JDA《数字化供应链》自译连载（6）剧本三要素之：产品

The offer is exactly that: what your company has to offer. In other words,what products or assortments you bring to market.

Old playbook

The offer in the old playbook worked well for most of the 20thcentury, but as you will see, it is quickly becoming irrelevant. The playbookcenters around the four Ps of marketing:

Product: Products were fixed based onthe demographics of a particular region or group of stores. Forbusiness-to-consumer (B2C) companies, you could only use so many shelves orracks in a store to display product.

Place: What you could sell was oftenconstrained based on place, which in this case was limited by thephysical space that was available.

Price: In the old playbook, pricingwas static and relatively consistent. If you were a consumer packaged goods(CPG) company, retailers often dictated the price offered to the consumer.

Promotion: Promotions were alsogeneric and focused on mass consumption. For B2C companies, this strategy meantpromoting your offers through TV and radio ads or the weekly store flyer. Forwholesale and business-to-business (B2B) companies, promotions were offered incatalogs and at buyer tradeshows. And in both cases, these promotions were executedon a predefined schedule created at least 6 to 12 weeks in advance.

The customer experience also suffered under the old playbook.

For many B2C companies, after the shopper left the store with theproduct, the relationship ended. For B2B companies, such as chemical orindustrial parts suppliers and even wholesalers, the old playbook washigh-touch. This strategy involved a lot of phone calls with your customerservice rep and manual order taking,

with very little visibility into the other competitors’ offers.

在20世纪的大部分韶光里，旧剧本的供应都很有效，

但正如你所看到的，它很快就变得无关紧要了。

playbook环绕着四个P:

1. Product产品:

产品是根据特定地区或一组商店的人口统计数据来确定的。

对付企业对消费者(B2C)公司来说，你只能在商店里利用这么多的货架或货架来展示产品。

2. Place地点:

你可以出售的东西常日是基于地方的，在这种情形下，它受到可用的物理空间的限定。

3. Price价格:

在旧的剧本中，定价是静态的，而且是相对同等的。

如果你是一个消费者包装商品公司，零售商常日会决定给消费者的价格。

4.Promotion匆匆销:

匆匆销也是大众化的，紧张针对大众消费。

对付B2C公司来说，这一策略意味着通过电视和广播广告或每周商店传单来推销你的产品。

对付批发和企业对企业(B2B)公司，在目录和买方交易会上供应匆匆销活动。

在这两种情形下，这些匆匆销活动都是按照预先设定好的韶光表实行的，至少提前6到12周。

5.客户体验也受到旧剧本的影响。

对付许多B2C公司来说，顾客离开商店后，他们的关系就结束了。

对付B2B公司，比如化工或工业零部件供应商，乃至是批发商来说，过去的履历是非常实用的。

这个策略包括与客户做事代表进行大量的电话联系和手动订购，

对其他竞争对手的报价险些没有任何可见度。

New digital playbook

It’s not surprising that digital commercehas turned the old playbook on its head. The four Ps are very different intoday’s world:

数字商务颠覆了旧剧本，这并不奇怪。

市场四要素、四个P在新剧本中，都变得非常不同：

4P中的Product:

Today, companies build intelligence into the product itself. Thinkabout the amount of intelligence included in a new car. In addition to GPStechnology, digital tracking and alert mechanisms related to maintenance and temperaturemay be embedded into the car. Companies are also building CPG products thatmonitor consumption post-purchase. Companies already bundle that digital consumptiondata with reordering services to ensure that the product is automaticallyreplenished without any effort on your part.

Figure 2-1 shows how the old playbook evolves into the new playbook.

产品:

如今，公司将智能构建到产品本身中。

想想一辆新车所包含的智能。

除了GPS技能之外，

数字跟踪、维修保养喷鼻香港的警报机制、温度信息，

都嵌入到汽车中。

还有公司在开拓CPG产品，监控购买后的消费情形。

公司已经将“数字消费数据”与“重新订购的做事”捆绑在一起，

以确保无需消费者费任何力气，就能自动补给。

图2-1显示了老剧本如何演化成新的剧本：

千店千面、

实时征采且触达到目标客户、

客户驱动的货架和网店（而不是预定操持的）

4P中的Placement:

Additionally, the space constraints that limited product placementin the old playbook gave way to the endless aisle. Retailers use the endlessaisle tactic to save the sale. By using in-store kiosks or mobile phones,shoppers can now purchase product that is not in stock while shopping insidethe store and have it delivered to their homes.

