以寶潔為例研究市場細(xì)分和市場定位

Segmentation,TargetingandPositioning李杰顧煒張偉然王志芳張麗李佳翼趙莎莎李姣OutlineThedefinitionofsegmentation,targetingandpositioningThebriefintroductionofP>heanalysisofthecaseWhatwehavelearnedfromP&GMarketsegmentation:

Howtodivideupmarketsintomeaningfulcustomergroups.Targetmarketing:Choosewhichcustomergroupstoserve.Positioning:Createmarketingoffersthatbestservetargetedcustomers.ThebriefintroductionofP&G寶潔公司（Procter&Gamble），簡稱P&G，是一家美國消費(fèi)日用品生產(chǎn)商，也是目前全球最大的日用品公司之一?？偛课挥诿绹砗ザ碇菪列聊堑?。在《財(cái)富》雜志最新評(píng)選出的全球500家最大工業(yè)/服務(wù)業(yè)企業(yè)中，排名第86位。寶潔公司全球雇員近10萬，在全球80多個(gè)國家設(shè)有工廠及分公司，所經(jīng)營的300多個(gè)品牌的產(chǎn)品暢銷160多個(gè)國家和地區(qū)，其中包括織物及家居護(hù)理、美發(fā)美容、嬰兒及家庭護(hù)理、健康護(hù)理、食品及飲料等。寶潔目前在中國的品牌包括：飄柔、潘婷、海飛絲、沙宣、伊卡璐、舒膚佳、玉蘭油、SK-II、護(hù)舒寶、封面女郎、幫寶適、佳潔士、歐樂-B、汰漬、碧浪、品客、吉列、鋒速3、博朗、金霸王。視頻ThevariousproductscategoriesSevenbrandsoflaundrydetergentSixbrandsofhandsoapFivebrandsofshampooFourbrandsofdishwashingdetergentThreebrandseachoftissuesandtowelsThreebrandsofdeodorantTwobrandseachoffabricsoftener,cosmetics,skincarepotionsanddisposablediapers.WhywouldP&Gintroduceseveralbrandsinonecategoryinsteadofconcentratingitsresourcesonasingleleadingbrand?Theanswerlinesinthefactthatdifferentpeoplewantdifferentmixesofbenefitsfromtheproductstheybuy.Takelaundrydetergentsasanexample:Peopleuselaundrydetergentstogettheirclothesclean.Buttheyalsowantotherthingsfromtheirdetergents---suchaseconomy,bleachingpower,fabricsoftening,freshsmell,strengthormildness,andlotsofsudsoronlyafew.Weallwantsomeofeveryoneofthesebenefitsfromourdetergent,butwemayhavedifferentprioritiesforeachbenefit.Tosomepople,cleaningandbleachingpoweraremostimportant;toothers,fabricsofteningmattersmost;stillotherswantamild,fresh-scenteddetergent.Thus,therearegroups—orsegments—oflaundrydetergentbuyers,andeachsegmentseeksaspecialcombinationofbenifits.Sevenimportantlaundrydetergentsegments1Gain2Cheer3Bold4Tide

5Era6Ivory7Dreft1TidewithBleach2TideLiquidwithBleachAlternative3TideRapidActionTabs4TideHighEfficiency5TideCleanBreeze6TideMountainSpring7TideFreeEvennarrowerniches1Gain2Cheer3Bold4Tide

5Era6Ivory7DreftAnotherquestion:Whydoesthissurperbmarketercompetewithitselfonsupermarketshelvesbymarketingsevendifferentbrandsoflaundrydetergent?Bysegmentingthemarketandhavingseveraldetergentbrands,P&Ghasanattractiveofferingforconsumersinallimportantpreferencegroups.Asaresult,P&Gisreallycleaningupinthe$4billionU.S.laundrydetergentmarket.Tide,byitself,capturesawhopping38percentmarketshare.AllP&Gbrandscombinedtakea60percentshareoftheU.S.market—morethanthreetimesthatofnearestrivalUnileverandmuchmorethananysinglebrandcouldobtainbyitself.WhatwehavelearnedfromP&GAcompanymustidentifythepartsofthemarketthatitcanservebesIttandmostprofitably.Itneedstodesignstrategiestobuildtherightrelationshipswiththerightcustomers.Acompanyshouldmoveawayfrommassmarketingandtowardm