrevenues:0.1%*5CHALLENGES:DECLINESWILLCONTINUEINNETMEMBERSUPPORTPledge,whichistheengineofnewmemberacquisition,hasseenrisingcostsrelativetonewmemberyieldinlinewithdecliningproductivitytrendsoutsidePTVNetrenewalrevenuewillnotoffsetdecliningacquisitionStationsalreadyhaveamongthenonprofitsector’shighestrenewalratesRenewalmail’sproductivityisflattodecliningDecliningratingsincreasestations’challengeFallingratingslikelycontributetothelongtermmembershipdecline,bothbecausetheprospectpoolwithaconnectiontoPTVshrinksandbecausemembershiprenewalishighlycorrelatedwithaudienceWiththenumberofnonprofitsgrowingtwiceasfastasrealhouseholdcharitablegiving,stationswillbehardpressedtogrowtheirshareofmembers’wallets

Source: “DonorCentricsComparisonReportforPublicTelevision,December2000;”DMAFactbook2001;GivingUSA2002AudienceSizeNewMemberRenewingMemberPhilanthropicEnvironmentMembershipRevenueDriversOutlook6CHALLENGES:STATIONHAVEMETTHESECHALLENGESINTHEPASTBYCONTROLLINGCOSTSACROSSTHEBOARD1990UnderwritingPrograminformationFundraisingManagementand

generalBroadcastingProgrammingand

production100%=$1.80billion7.93.33.83.14.03.8 *ExpensesdonotincludeCPBorPBSoverheadorCPBprovidednonstationgrantsSource: AFR;PBSannualreport,2001AnnualGrowthRate1990-2001Stationsexpense,1990and2001Percent100%=$1.19billion2001NPSduesandservices4.0Nearly1/3ofstationprogrammingandproductioncostsareconcentratedinproducingstationsfornationalprogramming72001Actual2010IllustrativeBroadcastopsMembershipEduc./outreachOtherCHALLENGES:REVENUEDECREASESWILLPROMPTREPEATEDPAINFULCOSTREDUCTIONSSource: SABS;interviewsStationcost-cuttingscenario:15%revenuelossAcquisition&schedulingProg.productionGeneral&administrative$10.7millionUnderwritingWebsite76Reduceheadcountby26%,from80to59Cutlocalproductionbudgetby40%,reducingannuallocallyproducedhoursfrom109to65EliminatetheProgramGuideMaintainorslightlydecreaseinvestmentinwebsiteandeducation76$9.1millionIllustrativeexpensebudgetforanaveragemedium/largecommunitystation100%=8CHALLENGES:CAPITALINVESTMENTSMAYFURTHERREDUCEAVAILABLEFUNDINGOnly$800millionoftheestimated$1.7billiongoalhasbeenraisedDigitalConversionPlansaretoreplacecurrentinfrastructureby2006usingCPB’s$177millionappropriationrequest

Source: CPB;APTSDigitalClearinghouse;PBSestimatesNextGenerationInterconnectDigitalMediaNewServicesPlannedcapitalinvestmentsPotentialstrategicinvestmentsBringingthebestofpublictelevisionintoadigitalmediaworldthroughtheuseofdigitalcable,VOD,PVRsandHighDefinitionprogrammingInnovatingandlaunchingnewservicessuchasdistancelearningornewmediaservicesthatmaynotgenerateincome,atleastinthenearterm9CHALLENGES:NATIONALPROGRAMMING,LIKEWISE,FACESUNPRECENTEDPRESSURESUnprecedentedchangesinaudiencedemographicsandviewingenvironmentIncreasinginvestmentinprogrammingandpromotionfromcablecompetitorsExternalPressuresInternalPressuresLittleornogrowthintraditionalsourcesofrevenueRisingcostsandnewcosts(suchasHDproduction)ResponsesIntroducingnew/limitedseriesandspecialstoslowratingsdeclineIncreasingfundingfromCPBandPBStocoverrisingperhourcostsGreaterrelianceonfully-fundedprogramsPeriodiccostreductionNationalProgramming10CHALLENGES:NORELIEFFROMTRADITIONALPROGRAMMINGFUNDINGSOURCES * IncludesgovernmentagenciessuchasNSFandNEH,butnotCPBappropriation Source: PBSSG’sEnvironmentalScanofthePBSSponsorshipSalesModelAugust2002;2002figuresareestimatesasof12/12/02Growthintotalprogramminginvestment-NPS/Plus/SIP/Select(1991-2001)$MillionsCorporate,Foundation,privateproducer,other*Station,PBS,andCPB1991-2001GrowthRate7.1%5.4%2.6%266301338267291327370311326379450ProspectsforfuturefundinggrowthSource

