ESTRATEGIA

COMERCIAL
Mgr. Carlos Chain B.

La Gestin de Marketing es un proceso estratgico:

Cules son los Objetivos
del Negocio??

Objetivos del
Negocio
Dnde jugar?
Evaluacin de
Oportunidades
1

Qu comportamientos del consumidor /

usuario activaremos?

Qu combinacin de actividades y en
qu horizonte de tiempo es la mejor?

Qu estndares de ejecucin
emplearemos para la medicin?

Cul es la estrategia para Ganar??

Estrategia Posicionamie Estrategia
de
nto de
de Canales
Portafolio marca
2
4
3

Cmo ganar en el mercado?

Plan de
Activacin

Cmo elegimos crecer

en el mercado?
Qu oportunidades de
crecimiento
perseguiremos?

Cmo asignar recursos para

lograr el crecimiento?

Cul es el mejor
posicionamiento para
nuestros productos/marcas?

Cmo ganar con cada

producto en cada
segmento/canal?

Ejecucin
6

Cmo hacer sostenible

el xito??
Aprendizajes
7

La Propuesta de Valor: Piedra angular de una marca

ganadora
Cules son los Objetivos
del Negocio??

Objetivos del
Negocio

Posterior a la ejecucin deber

hacerse una evaluacin de
resultados e identificacin de
aprendizajes.

Dnde jugar?
Evaluacin de
Oportunidades
1

Cul es la estrategia para Ganar??

Estrategia Posicionamie Estrategia
de
nto de
de Canales
Portafolio marca
2
4
3

Cmo ganar en el mercado?

Definicin clara de objetivos

estratgicos.
La evaluacin de
oportunidades est dada por
el contexto.
En algunos casos no se
trata de identificar nuevas
oportunidades, sino de
explotar los productos
existentes desde un enfoque
estratgico.

Plan de
Activacin

Desarrollar una propuesta de

valor diferenciada.

Proponer un Plan de Activacin

para los productos
desarrollados.

Acompaamiento en la ejecucin
del Plan (sugerir proveedores y
trabajar con ellos).

Ejecuci
n
6

Cmo hacer sostenible

el xito??
Aprendizajes
7

La Propuesta de Valor: Piedra angular de una marca

ganadora
Seleccin integrada de alternativas

Dnde Jugar?

Cmo ganar?

Qu consumidores?

Qu compradores?

Qu clientes/
canales?

Cmo alinear el
portafolio?

Qu categoras/ subcategoras

Cmo posicionar
nuestras marcas?

Cmo lograr una

ejecucin
diferenciada y
sostenible?

Etc

Etc

Cmo genera valor la gestin de Marketing?

Valor entregado por la Gestin de

Marketing

Dnde Jugar

Estrategia de Cmo Ganar

Construyendo
portafolios
coherentes de
marcas poderosas

Haciendo
mejores
preguntas
estratgicas

Asignando los
recursos de
inversin de
manera ptima a lo
largo de marcas y
canales

Cmo ganar en el mercado

Coordinando
las actividades
comerciales en
el mercado

Ejecucin rigurosa y
consistente

4
3
1

Hallar la
senda del
crecimiento

Ser ms astuto
que la
competencia

Construir marcas
poderosas y
sostenibles

Alinear la marca
con la estrategia
de canales

Desarrollar
actividades
comerciales
coordinadas

Ejecutar
consistentemente
y extraer
aprendizajes

Evaluar oportunidades y definir el portafolio de

productos? El huevo o la gallina?
Qu sabemos al
comenzar?

La estrategia
corporativa
Los objetivos
estratgicos

Qu debemos hacer?

Dnde jugar?

Evaluacin de
Oportunidades

El plan estratgico
a 3 aos
La aplicacin de la
estrategia a la
fecha y los
resultados

Estrategia para
Ganar?

Estrategia de
Portafolio

Facilitadores
Insights
Segmentacin
Innovacin
Dnde se genera valor (margen)

Qu obtendremos al
final?
Priorizar
oportunidades de
crecimiento
dimensionadas a
nivel de marcasegmento de
consumidor y canal
si amerita

Rol de cada
marca/producto
para ganarse al
consumidor

Rol de cada canal

para llegar a los
consumidores/usua
rios

Qu deberamos hacer?

Cul es la estrategia
para ganar?

Dnde jugar?

Evaluacin de
Oportunidades

Cmo elegimos Qu oportunidades

dnde crecer en de crecimiento
este mercado? perseguiremos?
Ejercicio 1: Definir
drivers estratgicos
para lograr los
objetivos del negocio

Ejercicio 2: Elegir
oportunidades de
mercado y alinearlas
con los drivers
estratgicos

Estrategia de
Portafolio

Cmo asignar de manera

ptima nuestros
recursos para capturar
crecimiento?

Ejercicio 3:
Evaluar la
alineacin de
nuestro portafolio
de productos con
las oportunidades
identificadas

Ejercicio 4:
Alinear Roles del
Consumidor /
Canal

Priorizacin de Oportunidades

En qu oportunidades de crecimiento enfocaremos nuestro

tiempo, esfuerzo y recursos?

Alternativa
Estratgica
Clave

Proceso

Preguntas
a hacernos

Por qu es
difcil
contestar
estas
preguntas?

1
Entendiendo el
Negocio

(What) Qu objetivos
del negocio debemos
alcanzar??

(Where) Dnde est el

dinero en nuestro
mercado?

Estrategia
cambiando
continuamente o
poco clara

Pensamiento
reactivo de corto
plazo reemplaza al
planeamiento de
largo plazo

Evaluando el
Contexto
de Mercado

Alternativas
tomadas sobre la
base de intuicin
y no sobre
informacin
Falta de datos
Falta de un
insight
profundo del
mercado

Comprendiendo la
Posicin Competitiva

(Who) Quin est

ganando hoy y por
qu?

