什么是视觉营销

视觉营销是英文（Visualmerchandising）的中文简写，归属营销技术的一种方法，更是一种可视化的视觉体验；指通过视觉达到产品营销或品牌推广的目的。

视觉营销作为一种营销技术，是一种视觉呈现，大众最直观的视觉体验表现方法，最初起源于70-80年代的美国，通过大众直观的视觉广告进行产品的营销，从而发展到“视觉营销”。

扩展资料：

视觉营销策略：

1、有清晰准确的品牌阶段性战略思想做指引

视觉是我们看到的表象，思想才是隐藏背后的核心和灵魂。特别是推广品牌，每段时间都会有不同的主题作为核心思想，譬如劲霸一开始就是把茄克做大做强，后来以点带面，由茄克单品成功的带动了整体业绩的增长，从而拉动了整个品牌的良性发展。

当我们走进茄克的终端，依然可以看见金色的茄克道具附在墙面上。我们说，这是劲霸的战略思想，从开始，坚持不懈，因而获得了成功。

在2004年的鞋博会之时，有一个运动品牌做出了很大的一个类似海盗船之类的展馆。其结合点是：此品牌代言人为蔡依林，她唱了一首《海盗来了》，于是将品牌通过海盗船来展现。那造型、质感的确带来了眼球效应，却未能带来良好的品牌印象。

不禁可以这样去分析和理解：展会的终极目的是推广和展示品牌形象，建立和加深自己的专业印象。作为一个新兴的鞋类品牌，明星代言只是敲门砖，让别人认识一下而已；大众最关注的应该是产品好不好，特别是在晋江鞋的质量长期被业界质疑的情况下，这一点是重中之重。

而做出这样一个馆来，陈列出的则是一种花架子式的幻象，没有点到问题的核心。因此，这就是一个战略思想上的失误。

2、形成广告视觉、终端视觉高度统一

通常把电视广告、网络广告、户外广告、纸类广告等统称为“媒体”，这是因为这些途径具有“媒婆”般的作用：它们让消费者对品牌产生初步印象；而此品牌的产品到底好不好，只有使用后才知道。因此广告、终端与产品之间形成了一种无形的链，而这个链就是：名要符实。

通常在广告创作的时候，有人认为，做广告就好比贴春联，“富贵满堂”、“财运亨通”可以是祝福和愿望，不见得一定兑现。这恰巧犯了一个很大的错误：诚信才是品牌常青之道。

终端在表现的时候，也要注意与广告主题或品牌阶段性主题的吻合，尽量避免主题不符或顾左右而言他。广告界有句有名的话：反复刺激、加深记忆。

脑白金广告现象说明，在资讯过剩的年代，不断重复重复再重复，就能让人永远记住。柒牌推中华立领，不仅广告猛打，而且终端宣传跟进、陈列跟进、产品跟进，这样就构成了统一的视觉营销链。

3、注重终端的视觉艺术

法国人有一句经商谚语：即使是水果蔬菜，也要像一幅静物写生画那样艺术地排列，因为商品的美感能撩起顾客的购买欲望。

随着人们消费观念的改变，消费者要购买的已不只是服装本身，他们开始关心品牌所体现的文化、带来的精神诉求。有句开玩笑的话说，中国整体生活质量已经上升到一个高度了，因为就服装消费而言，人们在淘汰一件衣服时，绝大多数是因为衣服已经过时，而不是因为衣服旧了或者破掉。

终端店铺是品牌与消费者的窗口，它的形象直接决定消费者是否购买该品牌产品。有人说陈列就是从细小的地方体贴顾客，使他们在感受陈列环境的同时愿意逗留并购买产品。

因此，很多人直接把终端的陈列艺术称为“视觉营销”。据其统计，店面如能正确运用商品的配置和陈列技术，销售额可以在原有基础上提高10%以上。

许多国内品牌在声势浩大的广告攻势和豪华的卖场装修背后，却经常出现零乱的陈列、过期的招贴及不规范的导购，这样严重影响了顾客对品牌的信任度。

参考资料来源：百度百科—视觉营销

营销力(Powor Of Marketing)

营销力是一个本土化的名词，是由我国的部分研究者在管理学 管理学 、市场营销学 市场 营销学 的理论基础上，于20世纪90年代后期提出的全新理念。 狭义的营销力是指企业营销力。 关于企业营销力的研究还处于初步阶段，尚未形成成熟、 系统的理论体系。企业营销力的内涵界定也是莫衷一是，主要包括： 资源能力假说，认为企业营销力是一种资源能力； 竞争能力假说认为企业营销力是一种市场竞争能力； 策略能力假说认为企业营销力是一种策略运用能力； 动力假说认为企业营销力是营销流在营销链 营销链 上运行的动力系统， 即营销力是推动营销流在企业营销链 企业营销链 上运动的动力。 学者们从不同的角度提出的见解对于认识企业营销力的本质都有一定 的借鉴意义。

