营销案例.docx

1、营销案例DHC网络营销案例营销案例经典：在营销的过程中采用了会员制、多渠道、强供应链、立体传播的模式。同时，DHC的通讯销售模式杜绝了假货的流通，获得了顾客的信任。目前传统企业心里痒痒的，想招手自己的电子商务，想把自己的企业网站做的具有营销力，遗憾的事情是，初期在建站的时候，没有从营销的角度来设计网站。导致所有企业的网站一个套路。生产企业做自己的网络营销，销售网站，需要解决以下几个问题：1，让用户知道你2，让用户找到你3，让用户想买你4，让用户回来再买DHC是一个营销案例的经典。DHC营销的手段也是我们需要学习和借鉴的；毕竟是一个有效营销。DHC是日本的一个化妆品品牌，它进入中国市场的时间相比

2、要比其他欧美品牌要晚很多。DHC更愿意将自己的销售模式归结为化妆品里面的“戴尔模式”在戴尔营销案例模式被人们谈论最多的是定制生产和直接销售。为了实现从公司到消费者的无中间环节的直接销售，戴尔公司为用户提供电话定购一对一咨询服务，帮助用户了解产品性能，选择最适合自己的机型；并设立了非常详细的用户档案；价格完全透明公开化；用户可通过网站或免费电话下单购买；产品直接出厂，质量能够得到完全保证；戴尔的客户中心拥有精通多种语言的技术支持工程师，通过电话解决客户技术问题成功率非常高，为销售的快捷便利提供了有力保障。与戴尔相似的是，DHC的营销案例模式是“通信销售”DHC采用网络销售、电话销售、目录销售为主

3、的模式运行，没有进驻卖场和开设独立专卖店，产品直接到达消费者，节省了中间许多不必要的环节，把更多的实惠带给购买DHC产品的消费者。DHC的产品覆盖基础护理、特别护理、彩妆、香水、化妆用具和特别套装在内的六大产品系列百余种产品。由于采用通讯销售模式，DHC得以将节约的中间环节费用用于市场调研和产品研发，保证产品的优质，同时提供完善的产品线，保证消费者有选择的空间和个性化需求的满足；由于通讯销售模式省去了代理商经销费用和物流费用，DHC也得以提供比同类产品更低的价格。DHC的口号是：“相同质量，价格最低；相同价格，质量最好。决不生产劣于其他公司的产品”。这一点也是其几十年来的基本理念，并成为DHC

4、吸引精明的女性消费者的利器；由于实行了通讯销售模式，DHC为顾客提供了便捷和快速的服务，使她们足不出户就可以享受到自己喜爱的产品。而这种通讯销售模式的实施，使顾客用自己的感觉去判断，避免了在商场导购人员劝诱下的购物压迫感和非理性消费。同时，DHC的通讯销售模式杜绝了假货的流通，获得了顾客的信任。 这也是DHC能够成为经典营销案例的主要原因。营销案例模式之会员制会员制是DHC营销案例模式的一大特色。而加入DHC会员的程序非常简单，只需通过电话或上网索取DHC免费试用装，以及订购DHC商品的同时自动就成为DHC会员，无需缴纳任何入会费与年会费。新品上市时，会员可优先获赠试用装。同时，DHC会员还可

5、获赠橄榄俱乐部杂志，这一杂志由DHC主办，包含了产品目录与信息、美容体验信息、美容化妆技巧课堂等内容，成为DHC与会员之间传递信息、双向沟通的纽带。此外，DHC会员还享有积分换礼品等多项优惠。采用会员制大大提高了DHC消费者的归属感，拉近了DHC与消费者之间的距离，也让更多人对DHC给予更高的关注度。营销案例模式之多渠道在DHC营销案例模式中可以看到DHC拓展了多种销售渠道，为消费者提供了产品获得的便利性。在这一点上，DHC和戴尔可以说是异曲同工。DHC在自己的网站为会员和非会员提供了操作非常简易的电子商务平台，消费者可以通过网站输入自己的用户名和密码，选择自己需要的产品代码和数量，就可以进行