Insuficiente
informacin del
competidor(es)

Pensamiento
enfocado
internamente no
considera las
capacidades de los
competidores

Posicionamiento,
oportunidades e
issues

(Which) Cules
oportunidades
deberamos perseguir?

Fuentes de
crecimiento potencial
mltiples con
pequeas diferencias
entre ellas

Entendimiento
fragmentado del
mercado, lo cual
reduce la efectividad
de la seleccin de
alternativas

Priorizando las Oportunidades de Crecimiento

Matriz de Priorizacin de Criterios
Atractivo
Criterio

Winability
Explicacin

Criterio

Xxx

Xxxx

Xxx

Xxx

Xxx

Xxxx

Xxx

Xxx

Xxx

Xxxx

Xxx

Xxx

Xxx

Xxx

Primero, lluvia de ideas

para elegir 5-7 criterios
posibles de atractivo y
winability

Explicacin

Segundo explicar lo
siguiente:
Por qu
seleccion este
criterio?

La estrategia de segmentacin como base de

identificacin de oportunidades
Diseando la Segmentacin

Definiendo el perfil de los

segmentos

Construyendo el Mapa

Purchase and Usage

Environment

Cules son las

oportunidades de mayor
crecimeinto en mi
mercado/categora?
Qu comportamientos
debemos influenciar para
alcanzar el crecimiento?
Cmo podemos segmentar
el mercado para
determinar las diferencias
importantes en
dnde/cmo influir esos
comportamientos?

Elegir criterios relevantes sobre

los egmentos de mercado a
enfocarse

White Collar (AB) Males

Blue Collar (CDE) Males

Females
LDA55

LDA24

2555

Male and
Female >55
LDA24

2555

Val. 4.4%
Mixed Gender
Occasions

Val. 5.0%

Vol. 3.3%

Out of
Home

Val. 3.3%
Single Gender /
Alone

Weekend

Socialising Val. 11.1%

and
Celebrating

Vol. 4.2%

Val. 4.2%

Vol. 1.4%
Val. 2.6%

Vol. 16.2%
Val. 18.2%

Val. 13.4%

Vol. 4.3%

Val. 5.4%

They almost always choose a glass bottle, and insist that

the beer is cold

Segment 1 typically drink beer once or twice per week, but

of ten during the weekend. They are large volume consumers

10
Vol. 8.9%

Val. 7.7%
Eating and
Relaxing

Vol. 20.1%

Demographics

Vol. 2.9%

Val. 0.3%
13

Vol. 0.3%

AVG.

Key Needs on Last Occasion

12

15

14

Vol. 2.1%

SEG 1

11
Vol. 6.4%

Price Segment Data

Economy share
0%
13%
Average Age
21
To have f un with f riends & family
58%H
Demographics 81%H
Needs on Last Occasion
Price Segment
Data
SEG 1 53%
AVG. To chat overKey
Single
Mainstream
share
38%
a drink
50%H
Economy
share
Females
0% 21 Upper
Average Age
mainstream
share
19% 0%
18% 13%
To/ relieve
have f un
with f riends & family 39%L 58%H
To relax
stress
Single
Education:
High school
91%H 81%H Premium/super
Mainstream
share
prem.
share
43% 38%
16% 53%
To chat
To quench
my over
thirsta drink
38% 50%H
HH income:
Avg. 1500 PED / Month
74%H 0%
Females
To cheer
up/ relieve stress
Upper mainstream share
19%
18%
28% H 39%L
To me
relax
Demographics
Key Needs
on Last Occasion
Top Brands
1
AVG.
PriceSEG
Segment
Data
SEG 1
AVG.
Big city
areas: Over
100,000
78%H 91%H
Education:
High
schoolpop.
Facilitate
Premium/super prem. share
43%
16%
27% 38%
To socializing
quench my thirst
SAB
Economy share
0%
13%
Average
Age
21
f riends & family
58%H
Occupation:
Student
HH income:
Avg.
1500 PED
/ Month65%H 74%H
To make
f eelme
at ease
Tome
cheer
up To have f un with17%
28% H
Peroni
3%
Top Brands
SEG
1 1%AVG.
Single
81%H
Mainstream
share
38% off the
53%
To chat over a drink
50%H
Big city
areas: Over
100,000 pop. 25% 78%H
Occupation:
Professional
To f inish
16% 27%
Facilitate evening
socializing
Kooskanya
7%
3%
SAB

Females
0%
H

Upper
mainstream
share
19%
18%

To
relax
/
relieve
stress17%
39%L
Occupation: Student
65%
To make me f eel at ease
6% 3%3% 1%
Ideal
Beer Attributes
Peroni
Sizing
Data
SEG
1 school
kHL Loch
Education:
High
91%H
Premium/super prem.
share
43%
16%off theevening
To quench my thirst 16%
38%
Occupation: Professional
25% Golden Bear

To
f
inish
12% 7%9% 3%
HH income: Avg. 1500 PED / Month Kooskanya
74%H
Quenches my thirst To cheer me up 65% H
28% H
Share of volume in market
3%
1043
Taska
32% 6%25% 3%
Top
Brands
SEG 1
AVG. Ideal Beer Attributes H
Loch
H
Big city areas: Over
100,000
pop.
Sizing
Data
SEG
1
kHL
78%
Gets me in a party mood
64%
Facilitate socializing
27%
Share of value in market
3%
Deepbowe
Strong
3% 12%7% 9%
Golden
H Bear SAB
H
Occupation:
Student
Of premium
quality
65%
Quenches
my
thirst
65%
62%