1991-2001GrowthRatePercent

Futureoutlook

PBS/stations

4

-Station

financialchallengesmakeitimpossibletoincreaseassessmentsabsentverycompellingcase

Corporateunderwriters5

AbilitytojoininrecoveryofTVadmarketthreatenedbyturnoverofkeyunderwritersandcommercialcompetitionCPB

3

Federaldeficits,fiscalenvironmentthreatenrequestedincreases

Foundations

9

Slowergrowthlikelyasfoundationsstabilizegivinglevelsafterrapidincreasesinthelate1990sandshrinkingendowmentssince2000

Independentproducers

8

Continuedgrowthuncertain

Governmentagencies

9

Threatenedbygovernmentdeficits

Other

10

Toosmalltomakeadifference

43211CHALLENGES:INCREASINGLY,NATIONALPROGRAMMINGDOLLARSHAVELESSLEVERAGERELATIVETOCOMPETITIONGrowthRate

19.9%

Programming

investmentof4

comparablecablenetsAnnualprogramminginvestment,1993-2001$MillionsSource: Kagan'sEconomicsofBasicCableNetworks2002;TVProgramInvestor;PBSNPSoriginalbroadcastandre-upspendingGrowthRate

4.7%Averageinvestment$41M/yearPTV

investment$334M/yearPTVinvestment$450M/yearAverage=$183M/year8:12.5:112CHALLENGES:INDEPENDENTCOMMERCIALBROADCASTSTATIONSFACESIMILARPRESSUREANDARERESPONDINGWITHSIMILARSOLUTIONS–INCREASESCALEANDIMPROVEPRACTICESPressureonlocalnews–thecashcowfrom:AudiencefragmentationGreatercompetitionRatingsforsyndicatedprogrammingdownwhilecostsareupDecreases/eliminationofnetworkcompensationDifficultadmarketDTVmandatesThreatfrommoreO&OsIndustryPressuresAcquisition/consolidationtoachievescaleProgramacquisitionTechnologyinvestment(e.g.trafficoperations,salessystems,graphics)Sharedservices(e.g.accounting,HR)Upgradeofsalespracticesandsystems(e.g.pricing)IndustryResponses13OPTIONS:WEBEGANTHEPROCESSBYDEFININGASETOFCRITERIACriterion1:Likely,large,andnear-term:represents>$10Mnetperyearwithin5years,basedonclearbusinesscasefromcompellinginternalexamplesorrelevantexternalbenchmarksCriterion2:UnderPTVcontrol:Achievingtheopportunitydidnotrelysolelyona“happyaccident”outsideofthesystem’scontrolCriterion3:Nomajorstrategicissues:pursuingthiswouldnotrequiremajorconsultationtoreassess/reaffirmthestrategy,mission,positioningofPTV14OPTIONS:ABROADRANGEOFIDEASWERECOLLECTEDTHATWEBELIEVEDMIGHTMEETTHECRITERIATraditionalRevenueSourcesA.MembershipRetentionMajorGiftsCostsofMembershipB.UnderwritingNationalSalesUnwiredNetworkSalesLocalC.FoundationsD.LocalPartnershipsE.FederalDollarsDept.ofEducation,NEASpectrumAuctionTaxonInternetAncillarySourcesA.OtherPlatformsCableVODTivoOnlineB.RightsMgt.Video/DVDLicensingDomesticSyndicationInternationalSalesDigitalTelevisionA.NewServicesDistanceEducationDatacastingHomelandSecurityISPWorkforceTrainingGovernmentServicesNonprofitServicesMemberSubscriptionsTVMulticastB.FederalSupportB.CollaborationMasterControlCommercialPartnersMembership/UnderwritingSalesC.TechnologyInterconnectionAssetManagementMasterControlA.ThirdPartyFundsNationalProgrammingFundCo-ProductionB.ChangeProgrammingMixC.IndividualProgramsLowerPer-HourCostIncreaseRepeatsSystemEfficienciesProgrammingA.ImproveLowerPerformingStations15OPTIONS:WEANALYZEDTHEIDEASAGAINSTEACHCRITERIONCriterion3-NomajorstrategicissuesCriterion2:UnderPTVcontrolCriterion1:Likely,large,nearterm:MajorgiftsMemberretentionMembershipcostNationalunderwritingLocalunderwritingFoundationfundraisingCableChannelDomesticwindowingVOD/TIVONewdigitalservicesIncreasedfederalsupportforDTVRightsmanagementSystemefficienciesNeedastrategicplantopursueCableChannelDomesticwindowingPrepareforbutavoidover-investmentVOD/TIVOIncreasedfederalsupportforDTVGoodideasbutinsufficienttosecurefinancialhealthNewdigitalservicesMemberretentionMembershipcostLocalunderwritingMajorgiftsMemberretentionMembershipcostNationalunderwritingLocalunderwritingFoundationfundraisingVOD/TIVONewdigitalservicesIncreasedfederalsupportforDTVRightsmanagementSystemefficienciesMajorgiftsMemberretentionMembershipcostNationalunderwritingLocalunderwritingFoundationfundraisingNewdigitalservicesRightsmanagementSystemefficienciesMajorgiftsNationalunderwritingFoundationfundraisingRightsmanagementSystemefficiencies16OPTIONS:THREEPOTENTIALSOLUTIONSPASSEDEACHSCREENExpandmajorandplannedgivingeffortsPursuecostsavingsthroughstationandsystemefficienciesImprovemodelforNationalProgramming17 * Basedoncasestudystations,includingKUED,OPTV,KNPB,andWGBHSource: Stationinterviews;McKinseyNonprofitPracticeGivingpyramidfortypicalstationbeforelaunchingmajorgifteffort*GivingpyramidfortypicalstationafterlaunchingmajorgivingeffortMajorgivingrevenue6%94%13%87%SOLUTIONS:MAJORGIVINGHASAPOTENTIALIMPACT–$20-$35MILLIONNETREVENUEIfallstationscouldseecomparableimprovements,systemcouldraise$20-35millionnetrevenue18SOLUTIONS:CASESTUDIESOFFERUSEFULROLEMODELSFORSTATIONSLAUNCHINGHIGHTOUCHDEVELOPMENTEFFORTS