6、轻松购物；800免费电话的开通，使消费者不仅可以咨询美容信息和产品信息，也可以电话下定单购物。在北京、上海等十几个城市，DHC实行速递配送，货到付款；同时，DHC还开通了邮购服务，消费者可以在邮局通过邮购获得自己需要的产品。营销案例模式之强供应链戴尔营销案例模式为人们所熟知却并不容易被模仿。在戴尔灵活有效的销售模式背后是其卓越的供应链管理。高效运转的供应链体系既保证了戴尔有效的库存控制，也使戴尔的供货及时准确，服务到位。与戴尔一样，DHC强有力的供应链策略、有效的信息系统和到位的执行力度，使DHC在最短时间内响应顾客的需要，及时供货，让消费者能够在第一时间拿到自己想要的商品。DHC现已拥有会员

7、368万人(截至2004年10月)，在日本已经成为通信销售化妆品No.1品牌，在洁面、卸妆、保湿品领域长年保持日本市场占有率第一。在韩国、美国、瑞士和中国香港、台湾地区等，DHC都取得了良好的销售业绩。尽管DHC2004年1月才正式登陆中国大陆市场，但是在短时间内，DHC就已经拥有较高的知名度，成为职业女性们所津津乐道的话题，掀起了一个又一个的DHC销售热潮。营销案例模式之立体传播为使自己的化妆品系列产品能够迅速深入目标受众，DHC启动了立体式的传播。充分利用电视广告、报纸广告、车身广告等宣传方式，迅速让中国市场的消费者了解这一品牌。同时，DHC提供体验式的消费，通过免费试用等方式让消费者体验

8、DHC产品的高品质。这一人性化的服务在使顾客更为亲睐DHC的同时也为DHC自己的营销创造了机会。如最近DHC就在中国启动了免费体验天然基础护肤六件装的活动，只需发短信直接在手机中抵扣3元挂号费(确保产品准确送达顾客手中)，就可以获得护肤套装，市场反响非常热烈。经济热点：如何解决住房问题The euro crisisIs anyone in charge?A look behind the drifting and squabbling to see who is really to blame, and what theyre thinkingOct 1st 2011 |BRUSSELS, L

9、ONDON, PARIS AND WASHINGTON, DC| from the print editionIN THE Centennial Hall in Wroclaw, Poland, in early September, Jean-Claude Trichet, president of the European Central Bank, warned Europes finance ministers how grave the global financial crisis was. The euro area, he said, was currently its epi

10、centre, and the consequences could be much worse than anything seen so far.But since most citizens are not yet feeling the pain, politicians are struggling to act decisively. A lightning visit to Wroclaw by Tim Geithner, Americas treasury secretary, to express his alarm over the “catastrophic risk”

11、of cascading sovereign defaults seemed to have little impact. The Europeans offered either excuses (decisions in a European Union of 27 countries are hard to reach) or hostility (America should sort out its own debt). After two days of talks, the euro-zone ministers came no closer to a solution.One

12、week later, at the annual meetings of the IMF and World Bank in Washington, the Americans and others, including China, berated the Europeans for threatening the world economy. In fact, there was some progress: the Europeans agreed that there must be a plan to ring-fence solvent but illiquid economie

13、s, beef up the main bail-out fund, the European Financial Stability Facility (EFSF), recapitalise Europes banks and, not least, deal with Greece, which may yet default chaotically. But there was no agreement on any of the details of such a plan.Correction to this tableThe euro zone has the firepower

14、 to solve this crisisits aggregate deficit and debt numbers compare favourably with Americas and Britains. But it is not a single entity, politically or economically. The currency is European, but treasuries are national and economies are only partially integrated. Each country wants to limit its li

15、ability for the debt of others and to curb the interference of peers in its economic policies. All 17 members have a veto on key decisions, which must then be ratified by unruly parliaments. Now the euro zone is trying to re-design itself even as it sinksand every country is wondering whether to hel

16、p others or save itself.Half-step by half-stepBy its own ponderous standards, the euro zone has changed course quite fast. It has bailed out three countries, created an embryonic rescue fund and, only this week, toughened up fiscal discipline with threats of early sanctions for miscreants. Yet each

17、belated half-step exposes how much is left to do. A deal agreed in July, including a second bail-out for Greece with a “voluntary” contribution from creditors, recapitalisation of banks and more flexibility for the EFSF, is still struggling through national parliaments; and, in any case, these measu