To
make
me
f
eel
at
ease
Index
of
value
128
17%
Share of volume in market
3%
1043
Competitor
Peroni
3%
1%
Taska
32%
25%
Occupation:
Professional
Gets
me
in a party
Easyto
drink
/ Gulp
down
25%
61% 64% H
SABM
share of
of volume
Tomood
f inish off the evening
16%
Share
value in
market 64%
3%664
Heineken
11% 3%5% 7%
Kooskanya
7%
3%
Deepbowe Strong
Nicearoma
59% H 62%
Of premium quality
Index of value
128
Silva
4%
6%
3%
Competitor
Ideal Beer Attributes
Sizing
Data
SEG
1
kHL Loch 15%
Purchase
Behaviour

International
Brand
58%
Easy to drink / Gulp down
61%
SABM share of volume
64%
664
Golden
Branch
7% 11%9% 5%
Golden Bear
12%
9%
Heineken
Quenches my thirst
65% H
Value
or money
57% 59% H
Share of volume in market
3%
1043
fNice
aroma

Bucegi
2%
16%
H

Taska
32%
25%

Silva
15%
4%
Purchased by Self
72%
H
atmosphere
Gets me in a party
mood
64% H
Creates
an energising
53%
Share
of value in market
3%
Purchase
Behaviour
International
58%
Gambi
Dark Branch
1%
Deepbowe
Strong
3%
7% Brand
Golden
7%5% 9%
Outlet type: Bar / Terrace
67%H
Of premium quality
62%
Index of value
128
Value f or money
57%
New
Competitor 0% 2%13% 16%
Brau
Bucegi
Key Life Attitudes
/ Values
Outlet
In Central
area
location:
Purchased
by Self
75%H 72%H
Easy atmosphere
to
drink / Gulp down
61%
SABM share of volume
64%
664
Creates
an energising
53%H
11%
5%
Gambi Dark Heineken
1%
5%
choice:
Outlet type:
Bar
Terrace
Outlet
Place
to /meet
friends
72%H 67%HConsumption Data
SAB Comp
Nice aroma
Stable personal relationships
76% H
59% H
Silva
15%
4%
New Brau
0%
13%
H
H
Key Life
Attitudes /Brand
Values
choice:
Outlet location:
In Central area
Outlet
Best atmosphere
75%Openness to:
59% Behaviour
Purchase
International
58%
I like
to be independent
73% H
Golden Branch
7%
9%
Outlet choice: Place to meet friends
H
0%SAB 0%
72%H Economy
H
Consumption
Data
Comp

Value
f
or
money
57%

Achieving
higher
social
status
72%
Stable16%
personal relationships
76%
Bucegi
2%
Purchase
Location Purchased
SEG 1by SelfAVG.
72%H
93%
20%
Outlet choice: Best atmosphere
H
59%H Mainstream
Openness to: Gambi Dark
Creates an energising
atmosphere
53%H
Financial
security
is important
72% 73%
I like
to5%
be independent
1%
H
Outlet type: Bar
67%
Upper
mainstream
63% 0%43% 0%
On-trade SAB stronghold
30%H / Terrace
9%
Economy
I am0%
very
self13%
confident

Achieving
higher social status 71%H 72% H
New Brau
H
Key
Life
Attitudes
/
Values
Purchase
Location
SEG
1 7%AVG.
Outlet location:
area
H In Central
75%
Premium
/
Super
Premium
45%
70%
Urban
bar/caf/restaurant
22%
Mainstream
93%
20%
Having
close friends
Financial
security is important 69%H 72%
H
H
Outlet choice:
to
friends
Commitment
to: mainstream
72%
Consumption Data
SAB Comp
H meet
Rural
/restaurant
17%Place
Upper
63%
43%
Stable personal
relationships
76% H
H
bar/caf
On-trade
SABstronghold
30%5%
9%
H
Feeling
young
68%
I am
very self confident
71%
Economy
Outlet choice: Best
atmosphere
H
59%H / Super
Openness
to: Premium
Premium
45% 70%
Urban bar/caf/restaurant
22%
7%
I like to be independent
73% H
Choosing
my own
goals
65%H 69%H
Having
close
friends

Mainstream
50%
3%
0%
0%
Commitment to: Economy
Rural bar/caf /restaurant
17%H
5%
status
72% H
H
Feeling young Achieving higher social
68%
Purchase Location
SEG
1 Economy
AVG.
Upper
mainstream
35%
Mainstream
93%
20%
- 20%
Financial security is important
72%
Choosing my own goals
65%H
/ Super
22% 50%
34% 3%
Upper mainstream
63%
43%
HMainstream
On-trade SAB stronghold Premium
30%
9% Premium
I am very self confident
71%H
Premium / Super
Premium
70%
HUpper
mainstream
35%
20% 45%
Urban bar/caf/restaurant
22%
7%
Having close friends
69%H
Commitment
HPremium
Premium to: 22%
34%
Rural bar/caf /restaurant
17%
5% / Super
Feeling young
68% H
Economy
Choosing my own goals
65%H
Mainstream
50%
3%
Upper mainstream
35%
20%
Premium / Super Premium
22%
34%

Val. 5.7%

Val. 2.3%
Weekday

Val. 15.1%

2
Vol. 2.6%

In
Home

Val. 1.3%

Beliefs and
Associations

Desired Experience

Segment 1 is a young male segment,

Key to segment 1 is having fun with

Youth means that this segment see

with an average age of 21 years
friends (58%). Other important needs
personal relationships and friendships
Purchase and Usage
Beliefs and
are chatting over aDesired
drink (50%)
and
(76%) as very important
Experience
Mostly single (81%), they live in large
Environment
Associations
cheering themselves up (28%)
cities (78%) and enjoy a medium to high