包括：

敏捷的思维，吃苦耐劳的性格，诚实守信的原则，

• 产品销售能力：包括寻找顾客、商务洽谈、货品管理、签订合约等能力；

• 市场分析能力：包括市场调研、消费者行为和心理分析等能力；

• 营销策划能力：包括产品策划、渠道策划、市场推广策划等能力；

• 营销管理能力：包括客户管理和销售人员管理能力。

分析企业价值创造相关联的各项经营活动。 Michael Porter的Value Chain Framework[价值链架构]解析。 (‘85) - 汉语

Michael Porter的Value Chain Framework[价值链架构]是一项用来分析与价值创造和竞争优势培育相关联的各项企业活动的管理模型。

价值链上的各项活动

主要活动（一线运营功能）

进货物流（Inbound Logistics）。 包括接收、入库、库存控制、运输规划等。

制造运营（Operation）。 包括加工、包装、组装、设备维护、测试以及其他所有将资源输入转变为产品输出的价值创造活动。

出货物流（Outbound Logistics）。 此项活动目的是使终端产品送抵消费者，包括 入库、订单实现、运输、分销管理，等等。

市场营销（Marketing and Sales）。 包括一系列促使消费者购买产品的活动： 渠道选择、广告、市场促进、销售、定价、零售管理，等等。

售后服务（Service）。 包括维持和提高产品价值的一系列活动： 用户支持、维修服务、安装、培训、备用件管理、升级，等等。

支持活动（行政功能及其他企业运营环节）

采购（Procurement）。 采购物项包括原材料、服务、零备件、建筑及机器，等等。

技术发展（Technology Development）。 支持价值链上各项活动的技术发展， 例如： 研发、流程自动化、设计及再设计。

人力资源管理（Human Resource Management）。 包括招募、发展培训（教育）、人力资源保持、员工及管理人员薪酬回报，等等。

企业基础建设（Firm Infrastructure）。 包括企业一般管理、规划管理、质量管理、以及法律、财务、会计、公共事务等各项管理活动。

基于价值链的成本优势

企业能够通过以下两个手段产生创造成本优势：

减少单项价值创造活动的成本；

对价值链进行重新配置。

值得注意的是，成本优势不仅可以通过减少主要活动的成本获得，同样也可以通过减少支持活动的成本获得。 今天，已经有越来越多的公司通过使用信息技术获得成本优势。

对价值链进行定义之后，就可以通过对价值创造各项活动成本的分摊来进行成本分析。 Porter列出了10个与价值链活动紧密相关的成本动因（Cost Drivers）：

经济规模（Economies of Scale）。

企业学习（Learning）。

能力运用（Capacity Utilization）。

各活动之间的联结（Linkages among Activities）。

战略事业单元之间的相互关系（Interrelationships among Business Units）。

垂直一体化的程度（Degree of Vertical Integration）。

市场进入的时间（Timing of Market Entry）。

企业的成本领先或差异化政策（Firms of Policy of Cost or Differentiation）。

地理位置（Geographic Location）。

制度化因素（政策规定、工会势力、税收，等等）。

企业如果较之竞争对手更好地控制以上成本动因，就能够获得成本优势。 如前所说，企业还可以通过重组价值链来获得成本优势， 重组意味着价值链结构的变化，如： 新的生产流程、新的分销渠道、或者不同的销售方法。

通常，公司的价值链往往与其他价值链相联系，并成为一个更大的价值链的一部分。 创造企业的竞争优势，还取决于企业对这个更大的价值链的分析和管理能力。 这就是运筹学上的 供应链管理（Supply Chian Management）。 有些人更认为，或许用另外一个词来描述价值链更为准确，即 价值网络（Value Networks）。

参考书： Michael E. Porter - Competitive Advantage [中译本《竞争优势》，华夏出版社，2005] - Search at Amazon

Value chain

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Contents [hide]

1 The Value Chain Model

2 When not to apply The Value Chain

3 Further Developments in Value Chain Research

4 References

5 See also

6 External links

[edit] The Value Chain Model

Popular VisualizationThe value chain, also known as value chain analysis, is a concept from business management that was first described and popularized by Michael Porter in his 1985 best-seller, Competitive Advantage: Creating and Sustaining Superior Performance.

It is important not to mix the concept of the value chain, with the costs occurring throughout the activities. A diamond cutter can be used as an example of the difference. The cutting activity may have a low cost, but the activity adds to much of the value of the end product, since a rough diamond is a lot less valuable than a cut diamond.

The value chain categorizes the generic value-adding activities of an organization. The "primary activities" include: inbound logistics, operations (production), outbound logistics, marketing and sales, and services (maintenance). The "support activities" include: administrative infrastructure management, human resource management, R&D, and procurement. The costs and value drivers are identified for each value activity. The value chain framework quickly made its way to the forefront of management thought as a powerful analysis tool for strategic planning. Its ultimate goal is to maximize value creation while minimizing costs.

