《從無(wú)到有創(chuàng)建品牌》
An Example : Nike 例子：耐克
Launched in 1974
1974年投放市場(chǎng)

Sports shoe specialist with worldwide sales of US$877m by 1986
成為運(yùn)動(dòng)鞋專家，1986年全球銷售收入為八億七千七百萬(wàn)美元

New advertising campaign “Just Do It” took sports imagery mass market
題為 “Just Do It” 的 新廣告以運(yùn)動(dòng)形象打入大眾市場(chǎng)
passion, drama, moral uplift
熱情、戲劇性、品行升華
made it fashionable
使之成為時(shí)髦
made sports shoes a fashion item
使運(yùn)動(dòng)鞋成為時(shí)髦貨
Worldwide sales of US$9,200m in 1997
97年全球銷售額 92 億美元

The Connection 關(guān)系 Triangle 三角形圖
Product Benefit 產(chǎn)品的好處
Why I like the product 我為何喜歡該產(chǎn)品

Nike Connection 耐克 Triangle 關(guān)系三角形圖
Optimum Performance
品牌力的表現(xiàn)
One Mistake : Nike 耐克的一個(gè)錯(cuò)誤
Launched casual shoes in 1994
在1994年推出休閑鞋
Disastrous sales, and damage to Nike image.
What has casual shoes got to be with Nike brand
Range withdrawn
銷售額損失慘重，令耐克形象受損。
休閑鞋和耐克品牌又有什么聯(lián)系呢
撤回該系列


“ It is not enough just to know the consumer. You also have to know
your brand”
“僅了解消費(fèi)者是不夠的，還要
了解你的品牌”

(Phil Knight, Nike founder)
(Phil Knight, 耐克創(chuàng)立者)


Why ?
為什么？

Lessons From Nike 從耐克吸取的教訓(xùn)
Deliver a superior product, as defined by the consumer
消費(fèi)者認(rèn)為你所提供的是出眾的產(chǎn)品
not something anyone can do
而不是任何品牌都可以做到的產(chǎn)品


At an acceptable premium
付出可接受的額外費(fèi)用
Own a corner of the consumer psyche
在消費(fèi)者的靈魂深處擁有一席之位
the desire in all of us to be a ‘winner’
每一個(gè)人都有想成為“勝者”的欲望



Reorientate all elements of the marketing mix to support the brand
重新定向各種行銷手段來(lái)支持該品牌
eg : ‘Just Do It’
如：“Just Do It”
extreme effort of competition
競(jìng)爭(zhēng)的極度努力
fun, irreverent attitude to life
趣味，對(duì)生活不遜的態(tài)度

Left Bank Café President Enterprise 左岸咖啡館 統(tǒng)一企業(yè)集團(tuán)
Background 背景
Why was the Left Bank Café brand born?
為什么會(huì)誕生左岸咖啡館這個(gè)品牌？

President Enterprise’s dairy products were being sold under the “President” brand name, and for a long time had been unable to rise beyond second or third placed brand in the market.
統(tǒng)一企業(yè)的乳類食品都是以“統(tǒng)一”牌子出售，在市場(chǎng)上長(zhǎng)期以來(lái)無(wú)法突破二、三線商品的形象。
Background (Cont’d) 背景
The reason was that President was also marketing a great variety of other products under the corporate brand name, including not only food and drink products, but also insurance and even amusement parks.

原因是“統(tǒng)一”也有大量其他商品以企業(yè)的名字為牌子，不僅包括飲食，還有保險(xiǎn)甚至娛樂(lè)場(chǎng)。

Background (Cont’d) 背景
This led to confusion of the brand assets,
which caused a long-term problem for President’s dairy products, since they needed to convey a clear image of “freshness” and “expertise.”

這導(dǎo)致牌子混淆，給“統(tǒng)一”的乳類食品造成了長(zhǎng)期問(wèn)題，它們需要一個(gè)“新鮮”和“專業(yè)”的清晰形象。
Background(Cont’d) 背景
To solve the problem, President wished to create a new brand for its dairy products, capitalizing on the competitive edge of its superior refrigeration facilities and distribution system. In Taiwan, any beverage that comes in a Tetra Pak - be it a high-cost coffee or a low-cost soy milk - is always sold for either NT$10 or NT$15. And any beverage that comes in a can is always sold for NT$20.
為此“統(tǒng)一”希望為它的乳類食品建立一個(gè)新牌子，利用其在臺(tái)灣具競(jìng)爭(zhēng)力的冷凍設(shè)施及分配系統(tǒng)。在臺(tái)灣，以Tetra Pak包裝的飲料 - 不論是高價(jià)的咖啡還是低價(jià)的豆奶 - 價(jià)錢總是10或15元新臺(tái)幣。罐頭包裝飲料則賣 20元。

《從無(wú)到有創(chuàng)建品牌》