18、res are already obsolete. Contagion has spread to Italy, and nobody pretends that the EFSF, even after Julys reforms, could save it without more money.The euro zone may have only a few weeks to come up with a more credible plan; the informal deadline is the next G20 summit in Cannes in early Novembe

19、r. Are Europes squabbling leaders up to it? To one despairing outsider, Austan Goolsbee, a former adviser to Barack Obama, Europeans are like the ineffective windbags in Monty Pythons “Life of Brian”“where, you know, the guy comes out and says, We need to act, and the next one says, Youre right, let

20、s draftno more talkingI second the motion. Lets start doing something.”One could easily imagine Jean-Claude Trichet as the hapless Brian, left to rot on the cross as his comrades walk away. To many, Mr Trichet has been the saviour of the euro, freely breaking with orthodoxy and acting decisively to

21、buy the bonds of vulnerable euro-zone governments while the politicians talk. Others, though, see him as the politicians lackey, and his purchase of sovereign bonds has driven two German colleagues to resign.Mr Trichet works hard at being a paragon of charm and composure. But his self-control crumbl

22、ed earlier this month when he was asked whether the ECB was now a European “bad bank”. “We have delivered price stability over the first 12-13 years of the euro! Impeccably! Impeccably!” he thundered, adding that he “would like very much to hear some congratulations” for delivering greater price sta

23、bility in Germany than even the mighty Bundesbank ever managed.Mr Trichet is clever enough to find justifications for his actions: the ECB, he claims, buys bonds not to bail out governments but to help the “transmission” of its interest rates to the market; and it accepts dubious Greek collateral on

24、 the ground that bailed-out countries are by definition solvent. He rightly warned the politicians that their campaign to make private bond-holders take a hit in future bail-outs would only spook the markets. But he may be wrong to oppose any kind of debt restructuring for Greece, which is patently

25、bust.Mr Trichet could, in theory, solve the immediate problem single-handedly by announcing that the ECB would buy unlimited amounts of sovereign bonds if a solvent country came under attack. There are signs that it is ready to provide longer-term liquidity (up to one year) to banks and to ease inte

26、rest rates. But Mr Trichet is the first to declare that the ECB cannot alone hold the breach in the bond markets.In any case, time is running out for a grand move. Mr Trichet will step down at the end of October, making way for Italys Mario Draghi. The change makes many nervous. The Italian central

27、banker is impeccably orthodox in his economic thinking. Moreover he may find it hard, as an Italian, to expand the ECBs bond-buying when Italy is especially vulnerable.Its all up to Angela and WolfgangIn the end, the future of the euro will be decided largely in Germany. It has the deepest pockets,

28、and its post-war renaissance is intimately bound up with European integration. If Europe takes decisions slowly, it is partly because of Germanys complex federal structure and messy coalition politics. And for all the criticism, it is easy to understand Germanys hesitation (SEE CHARLEMAGNE). It face

29、s an agonising choice: to back the euro with almost unlimited taxpayers funds, or risk the break-up of the single currency. The government has tried to steer away from both horrors. Many Germans think it is already going too far, too fast towards a “transfer union”.Germanys slow response also has so

30、mething to do with the personality of the chancellor, Angela Merkel. She is a physicist by training, methodical to a fault and ultra-cautious; faced with conflicting advice, her instinct is always to put off a decision. She may be fully committed to the project, but for her Europe is a cost-benefit

31、calculation rather than historical destiny.Not so her finance minister and one-time rival, Wolfgang Schuble, a disciple of the ex-chancellor, Helmut Kohl. Mr Schuble, who is wheelchair-bound since an assassination attempt in 1990, does not demur when interviewers describe him as the cabinets “last E

32、uropean”. His relations with Mrs Merkel have not always been easy. She became chairman of her Christian Democratic Union in 2000 after Mr Schuble was forced out of the job over his involvement in a party-financing scandal. These days the Merkel-Schuble dynamic is watched as closely as bond spreads. At least once, the chancellor has countermanded a deal struck by her finance minister. Mr Schuble is hawkish on the need for fiscal discipline and may be readier than Mrs Merkel to push Greece into a default, yet he is also more prepar