公共電視運(yùn)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(fèi)者分析目標(biāo)市場通路策略價(jià)格策略產(chǎn)品策略定位營銷策略促銷策略攻略構(gòu)架營銷目標(biāo)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(diǎn)、包裝、口味、及功用來看，其主要競爭對(duì)手應(yīng)是鹵蛋，與皮蛋、咸蛋、生雞蛋不會(huì)形成太大的競爭關(guān)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(jìn)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(zèng)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(yán)重，產(chǎn)品同質(zhì)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(jià)位，產(chǎn)品附加價(jià)值低，一批市場批發(fā)價(jià)普遍是每粒4毛不到，二批市場批發(fā)價(jià)亦僅為5毛左右，各品牌走的是全面成本領(lǐng)先的營銷策略，采取溥利多銷的方式進(jìn)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(jìn)行運(yùn)作，通路運(yùn)作成本低，對(duì)通路控制能力弱；在各品牌中，只有鄉(xiāng)闊佬、鮮八里進(jìn)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(dòng)，且促銷手段主要是降價(jià)促銷。廣告宣傳主要體現(xiàn)在產(chǎn)品包裝上，廣告訴求點(diǎn)集中在產(chǎn)品淵源，口味,營養(yǎng)價(jià)值高,方便,原料為優(yōu)質(zhì)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(xì)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(duì)手將是鄉(xiāng)闊佬。消費(fèi)者分析上海菜屬江浙菜系，因此，上海地區(qū)消費(fèi)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(fèi)者行為特征和消費(fèi)習(xí)慣分析，年青消費(fèi)群或高收入消費(fèi)群對(duì)新產(chǎn)品的接受能力能力更高，試用新產(chǎn)品的意愿更強(qiáng)。消費(fèi)者分析20歲以下的消費(fèi)群對(duì)產(chǎn)品甜度的接受程度高于其它年齡階層的對(duì)產(chǎn)品甜度的接受度.消費(fèi)者分析各年齡層的消費(fèi)者對(duì)鐵蛋口感的評(píng)價(jià)都較高,但低年齡層的消費(fèi)群對(duì)鐵蛋口感的評(píng)價(jià)明顯高于高年年齡層的消費(fèi)者,這表明產(chǎn)品是老少皆宜,但更適年青人.消費(fèi)者分析年齡小的消費(fèi)群對(duì)產(chǎn)品硬度的接受度較高,而年齡大消費(fèi)群由于生理等原因,有著年齡越大,對(duì)產(chǎn)品軟度要求越高的趨勢.消費(fèi)者分析便利店是各年齡層的消費(fèi)群購買鐵蛋最主要的場所,25歲以下年齡層消費(fèi)者在雜貨店購物比例相對(duì)較高,25歲以上年齡層在量販店購買產(chǎn)品的比例相對(duì)較高。產(chǎn)品力分析消費(fèi)者對(duì)鐵蛋的口感反映很不錯(cuò)，認(rèn)為很好的達(dá)77.97%,很好加一般高達(dá)99.53%。產(chǎn)品力分析消費(fèi)者對(duì)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(rèn)為產(chǎn)品咸度適中的被調(diào)者高達(dá)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(fèi)者對(duì)產(chǎn)品的香度認(rèn)同率較高,認(rèn)為很香和差不多的被調(diào)查者高達(dá)98.59%。產(chǎn)品力分析鐵蛋硬度能迎合87.32%的消費(fèi)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(jìn)行的消費(fèi)者測試得到的結(jié)果來看，統(tǒng)一福記香鐵蛋是一個(gè)有強(qiáng)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(zhì)期：保質(zhì)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(shù)優(yōu)勢鐵蛋在上海市場是個(gè)新的產(chǎn)品，有獨(dú)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(jìn)的生產(chǎn)設(shè)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(jìn)的管理思想和經(jīng)營運(yùn)作經(jīng)驗(yàn)；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(tái)港澳及國外市場擁有較大的市場，進(jìn)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(luò)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(jìn)行捆綁營銷組合，達(dá)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(shí)將根據(jù)不同通路特點(diǎn)運(yùn)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(dòng)。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(fèi)者心目中已有一定的美譽(yù)度和忠誠度，而福記香鐵蛋在上海市場的知名度、美譽(yù)度、消費(fèi)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(jià)格劣勢：目前產(chǎn)品價(jià)格定位大大高于競爭產(chǎn)品，競爭產(chǎn)品的低價(jià)策略會(huì)使消費(fèi)者對(duì)同類產(chǎn)品形成一個(gè)較低心理價(jià)格預(yù)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(luò)資源為0，缺少有經(jīng)驗(yàn)的業(yè)務(wù)人員。劣勢：SWOT分析1、鐵蛋開創(chuàng)了上海蛋品市場一個(gè)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(shù)，競爭對(duì)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(zhì)化競爭，存在以差異化占領(lǐng)中高端蛋品市場較大的市場空間；4、蛋品市場無領(lǐng)導(dǎo)品牌，市場集中度低，市場進(jìn)入壁壘低。機(jī)會(huì)：SWOT分析1、鹵蛋產(chǎn)品的低價(jià)沖擊；2、消費(fèi)者對(duì)蛋品價(jià)格預(yù)期較低，高價(jià)蛋品被消費(fèi)者接受需要較長的時(shí)間過程；3、現(xiàn)代通路的激烈競爭和高額的進(jìn)場及促銷費(fèi)用影響產(chǎn)品在現(xiàn)代通路中的鋪貨進(jìn)程；4、炎熱的天氣會(huì)影響蛋品的整體銷量，而影響到鐵蛋上市的計(jì)劃的實(shí)施。威脅：目標(biāo)市場35歲以下消費(fèi)者旅游景點(diǎn)、車站、碼頭學(xué)校商業(yè)區(qū)中高檔住宅區(qū)定位香，硬產(chǎn)品利益點(diǎn)定位產(chǎn)品屬性消費(fèi)者利益點(diǎn)休閑食品營養(yǎng)方便產(chǎn)品功能定位味道香美口感獨(dú)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(gè)性統(tǒng)一福記蛋的專家福氣國際品牌中高檔的年青的時(shí)尚的誠信的營銷目標(biāo)三年內(nèi)在上海蛋品市場達(dá)成以下目