Moreover, their higher socio-economic

Purchase
and
Beliefs and
level of income; many are students
(65%)
Usage
Branding or badging is more important
level means that status (72%),
Desired
Experience

Segment
1 is a young
male

Key
to segment
having

Youth
means
that this segment
see
Environment
Associations
to this
segment 1 is
they
valuefun with independence
(73%)
and self
This allows
them
to socialise
on-trade
andsegment, than average
with
an
average
age
of
21
years
friends
(58%).
Other
important
needs
personal
and friendships
a brand which allows them to f eel
confidence (71%)
are relationships
also top of mind
consume beer in mixed groups, especially
chatting
overtoa segment
drink
asforeign
veryYouth
important

Mostly
single
(81%),
they
in large
and (50%)

Segment
1 is alive
young
malesophisticated,
segment, arestylish,
optimistic
Key
1 is and
having
fun embrace
with (76%)
means that this segment see
on Saturday
nights where
they
visit

They
travel,
products
cheering themselves
up (28%)
cities(75%)
(78%) bars,
and
aand
medium

Moreover,
higher
socio-economic
youthful
withenjoy
an
average
ageto
ofhigh
21 years
friends (58%).
Other important
needs
personal
relationships and friendships
centrally located
clubs
and f reedom
theref oretheir
they
seek brands
of income;
many
are
students
(65%)
be
Branding
or
badging
is
more
important
level
means
that
status
(72%),
are
chatting
over
a
drink
(50%)
and
(76%)
as
very
important
entertainmentlevel
areas

This
should
a
beer
which
will
get
them
which
are
exciting
and
help
them
enjoy

Mostly single (81%), they live in large

average
to this
segment
value
independence
(73%) and
self
of
This
allows
them
socialise
and
themselves
(28%)
into the
mood
(64%) cheering
and
create
an they up
life
citiestoinf
(78%)
and on-trade
enjoy a medium
toparty
high than

Moreover,
their
higher socio-economic
Their choice
outlet
is heavily
luenced
a brand which
allows them
to f eel is more
confidence
(71%)
arestylish
also
topstatus
of mind
consume
beer
in place
mixed
groups,
especially
energising
atmosphere
level
of income;
many
are students
(65%)
(53%)
Branding
or badging
important
level means
that
(72%),
by its suitability
as a meeting
for
Peroni
currently
comes across
as
sophisticated,
stylish,
optimistic
andalthough
onas
Saturday
nights
where
they
Theya embrace
travel,
f oreign
products
than
average
to this segment
theyitvalue
and self
friends (72%),
wellas its
atmosphere

Functionally,
beer should quench
thirst
lacks
sense ofindependence
humour;
they (73%)
This
allows
them
to visit
socialise
on-trade and
youthful
centrally located
(75%)
bars,
clubs and
andyouthf
f reedom
theref
ore they
seek
a brand
which
to not
f eelsee it as
confidence
(71%)
arebrands
also top of mind
and image (59%)
(65%),
and have
a nice aroma
(59%)
but allows themdo
ul, f un,
or self
consume
beer
in mixed
groups,
especially
entertainment
areas
This should
be
beer which
will
get them
and helptravel,
them fenjoy
sophisticated,
stylish,
optimistic
be easy
toa drink
in
conf identandwhich areexciting
on
Saturday nights where importantly
they visit should
They embrace
oreign products
However, these
are of ten spontaneous
mood (64%) and create
anHeineken is better
life perceived,
planned
Their choice
of
outlet
islocated
heavily (75%)
inf luenced
(61%)
centrally
bars,
clubs andinto the party youthful
and seen
f reedom
rather than
occasions,
taking

as theref ore they seek brands

energising
atmosphere
(53%)
by its
suitability
as a meeting
place for
Peroni
currently
comes
across as
stylish
entertainment
areas

This should
be a beer which
will getthem
which
are
exciting
and
help them enjoy
place in the late
evening
sophisticated
and stylish
as
well
as self
friends
(72%),
as
well
as
its
atmosphere

Functionally,
beer
should
quench
thirst
although
it
lacks
a
sense
of
humour;
they
into the party mood (64%) conf
and ident
createand
an f un
life

Their
of outlet is heavily inf luenced
They are also the segment
with choice
the most
andofimage
(59%)
a nice aroma
(59%)
but
dobrand
not see
as
youthf
ul, f un, or
self across as stylish
energising
atmosphere
by its suitability as a meeting place for (65%), and have
Peroni
comes
varied number
consumption
(53%)
Their f avourite
foritvolume
iscurrently
Taska
should
be easybeer
to drink
in quench thirst conf ident

However, these
are of(72%),
ten spontaneous
friends
as well as its atmosphereimportantly

Functionally,
should
although it lacks a sense of humour; they
occasions
(61%)and Usage
rather than planned
occasions,
but
Heineken is better
seen ul,
asf un, or self
Purchase
and image
(59%) taking
(65%), and have a nice aroma (59%)
do notperceived,
see it as youthf
place in the
late
eveningthese are of ten spontaneousBehaviour importantly should be easy to drink in sophisticatedconf
andident
stylish as well as self

However,
conf identandHeineken
f un

They are alsorather

the segment
with the
most
(61%)
than planned
occasions,
taking
is better perceived, seen as
varied number
of consumption

Their f avourite
brand f or volume
is Taska
place
in the late evening
sophisticated
and stylish
as well as self