Source: Stationdata(KLRU,KNPB,OregonPTV,andKUED)6.51.61.6CostperdollarraisedPercent4.76.02.0-17.2.9KNPB’smajorgivingeffortwassuccessfulbecausetheyaggressivelytargetedhighnetworthindividualsforlargegifts$ThousandsKLRU’smajorgivingeffortgrew~3timesasfastastheirregularmembershipefforts$ThousandsOregonhasbeensuccessfulbecausetheyexpandedafullrangeofhightouchdevelopmentefforts,includingmajorgiving,plannedgiving,andanendowmentfund$Thousands7590113Numberofmajordonors27477110625.6MidlevelgivingMajorgivingPlannedgivingEndowment348082122112Numberofmajordonors76385N/A9512733.6**1,701787460615697Costperdonor$0814575N/A960632-10.4***KUED’slong-terminvestmentinmajorgivinghasledtoaten-foldincreaseinthisrevenue$ThousandsGrowthRate25.5**1,4202,1743,0543,7904,5197,8538,495GrowthRate28.9GrowthRate14.019SOLUTIONS:SUCCESSREQUIRESSIGNIFICANTACTION*Definedasstationswithnoorlimitedmajorgivingeffortsorreporting,lessthan6%oftotalmemberrevenuesfrommajorgifts)**Definedasstationswheremajorgivingrevenuesaccountfor6-13%oftotalmemberrevenue***Definedasstationswheremajorgivingrevenuesaccountfor+14%oftotalmemberrevenueSource: SABSStationssegmentedbymajorgifteffortsTotal=176$374MNumberofstationsTotalmemberrevenueStrongmajorgifteffort***Limitedmajorgifteffort*Somemajorgifteffort**Establishfullrangeofhightouchdevelopmentefforts(i.e.,majorgiving,plannedgiving,endowmentdevelopment)OpportunityPotential$10-20MnetrevenueRaisecurrenteffortsuptobestpractice(e.g.,improveexistingmajorgiving,expandmenuofhightouchdevelopmentofferings)$8-15MnetrevenueContinueeffortstoachievefullpotentialTotalunknown$20-35M+20SOLUTIONS:MEMBERSHIPSTAFFOUTNUMBERSMAJORGIVINGSTAFFOVER6:1Source: SABSServeover1.5millionmembersandover$120millioninrevenueServe8500majorgiversandover$40millioninrevenue21SOLUTIONS:KEYELEMENTSOFOURPLANWILLINCLUDEDEVELOPINGCAPACITYATSTATIONS–WITHGMsANDBOARDS,ASWELLASWITHINDEVELOPMENTDEPARTMENTSBenchmarkstoFocusOurEffortsIDmajorgivingcohortsSetkeystationbenchmarksTrackimprovementCommunicationCampaigntoEnsureBuy-inClearunderstandingofourpastIdentifychangeagentsandearlyadoptersIdentifystationsuccessfactorsToolkitstoSupportImplementationDesignandimplementnewprogramsforGMsandBoardMembersCreateaninventoryof“whatweknow”Createcopypoints,jobdescriptions,etc.CreationofaNationalEnvironmentforSuccessPeer-to-peerGMnetworksLaunchnationalcampaignAddt’lfinancialincentivesIdentifyeconomiesofscaleinmembershiptofreeupresources2223SOLUTIONS:BROADCASTOPERATIONSWORKFLOWSPROJECTDECISIONIMPLEMENTATIONANALYSIS&PLANDEVELOPMENTCOMMUNICATIONSLAUNCHTechConfpresentationCPBroundtablesTDCReviewStationmemosExpandworkingteamCommunicatevaluetostations2-3commoncauseprojectsTrackbookedcostsavings12-18monthsReviewprojectsquarterlyFullPTVimplementation?CPBSABsdataPreviousstudiesReviewpastOEprojectsMcKinseyassumptions&analysisDevelopimplementationplan24SGsellsadditionalsponsorshipInventorySOLUTIONS:NATIONALPROGRAMMING’SOBJECTIVE–IDENTIFYIMPROVEMENTSINVALUECHAIN(NEWPROCESSES,DIFFERENTROLES)ResearchCommissioning/rightsacquisition/fundingSponsorshipsales/int’lpostsalesPromotion/stationoutreachBackendrightsexploitationSetpriorities/agendaCommissionprojects/analyzeresultsSynthesizeallfindingsShare/distributefindingsSetstrategyDefinefuturescheduleplan/goalsDevisemetricstomeasuresuccessLocalunderwritingspotssoldDistributionagreementsmadeInventory/manufacturedstockedSalesScheduleandpopoutsannounced(Jun)Station“toolkits”assembledCommissionprojectGreenlightfornationalscheduleNegotiatecontractw/producersNegotiatecontract:CPB/PBS/producingstationFund-raisingGreenlightCPB/PBSfinancialcontributionGreenlightproducingstationfinancialcontributionDomesticprogramsalesResearch/developprojectsReviewexternalprojectproposalsFall/SpringschedulessetinMayNotdoneand/ornoclearleadertodayPBSleadstodayStationsleadtodayPotentialconnectionsInternationalpostsalesStrategy/scheduleplanning25NEXTSTEPS:TIMELINEANDDELIVERABLESSteeringCommitteemeetingAnnualmeetingMayJuneReviewofsuggestionsandconcernsfromRoundRobinmeetingsRefinementsofanalysisandplansCommitmentfromkeystakeholdersconfirmed(e.g.,GMsforMajorgiving,technologycommunity)ProjectvisionandprogresssharedwithfullstationcommunityLaunchprogrammingresearcheffortFirstwaveofeffortsdeveloped(e.g.,earlymajorgivingadopters)DevelopmentConferenceSeptemberMajorgivinginternalcampaignlaunchedforfirstsetofstationsBuildCapacityforLaunchesBuildmajorgivingprojectcapacityDevelopstructureforstationefficiencieseffortDesigninitialprogrammingneedsandevaluationresearchDevelopcontentandapproachforlocalboardsJuly/August26DISCUSSIONQUESTIONSDoyouagreewiththefinancialfindings?Whatquestionsdoyouhaveabouttheanalysis?Whatwillberequiredforsuccessinmajorgiving?Stationefficiencies?Whatrolecanyourfunctionalareasplayinensuringsuccess?27LOREMIPSUMDOLORLOREMIPSUMDOLOR統(tǒng)一福記（青島）食品有限公司上海分公司統(tǒng)一福記香鐵蛋上海灘攻略市場分析行業(yè)分析競爭分析產(chǎn)品力分析SWOT分析消費者分析目標市場通路策略價格策略產(chǎn)品策略定位營銷策略促銷策略攻略構架營銷目標執(zhí)行方案行業(yè)分析上海蛋品市場主要有鹵蛋、皮蛋、咸蛋、生雞蛋等幾大類產(chǎn)品，皮蛋、咸蛋、生雞蛋主要用于做菜，而鹵蛋為休閑食品。目前上海市場還沒有鐵蛋產(chǎn)品，但從鐵蛋產(chǎn)品的特點、包裝、口味、及功用來看，其主要競爭對手應是鹵蛋，與皮蛋、咸蛋、生雞蛋不會形成太大的競爭關系。行業(yè)分析目前鹵蛋市場行業(yè)集中度不高，鹵蛋生產(chǎn)企業(yè)普遍不具備核心競爭能力，行業(yè)進入壁壘較低，單位產(chǎn)品毛利率低；上海地區(qū)市場鹵蛋市場容量約為5000萬——1億顆/年（估算）。競爭分析上海市場上的鹵蛋產(chǎn)品基本上以鄉(xiāng)吧佬做為產(chǎn)品的通用名；各品牌產(chǎn)品定位為居家,旅游,酬賓宴客,贈饋親友的休閑食品或禮品。競爭分析各品牌產(chǎn)品以以鹵雞蛋為主，鵪鶉蛋極少，且沒有去殼；雞蛋以1粒裝、3粒裝為主，少數(shù)品牌產(chǎn)品有5粒裝，6粒裝的產(chǎn)品；各品牌產(chǎn)品口味、包裝、廣告語等多方面模仿現(xiàn)像嚴重，產(chǎn)品同質化，沒有特色，處于較低層次的競爭；競爭分析鹵蛋產(chǎn)品均處于較低的產(chǎn)品價位，產(chǎn)品附加價值低，一批市場批發(fā)價普遍是每粒4毛不到，二批市場批發(fā)價亦僅為5毛左右，各品牌走的是全面成本領先的營銷策略，采取溥利多銷的方式進行銷售。競爭分析市場上的鹵蛋產(chǎn)品基本上走的是傳統(tǒng)通路，以代理或經(jīng)銷的方式進行運作，通路運作成本低，對通路控制能力弱；在各品牌中，只有鄉(xiāng)闊佬、鮮八里進入了量販店、便利店等現(xiàn)代通路。競爭分析鹵蛋各品牌在上海地區(qū)無媒體廣告，很少有促銷活動，且促銷手段主要是降價促銷。廣告宣傳主要體現(xiàn)在產(chǎn)品包裝上，廣告訴求點集中在產(chǎn)品淵源，口味,營養(yǎng)價值高,方便,原料為優(yōu)質新鮮的雞蛋,衛(wèi)生等方面。鄉(xiāng)闊佬，千里香等品牌擁有自己的網(wǎng)站，在網(wǎng)站上有企業(yè)和產(chǎn)品的詳細介紹和宣傳。競爭分析鄉(xiāng)闊佬在各競爭品牌中，在通路、產(chǎn)品等方面都較其它品牌有較大差異，香鐵蛋在市場上主要的競爭對手將是鄉(xiāng)闊佬。消費者分析上海菜屬江浙菜系，因此，上海地區(qū)消費者比較喜歡吃口味比較清淡的食品，此外。上海人有喜吃甜食的偏好。從消費者行為特征和消費習慣分析，年青消費群或高收入消費群對新產(chǎn)品的接受能力能力更高，試用新產(chǎn)品的意愿更強。消費者分析20歲以下的消費群對產(chǎn)品甜度的接受程度高于其它年齡階層的對產(chǎn)品甜度的接受度.消費者分析各年齡層的消費者對鐵蛋口感的評價都較高,但低年齡層的消費群對鐵蛋口感的評價明顯高于高年年齡層的消費者,這表明產(chǎn)品是老少皆宜,但更適年青人.消費者分析年齡小的消費群對產(chǎn)品硬度的接受度較高,而年齡大消費群由于生理等原因,有著年齡越大,對產(chǎn)品軟度要求越高的趨勢.消費者分析便利店是各年齡層的消費群購買鐵蛋最主要的場所,25歲以下年齡層消費者在雜貨店購物比例相對較高,25歲以上年齡層在量販店購買產(chǎn)品的比例相對較高。產(chǎn)品力分析消費者對鐵蛋的口感反映很不錯，認為很好的達77.97%,很好加一般高達99.53%。產(chǎn)品力分析消費者對鐵蛋甜度接受程度較高,產(chǎn)品甜度是比較適宜的。產(chǎn)品力分析