The concept has been extended beyond individual organizations. It can apply to whole supply chains and distribution networks. The delivery of a mix of products and services to the end customer will mobilize different economic factors, each managing its own value chain. The industry wide synchronized interactions of those local value chains create an extended value chain, sometimes global in extent. Porter terms this larger interconnected system of value chains the "value system." A value system includes the value chains of a firm's supplier (and their suppliers all the way back), the firm itself, the firm distribution channels, and the firm's buyers (and presumably extended to the buyers of their products, and so on).

Capturing the value generated along the chain is the new approach taken by many management strategists. For example, a manufacturer might require its parts suppliers to be located nearby its assembly plant to minimize the cost of transportation. By exploiting the upstream and downstream information flowing along the value chain, the firms may try to bypass the intermediaries creating new business models, or in other ways create improvements in its value system.

The Supply-Chain Council, a global trade consortium in operation with over 700 member companies, governmental, academic, and consulting groups participating in the last 10 years, manages the de facto universal reference model for Supply Chain including Planning, Procurement, Manufacturing, Order Management, Logistics, Returns, and RetailProduct and Service Design including Design Planning, Research, Prototyping, Integration, Launch and Revision, and Sales including CRM, Service Support, Sales, and Contract Management which are congruent to the Porter framework. The "SCOR" framework has been adopted by hundreds of companies as well as national entities as a standard for business excellence, and the US DOD has adopted the newly-launched "DCOR" framework for product design as a standard to use for managing their development processes. In addition to process elements, these reference frameworks also maintain a vast database of standard process metrics aligned to the Porter model, as well as a large and constantly researched database of prescriptive universal best practices for process execution.

A value chain reference model (VCOR) has been developed by the Value Chain Group to offer de facto standard for value chain management encompassing one unified reference framework representing the process domains of product development, customer relations and supply networks called the Value Chain Operations Reference model,or VCOR. VCOR is the next generation Business Process Management that extends the Supply Chain processes of Acquire, Build, Fulfill and Support to include Market, Research, Develop, Brand, Sell and Support. The three centers of excellence are product excellence, operations excellence, and customer excellence.

[edit] When not to apply The Value Chain

Porter's basic model describes an industrial organization buying raw materials and transforming these into physical products.

In 1985, when Porter introduced the Value Chain, around 60% of most western economies' workforces were active in service industries. In 2006, most service industries in western countries employ over 80% of the workforce.

Critique on the Value Chain model and its applicability to services organizations has since been voiced by both academics and practitioners. See for example (Peppard and Rylander, 2007) and (Van Middendorp, 2005). Porter's focus on 'either or' strategies and competition as the main driving force in any industry, are not that well suited to the complexity of most industries today. Collaboration in addition to competition and differentiation in addition to low cost are common drivers. Furthermore, Porter is focused on the tangible outcomes of cost, revenue, margin and basic configuration of business activities. The Value Network may be the mental model that embraces the linear Value Chain Model and that adds an extra dimension for those seeking to make sense of complexity as we see it in organizations and their environment today.

[edit] Further Developments in Value Chain Research

More recently, the term value grid has been developed to highlight the fact that competition in the value chain has been shifting away from the strict linear view defined by the traditional 'value chain' model (Pil and Holweg, 2006).

The value chain in its original sense was defined as a sequence of value-enhancing activities. In its simplest form, raw materials are formed into components, which are assembled into final products, distributed, sold, and serviced. Frequently, the activities span multiple organizations. This orderly progression of activities allows managers to formulate profitable strategies and coordinate operations.

However, it can also put a stranglehold on innovation at a time when the greatest opportunities for value creation (and the most significant threats to long-term survival) often originate outside the traditional, linear view. Traditional value chains may have worked well in landline telecommunications and automobile production during the last century, but today innovation comes in many shapes and sizes—and often unexpectedly.

Pil and Holweg hence argue for seeing value creation as multidirectional rather than linear. Given the constant tension between opportunity and threat, firms need to explore opportunities for managing risks, gaining additional influence over customer demand, and generating new ways to create customer value. Nokia, for example, is legendary for having the foresight to lock in critical components that were in short supply, allowing it to achieve significant market share growth. However, a few years ago it suffered a setback when competitors used the same strategy to take advantage of shifts in the demand for LCD displays.

Protection against such fickle reversals calls for a more complex view of value—one that is based on a grid as opposed to the traditional chain. The grid approach allows firms to move beyond immediately recognizable opportunities and across industry lines. This permits managers to identify where other companies—perhaps even those engaged in entirely different value chains—obtain value, line up critical resources, or influence customer demand. The new paths can be verticalhorizontaland even diagonal. Successful managers need to learn how to assemble multi-faceted value grids that leverage new opportunities and respond to new threats.

[edit] References

Pil, F.K. and Holweg, M. (2006) "Evolving from value chain to value grid." MIT Sloan Management Review, 47(4): 72-80

Rolf G. Poluha: Application of the SCOR Model in Supply Chain Management. Youngstown, NY 2006, ISBN 1-934043-10-9.

Michael E. Porter (1985) Competitive advantage: creating and sustaining superior performanceP33 The Free Press

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