S1
consume premium upper mainstream and mainstream

Their brand choice is inf luenced at the POS by the menu of

occasions
conf ident and f un

They aare
also
theofsegment
withtothe
most
brands; and
show
high
level
openness
premium
beers;
typically
choosing what they perceive to be the best
Purchase
and
Usage
varied number of consumption

Their f avourite brand f or volume is Taska

available

Indeed, premium brands account f or almost half of

Behaviour
occasions
brands used on their last occasion (43%)

TheyPurchase
take cues f rom
what
they see their friends drinking
and
Usage

They almost always choose a glass bottle, and insist that

Segment 1 typically drink beer once or twice per week, but

S1 consume premium upper mainstream and mainstream
Behaviour
Their
brand choice
inflarge
luenced
at theconsumers
POS by the menu of
the beer
is cold
of ten during
the
weekend.
They isare
volume
brands; and show a high level of openness to premium
beers; typically choosing what they perceive to be the best
available Their brand choice is inf luenced at the POS by the menu of

Indeed, premium
brands premium
account f upper
or almost
half of and mainstream

S1 consume
mainstream
brands usedbrands;
on theirand
last
occasion

They take cues

f romtypically
what they
see their
friends
drinkingto be the best
show
a high (43%)
level of openness to premium
beers;
choosing
what
they perceive

They almost
a glass
bottle,
and insist
that halfof Segment 1 typically
drink beer once or twice per week, but
available
always
Indeed,choose
premium
brands
account
f or almost
the beer is cold
of ten during
weekend.
They
large
volume
consumers
brands used on their last occasion (43%)
the
They
take cues
f romare
what
they
see their
friends drinking

Vol. 6.5%

Vol.15.1%

Vol. 5.8%

Total Volume in
Total Volume
Market: 33,429 kHL

Crear una propuesta de

segmentacin que sea
significativa, accionable y
MECE

Desarrollar perfiles detallados

de los comportamientos de
cada segmento y de los drivers
de esos comportamientos.

La estrategia de segmentacin como base de

identificacin de oportunidades
Ejemplo real de una matriz de segmentacin de una marca de cerveza en el
emrcado europeo: Las ocasiones de consumo son ms propicias para marcas
premium
Legend
Premium

White Collar (AB) Males

Economy

Share of

LDA24

Total

Main

10.3%

Mixed Gender
Occasions
Out of
Home

0.0%

11.1%

2.4%

3.3%

7.6%

0.0%

0.0%

Socialising 24.5%
and
Celebrating 6.2%

2.6%

3.4%

Premium

Total

2555

4.9%

1.5%

3.1%

4.2% 1.7%

1.4% 21.4%

4.8%

5.1%

1.3%

0.3%

5.1%

32.1%

3.2%

8.9%

3.4%

21.3%

20.1%

0.8%

12.8%

4.3%

28.3%

9.3%

4.1%

11

8
4.2%

6.4% 2.8%

2.9%

4.4%

1.8%

0.5%

Segment category Volume (kHL) /

Total category Volume (HL)

16.2% 5.4%

10

0.1%

13

Economy

0.0%

1.6%

Mainstream

0.9%

18.5%

Eating and
Relaxing

Weekday

Legend

LDA24

2
2.0%

In
Home

2555

Male and
Female >55

Single Gender /
Alone

Weekend

Blue Collar (CDE) Males

Females
Females <55
LDA-55

12

15

14
2.1% 0.3%

0.3% 6.6%

6.5% 15.3%

Price Category Total Volume

15.1% 5.5%
4,346 kHL
23,735 kHL

5.8%
5,349 kHL
33,429 kHL

Para formular una estrategia ganadora, primero

debemos entender el contexto: Market Mapping

Categora de Productos
Personalidad e imagen de marca propia y de la competencia

What
Lugares de consumo y
Where
canales de compra

Necesidades
funcionales y
emocionales asociadas
al consumo de este tipo
de productos.

Why

Who

When

Targeting
demogrfico y
actitudinal (a quin
nos dirigiremos?

Ocasiones de
consumo/uso.

A lo nuestro: Estrategia de posicionamiento

para ganar en el mercado
Qu sabemos para
empezar?

Las prioridades de
crecimiento
definidas en
funcin a su
valoracin del
producto-canalconsumidor.
El rol de cada
producto/marca
para ganar con el
consumidor/usuar
io

Qu obtendremos al
final?

Qu haremos?

Cul es la estrategia para ganar?

Posicionamiento
de marca /
producto
3

Estrategia de
marcas-canales
4

El portafolio de
productos.
Las caractersticas
de cada producto
a
lanzar/comunicar.

Drivers
Insights

Segmentacin

Innovacin

Clara articulacin
entre el
posicionamiento de
cada
marca/producto y
su plataforma
creativa
Objetivos medibles
de crecimiento para
cada
producto/marca a
lanzar
Tareas estratgicas:
lo que haremos
para cambiar
comportamientos
especficos de
consumidores y/o
usuarios.

Qu haremos especficamente?
INPUTS

Estrategia de Portafolio: Rol de la marca

Estrategia de segmentacin (si existe)

Research: Estudios sobre consumo, penetracin,

actitudes y hbitos relacionados con la categora.