The attractiveness of the endless aisle emboldened manufacturers tobypass the retailer in some instances and sell product directly to consumersonline. Growing e-commerce adoption also challenges the long-held belief thatcertain product categories face a high barrier of entry. New internet startupsprove they can get their offers to market very quickly and create new levels ofcompetition for industry titans. The quick success of the Dollar Shave Club,acquired by Unilever for $1 billion, illustrates this new phenomenon.

此外，旧剧本中的空间限定，被“无限容量、千店千面”所取代。

零售商们用“无限容量”策略来挽救发卖。

通过利用店内售货亭或移动电话，

购物者现在可以在店内购物时购买没有存货的产品，并将其送到家中。

“无限容量”的吸引力鼓励制造商，在某些情形下绕过零售商，直接在网上向消费者发卖产品。

越来越多的电子商务运用也寻衅了人们长期以来的不雅观念，

即某些产品种别面临着很高的准入门槛。

新的互联网初创企业证明，它们能够很快地将自己的产品推向市场，

对行业巨子形成竞争。

联合利华以10亿美元收购的“美元剃须俱乐部”(DollarShave Club)迅速得到成功，

解释了这种新征象。

Leading companies are now using advanced category management technologyto assort products and allocate space based on the demand patterns of uniqueshopper demographics in a store. This step represents a huge leap forward from whenproduct assortment could only be localized to a region, sub-region, or group ofstores. In-store activities also move from common sales to edutainment — educational or interesting in-store activities such as cookingdemonstrations or digital displays showing how an outfit will look. These itemscan make the shopping experience more exciting and increase foot traffic instores.

Only your creativity limits how you reach your customers.

We’ve seen retail giants create virtualstores in subway stations where the shoppers view a digital shelf beforeboarding the train and scan items for purchase and delivery. Your options areendless.

领先的公司现在正利用前辈的种别管理技能，

根据各个商店中独特的需求模式，

来为每个店铺，对产品进行分类和分配空间。

以前，产品布局只能本地化，

只能细化到“一个区域、子区域或一组商店”，不能够千店千面，

种别管理技能，这一步是一个巨大的飞跃。

店内活动，也从普通的发卖活动转向教诲娱乐活动——

在店内进行教诲或有趣的活动，

如烹饪示范、或展示服装的数字化显示。

这些物品可以使购物体验更加刺激，增加商店的客流量。

只有你的创造力才会限定你打仗客户的办法。

我们看到，零售巨子们在地铁站里建立了虚拟商店，

顾客们在上车前会查看一个数字货架，并扫描商品进行购买和配送。
你的选择是无限的。

4P中的Price:

In the digital playbook, pricing is much more dynamic.

Thanks to the internet, customers can easily find the latest dealswith just a click. Companies like Amazon use machine-learning algorithms toscan the market for competitive offers, updating prices by the minute.

在数字化剧本中，定价更具动态性。

借助互联网，顾客只需点击一下鼠标就能轻松找到最新的特价商品。

像亚马逊这样的公司利用机器学习算法来扫描市场上的竞争性报价，每分钟更新一次价格。

4P中的Promotion匆匆销:

Promotions have also become shopper-centric. In fact, some retailerspublish their own apps! When a consumer walks in front of a product, in-storebeacons recognize the shopper’s proximity and push outa promotional offer to the shopper via the app. This experience offers a verydifferent approach compared to the regional flyers that dominated the oldplaybook.

匆匆销活动也变得以商店为中央。

一些零售商开拓了自己的运用!

当消费者在产品前面走过的时候，

店内旗子暗记设备，会识别出顾客的靠近程度，

并通过运用程序向顾客推出匆匆销活动。

和“旧剧本中确当地发传单的办法”比起来，这种匆匆销体验截然不同。

The customer experience for B2Bcompanies is also shifting radically.

B2B companies are moving more toward self-service models, providingcustomers with recommendations based on their purchasing profiles. Thesecompanies deliver additional value around each transaction by providingcustomers with real-time status updates about orders, as well as alerts aboutpossible delays. In addition to real-time promotions, B2B customers receivedeeper levels of product education — delivered on theirterms, when they are ready to consume it — prior tomaking the purchase.

B2B公司的客户体验也在急剧变革。

B2B公司越来越方向于自助做事模式，根据客户画像向客户供应建议。

这些公司通过向客户供应关于订单的实时状态更新，

以及对可能涌现的延迟的警告。

除了实时匆匆销之外，

B2B客户在购买之前，还会接管更深层次的产品教诲——

在他们准备好消费时，按他们的条款交付产品。