認為產(chǎn)品咸度適中的被調(diào)者高達92.49%,表明產(chǎn)品的咸度也是比較適宜的.產(chǎn)品力分析消費者對產(chǎn)品的香度認同率較高,認為很香和差不多的被調(diào)查者高達98.59%。產(chǎn)品力分析鐵蛋硬度能迎合87.32%的消費者的口味。產(chǎn)品力分析從統(tǒng)一福記香鐵蛋口感，甜度，咸度，香味，軟硬度等產(chǎn)品特性進行的消費者測試得到的結果來看，統(tǒng)一福記香鐵蛋是一個有強大產(chǎn)品競爭力的優(yōu)勢產(chǎn)品。SWOT分析1、產(chǎn)品比較優(yōu)勢：香味：國內(nèi)其它品牌產(chǎn)品不僅沒有香味，而且腥味很大；硬度：硬度大，差異性明顯；口感：口感特殊，區(qū)別于鹵蛋品牌；包裝：色澤明亮,能明顯區(qū)別于其它品牌；保質期：保質期為12月，是鹵蛋產(chǎn)品的兩倍；衛(wèi)生：鐵蛋比鹵蛋品更衛(wèi)生，食用更方便；產(chǎn)品品類：產(chǎn)品品目豐富，不僅有雞蛋類，還有鵪鶉蛋類產(chǎn)品；優(yōu)勢：SWOT分析2、技術優(yōu)勢鐵蛋在上海市場是個新的產(chǎn)品，有獨特的制造工藝，競爭者不易模仿；3、生產(chǎn)制造優(yōu)勢：統(tǒng)一福記香鐵蛋擁有先進的生產(chǎn)設備和制作工藝；4、管理優(yōu)勢：統(tǒng)一福記擁有比國內(nèi)企業(yè)先進的管理思想和經(jīng)營運作經(jīng)驗；優(yōu)勢：SWOT分析5、資金優(yōu)勢：6、國際品牌優(yōu)勢：福記香鐵蛋在臺港澳及國外市場擁有較大的市場，進入大陸可充分利用其國際品牌的背景。7、協(xié)同優(yōu)勢：統(tǒng)一福記可充分利用統(tǒng)一公司成熟的營銷網(wǎng)絡資源，信息資源，行銷資源，并可利用統(tǒng)一公司豐富的產(chǎn)品線進行捆綁營銷組合，達到利用統(tǒng)一公司資源形成協(xié)同優(yōu)勢的目的。優(yōu)勢：SWOT分析8、推廣優(yōu)勢統(tǒng)一福記產(chǎn)品在上市時將根據(jù)不同通路特點運用不同的產(chǎn)品展示陳列器具，并開展形式多樣的推廣活動。優(yōu)勢：SWOT分析1、產(chǎn)品比較劣勢；包裝規(guī)格：沒有一粒裝產(chǎn)品，目前市場上1粒裝產(chǎn)品為主銷產(chǎn)品；品牌劣勢：鄉(xiāng)吧佬已有很高的知名度，產(chǎn)品在消費者心目中已有一定的美譽度和忠誠度，而福記香鐵蛋在上海市場的知名度、美譽度、消費者忠誠度都幾乎為零；產(chǎn)品線劣勢：很多鹵蛋產(chǎn)品產(chǎn)品線已延伸到雞腿、雞翅等肉類產(chǎn)品，而統(tǒng)一福記只有蛋類產(chǎn)品。劣勢：SWOT分析2、價格劣勢：目前產(chǎn)品價格定位大大高于競爭產(chǎn)品，競爭產(chǎn)品的低價策略會使消費者對同類產(chǎn)品形成一個較低心理價格預期，從而影響鐵蛋的銷售。3、通路劣勢：鐵蛋產(chǎn)品目前擁有的營銷網(wǎng)絡資源為0，缺少有經(jīng)驗的業(yè)務人員。劣勢：SWOT分析1、鐵蛋開創(chuàng)了上海蛋品市場一個新的蛋品品類，從一開始，我們就是行業(yè)第一，且具有核心技術，競爭對手不易模仿；2、上海僅鹵蛋一年市場容量就接近1億粒，市場容量大，市場吸引力大；3、目前鹵蛋市場處于低水平的同質化競爭，存在以差異化占領中高端蛋品市場較大的市場空間；4、蛋品市場無領導品牌，市場集中度低，市場進入壁壘低。機會：SWOT分析1、鹵蛋產(chǎn)品的低價沖擊；2、消費者對蛋品價格預期較低，高價蛋品被消費者接受需要較長的時間過程；3、現(xiàn)代通路的激烈競爭和高額的進場及促銷費用影響產(chǎn)品在現(xiàn)代通路中的鋪貨進程；4、炎熱的天氣會影響蛋品的整體銷量，而影響到鐵蛋上市的計劃的實施。威脅：目標市場35歲以下消費者旅游景點、車站、碼頭學校商業(yè)區(qū)中高檔住宅區(qū)定位香，硬產(chǎn)品利益點定位產(chǎn)品屬性消費者利益點休閑食品營養(yǎng)方便產(chǎn)品功能定位味道香美口感獨特產(chǎn)品情感定位能帶來福氣的產(chǎn)品產(chǎn)品定位定位品牌定位品牌定位蛋的專家定位品牌個性統(tǒng)一福記蛋的專家福氣國際品牌中高檔的年青的時尚的誠信的營銷目標三年內(nèi)在上海蛋品市場達成以下目