Estrategia de Marca

Posicionamiento actual (si existe)

Revisar los inputs

de la marca y la
categora

Evaluar el
desempeo de la
marca y la
competencia

Portfolio Roles

Brand

Premium

Business Role

Consumer Role
Style,
International
premium

Win fair share of premium volume,

attack Heineken share

Kooskanya

Win fair share of premium volume,

attack Silva

Lust for life, fresh

2. Defend position in Bars & Nightclubs and

maintain position in Liquor stores

Sociable; proven
heritage with a
modern,
progressive twist

1. Maintain position in Liquor Stores

Loch

Defend fair share of premium

volume in younger segments
and off-trade; defend against
Silva/Heineken encroachment

Golden Bear

Win our fair share of Upper M/S

value in off-trade, attack
Heineken and Golden Branch
share

Engender local
pride and strong
loyalty, relate to
socialising at
home

1. Grow in Liquor Stores and defend position in

Small Food Stores

Taska

Defend share of M/S against

economy

Local pride,
reliable

Purchase
and Usage Environment

Deepbowe

Mainly in S/C de Tenerife province and high

proportion of target consumers living in the
capital and big cities (100,000 to 500,000 hab.)
Across all the different social classes but slightly
skewed towards high, medium-high class as city
dwellers.
They are most likely to be married.
They drink outdoors mainly after work and
evenings before going out for dinner.
Apart from obvious places of consumption like
bars and at home they also drink beer in bbq

Maintain dark beer share

Desired Experience

2. Grow in Restaurants & Cafes and Liquor Stores

The Brand Triangle

S3, S1 and S7

1. Grow in Restaurants & Cafes

M/S

Predominately male aged 30 to 35 years old.

Priority
Segments

ChannelRole

1. Grow in Bars & Nightclubs

Peroni

Primary target

2. Grow in Bars & Nightclubs and maintain

position in supermarkets

2. Grow in Large Food Stores and grow in

Supermarkets
1. Grow in Supermarkets and defend position in
Restaurants & Cafes
2. Maintain position in Bars & Nightclubs and
Discounters
1. Grow in Large Food Stores

Dark, strong
beerand2.Associations
Maintain position in Small Food Stores and
Beliefs
grow in Discounters

DORADA target group identifies themselves with

the brand

They value quality and they are willing to pay

more for it

They like going out socializing

They are driven by emotional reasons. They like to
feel par t of the Canaries when they drink beer
They drink as an habit, they are used to drink beer
Open to new varieties of beer: familiar everyday
versions of the local current ones
Beer stands out for giving pleasure, a reward and
escape from the monotony of daily routine and
responsibilities

They are loyal when it comes to order their

main beer.
They are proud of belonging to the Canaries
and they feel identified with it when they drink
DORADA
They are happy to enjoy themselves with others
: Group value fusion cohesion
From a cultural point of view Connection
with the roots
They find beer as an excuse to go out / meet up
with friends colleagues

S10 and S5

10

S10, S5, S6
and S11

Secondary
targets

S11, S12 and

S6

Spill-over
segments

Purchase and Usage

Behaviour
They consume beer at least once a week

IDYLLIC
RELAXATION

5
6

11

12

MASCULINE
CHARACTER

LUST FOR LIFE

MEN WILL BE
MEN

DOWN TO
EARTH
BRINGS US
TOGETHER

14

They are more light consumers than heavy consumers. 84% of them drink beer
between 1 and 3 times a week

They drink any day of the week but predominantly on weekends

They predominantly drink beer during lunch and at dinner

STYLE

MAKING IT

S1, S3 and S7

Beer is perceived as an affordable drink and

specially local brand are easily available

BEER
APPRECIATION

S1, S2 and S7

PRIDE IN
ORIGINS

Identificar y
comprender al
target de consumo

Desarrollar un
posicionamiento
de
marca/producto

Seleccionar el
mejor
posicionamiento/
rol

Generar el
Propsito de la
Marca

OUTPUTS
Brand Ladder y Propuesta de Valor
Investigacin Cualitativa (Cuantitativa?)
Las bases de a plataforma Creativa (para
brifear a la Agencia)

Consumer Proposition
Dorada reflects who I have chosen to be
ForCarlos who is an early Canarian
30s
man lifestage
(
)
Whoknows that the Canaries has the best that life can offer Because of its authentic Canarian heritage and uncomplicated taste
Compelling because:

Brand

Brand Purpose

Creative Platform

Executional
Framework

Reflects who I have chosen to be

Different and better because

: Combination of the authentic Canarian heritage with the pure German process

Sustainable through time because

Reaffirm people in their

Canarian choice.
Dorada is one of us an
icon of the Canarian
way of life.

: No one else can own Canarian heritage

Social Benefit:
I appear confident with my Canarian choice
Emotional Benefit
a lifetime to make

: I feel fortunate that I have already made a lifestyle choice others take

Consumer Take Out:

Product Benefit:
The unpretentious Canarian taste is how good beer should taste
Differentiated Product Attributes:
Natural ingredients nothing added
Simple and straightforward process
International recognition
Long Canarian history

Brand Iconography: Rhombus shape, Red

colour, Mountain

Brands Personality:
Loyalist archetype; social connector, trustworthy,
-assured;
self outgoing,
sense of humour, responsible, down to earth; optimistic
Consumer Insight:
Im proud to be Canarian because even though we are told we are one hour behind we are actually one step ahead.

Dorada is one of us

How lucky to live

here

Motivating Canarian
slice of life moments.
Tone:Warm, positive,
human, emotional.
Colour code: red
look&feel

Pasos

Preguntas
Clave

Cul ser el proceso a seguir para definir la

estrategia de Marketing ganadora?
1

Revisar los inputs

de la marca y la
categora

Evaluar el
desempeo de la
marca y la
competencia

Cul es el
concepto de
posicionamiento?

Cul es el valor
de marca con
relacin a los
competidores?

Identificar y
comprender al
target de consumo

Qu quiere el
consumidor/
usuario?

2.1 Identificar hbitos

3.1 Target
de consumo de los
1.1Revisar el rol de la
consumer
usuarios actuales
marca/producto
profile
completo
2.2
Revisar
el
Brand
1.2 Revisar los
Ladder actual (si 3.2 Identificar
objetivos
existe)
consumer
insights
2.3 Revisar el brand
1.3 Capturar los
ladder de los
cdigos de la
competidores
categora
potenciales
1.4 Revisar el
racional de
marca/producto
1.5 Evaluar el set de
capacidades

Desarrollar un
posicionamiento
de
marca/producto

Con qu
posicionamiento
podramos
ganar?

Seleccionar el
mejor
posicionamiento/
rol

Cul es el
posicionamiento
ganador?

4.1 Generar atributos 5.1 Ejecutar

diferenciales
investigacin
cualitativa
4.2 Generar el
Brand Ladder
5.2 Seleccin del mejor
ajustado
posicionamiento
4.3 Declaracin de
diferenciacin de
5.3 Definir variables
marca
clave para generar
4.4 Personalidad de
brand equity
marca
4.5 Declaracin de
proposicin de
valor al
consumidor
4.6 Consumer take-out

Generar el
Propsito de la
Marca

Cul es la visin
de la marca?
Cmo el producto
aporta al valor de
marca?

6.1 Generar un
propsito
del producto
rol en el
portafolio
6.2 Aporte a la
visin
estratgica
de la marca
paraguas

Definiremos el Brand Ladder

Brand X Brand positioning
Brand purpose for BRAND X:
Consumer Take Out
Brand pic
Consumer Proposition [ForWhoBrand X OffersBecause]
Compelling because

Different and better because

Sustainable because

Social Benefit

Emotional Benefit

Product Benefit
Differentiated Product Attributes

Brands Personality
Target
consumer pic

Consumer Insight

Brand Iconography

In the personality becaus

PROPUESTA DE VALOR AL CONSUMIDOR:

BRAND LADDER
Brand Purpose: La cerveza premium de Bolivia, reconocida por su sabor e ingredientes.
La pureza del agua es el secreto de su sabor. Pureza de Origen.
Consumer Take-Out: Para los conocedores de una buena cerveza, que aprecian su sabor
y cuerpo, fruto de la pureza del agua y el conocimiento de pioneros alemanes que
desarrollaron su frmula. Se caracteriza por su alta calidad, selectos ingredientes y sabor
nico.
Brand Proposition: Para las ocasiones especiales, en las que se aprecia el sabor nico de
una cerveza mgica por su origen e ingredientes, Huari es la mejor opcin. Slo para
conocedores.
Compelling because:
El sabor de Huari es
reconocido ampliamente
por los consumidores.

Different and better

Sustainable because: El sabor y
because: El prestigio y
tradicin de marca, as como la
tradicin de la marca, el
magia asociada a sus ingredientes
sabor y sus ingredientes.
siempre sern relevantes para el
La fuente de agua de
consumidor boliviano. Amplio
Huari, que la hace nica.
reconocimiento de sabor y calidad.
Social Benefit Statement: Me hace sentir como un verdadero
conocedor de las buenas cervezas. Slo la consumo en ocasiones
especiales.
Emotional Benefit Statement: La magia y tradicin se unen en torno
a la mejor cerveza de Bolivia. Reconocida por su sabor inigualable. Slo
para conocedores.
Functional Benefit Statement: La cerveza premium de Bolivia, de
sabor nico y reconocido.

Attributes: Ingredientes de alta calidad que la hacen nica.

Cuerpo y sabor que la distinguen como la cerveza premium
de Bolivia.
Brand Personality: Orgullo, mstica y tradicin. Values: Orgullo por su origen.
Brand Iconography: Icon: Logo Huari. Intrinsic Message: Calidad. Emotional Message: Orgullo y mstica.
Need: Socializar, wind-down.
Consumer Insight: Orgullo, mstica y sabor.

Un ejemplo: Red Bull

Beneficio Social

Beneficio Emocional

Beneficio Funcional

Atributos
Insight

Listo para cualquier cosa

Revitalizado y con mucha

energa

Estimula cuerpo y
mente

Contiene
Cafena

Mejora la resistencia
fsica

Contiene
Taurina

Quiero revitalizar mi mente y mi cuerpo

para estar siempre a mi mximo
rendimiento

La Escalera de Marca
Cmo la marca hace
que sus usuarios sean
percibidos por otros

Porque

Porque

Porque

Beneficio Social

As que

As que

As que

Cmo hace la marca

sentir a quienes la usan

Beneficio Emocional

Qu hace el producto
para quienes lo usan

Beneficio Funcional

Un aspecto /
funcionalidad del
producto

Un hallazgo sobre los clientes o el

mercado

Atributos
Insight

Definicin de Posicionamiento de Marca

Resumen de la marca que engloba lo que la

marca representa, demuestra y corrobora su
ventaja competitiva y los puntos de relevancia e
importancia para los consumidores.
1. PORQU ES IMPORTANTE? Posicionamiento
es una declaracin LARGO PLAZO y por lo
tanto no debe cambiar sustancialmente de un
ao a otro. Debe ser monitorearlo (como en
SABMiller) x Qs.
2. Componentes crticos de esta definicin?
Hablar de:
VENTAJA COMPETITIVA
RELEVANCIA para los consumidores claves.
razn por la cual el INSIGHT es
fundamental para nuestro enfoque.

Por qu es importante el Posicionamiento

de Marca?

porque provee las bases y un enfoque

disciplinado para tomar decisiones ptimas
de marca utilizando un lenguaje comn
basado en un modelo consistente.
Tuner
Amplifi
er
Speak
ers

1. Determina elementos claves de Estrategia de

Marca, ATL, BTL, y es el ltimo enlace de la relacin
del consumidor con la marca.
2. Analoga sintonizador-amplificador Si la estacin no est
bien sintonizada, no importa potencia de amplificadores, el
mensaje igual ser distorsionado.
3. En una empresa podemos tener ms de una marca, y c/u
juega su rol, as que tenemos muchas estaciones para
jugar en la misma radio.

es crucial para la Marca /

Ventas / equipo Tcnico.

4. Por ello, Posicionamiento

5. Un correcto posicionamiento de marca supondr un

correcto comercial de TV, un guin de radio que se entiende,
una gndola bien activada, y una adecuada seleccin de
POS.

El Posicionamiento determina la
comunicacin

Extraordinario rendimiento de
conduccin
"La mquina de conduccin
Ultimate"

Prestige: Calidad como ningn

otro

Tenemos 3 autos de lujo que

compiten x el mismo segmento
todos tienen el mismo color,
mismo precio, 4 llantas, 4
puertas .
y vamos a ver cmo cada uno
intenta diferenciar uno del otro
...
- BMW M5 filmacin de un cohete.
- Mercedes Tradicin.
- Audi, cientficos trabajando
Despus de mostrar ATL, basado en
tres diferentes Posicionamientos,

Han cambiado su
percepcin acerca de las
tres marcas?

Design: Ventaja a travs de

la tecnologa

Principios Clave del Brand Positioning

Hay 4 principios fundamentales, que son buenos controles para
saber sin un Positioning es bueno:

1. Credibilidad Posicionamiento
debe estar correctamente
sustentado, con fieles
fundamentos.

2. Relevante (Compelling)

Posicionamiento debe ser importante

para el consumidor.

3. Diferenciado Posicionamiento
debe demostrar cmo la marca es
diferente y mejor que sus
competidores.

4. Sostenible Debe ser la visin a

largo plazo de lo que la marca
representa.

Tenemos que decir verdades,

sino el posicionamiento no es
sostenible L/P lo mismo
que en la vida real. SER
CREBLE ES EL 1ER
REQUISITO.

Tiene que motivar, EXCITING,

FASCINATING .. Para que
mueva en sus decisiones de
consumo.
Desafo permanente cuando
proliferan marcas en la misma
categora.
Debemos fijarnos en el
Posicionamiento del Competidor p
asegurar q ofrecemos algo
sustancialmente diferente.

Proyectar al futuro permite

construir una visin.

Cada Posicionamiento debe ser creble, con

atributos diferenciadores que lo soporten
Look beyond the product intrinsics to find differentiation.
Tienen que tener todos los 4 requisitos,
pero ser creble es el primer
History
requisito. Por ello el intrnseco del
Since 1879
producto es tan importante.
Credible / Compelling Levis, Desde
Ingredients
1879.
crema hidratante
Credible / Compelling / Diferenciador
Dove, 1/4 de crema humectante. La
gente est preocupada por la piel seca.
Users / endorsers
Beauty soap of the stars Credible / Diferenciado / Sostenible
Toblerone - Forma del producto.
Pack
Triangular chocolate
Un Gran posicionamiento requiere
liderazgo y criterio. Los
consumidores no pueden y no nos
dicen cmo posicionar nuestras
marcas pero necesitamos de ellos
para validar nuestro
posicionamiento.

Elementos del Proceso en los que debemos

enfocarnos

Inputs

Outputs

Consumer Insight
Brand Ladder
Atributos y Beneficios
Proposicin de Marca
Personalidad y valores
Consumer Take-out

Brand
Generacin de
Insights

Ladder

Insight: Saber lo que ests buscando

La definicin de SABMiller:
un descubrimiento
acerca de los consumidores
o del mercado que puede

inspirar ideas
accionables para
lograr ventaja
competitiva

Qu son los Insights y por qu son

importantes?

Los Insights estn relacionados con las

necesidades y deseos de los
consumidores, clientes y compradores

POR QU hacen lo que hacen o

piensan en la forma en que lo hacen

Los Insights abren oportunidades y

construyen ventaja competitiva.

Proveen un trampoln para la ACCIN de

ventas y Marketing.

La pirmide de Insights

Insight

Conexiones

Identificado mediante la
comprensin y explicacin del
POR QU detrs de las
conexiones.

Es el primer paso hacia un insight.

Buscamos patrones o conexiones en
los datos para identificar temas
comunes.

Datos / Hechos / Observaciones

Pueden provenir de una sola

fuente de informacin o de
varias, incluyendo
investigacin de mercado,
ventas, prensa, Internet,
etc.: pueden incluir
informacin que ya es
conocida.

Overview del Proceso

x

x.

x
x
x

x
x

De dnde provienen los insights?

Mito: Los Insights slo provienen de la investigacin de

consumidores/ compradores
Verdad: Los Insights vienes de muchas y variadas fuentes
Tendencias

Categora

Datos

Producto

INSIGHT

Mercado

Competidor

Trade

Consumidor/ comprador

Informacin que ya es conocida

Cavar profundo

La ropa de los nios se ensucia

POR QU?

Ellos no pueden evitarlo cuando estn jugando

POR QU?

Estn pensando en sus juegos y en sus amigos, no en su ropa

POR QU ES TAN IMPORTANTE?

Al jugar construyen amistades y aprenden nuevas cosas

POR QU ES TAN IMPORTANTE?

Prefiero que mis hijos se ensucien y

aprendan algo que tenerlos limpios y
que no aprendan nada!!

La tcnica del Y QU?

En algunos casos encontrarn que preguntar por qu no
ayuda. Si es el caso, traten preguntando Y Qu?

Causas

Hechos

POR QU?

Implicancias

Y QU?