世界500强CEO访谈 第7期:宝洁雷富礼 设计是我们的核心能力(1)

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　　设计是我们的核心能力

　　Reporter:Is it true that you once spoke¹ to a group of Wall Street analysts² on the importance of design?

　　记者：您与华尔街的分析家们讨论过设计的重要性，是真的吗？

　　Lafley:Yes. I believe that design is as important as the materials that go into a new product and is critical to innovation and building brand equity³. It is part of the communication of a brand name and brand promise. Design is an area where we have to have core c apahilit v We want to (Icvate it, invest in it and make it a core competence⁴.

　　雷富礼：是的。我认为设计就像制造产品的材料一样重要，对于创新以及创建新的品牌效应是有决定性作用的。它把品牌名称和品牌承诺联系起来。设计是一个我们必须有核心能力的领域，我们想要提升它、投资它，并且使之成为一 项核心的技能。

　　Reporter: P&G*s 166-year success record is convincing. Products like Tide, Crest⁵, Pampers⁶, Charmin and Ivory are more than brands; they are consumer icons⁷. Is there a secret to gaining such strong brand recognition?

　　记者：宝洁166年的成功记录是有说服力的。像汰渍、佳洁士、帮宝适、查明和象牙这些产品已经不仅仅是一个商标，它们更是消费者购物时的向导。对于获得如此高的品牌认知度，你们有什么秘密吗？

　　Lafley:I wish there were. We have 13 brands that do over one billion dollars a year in sales. That's when you consider that most of our brands sell for $2—$5 per unit in the store. We are very attentive⁸ to brand creation and innovation. We also, generally, have enough sense not to change a brand identity when we think we’ve got it right. If you look at a Tide package from 1946, it was orange with a bull’s eye graphic⁹ and the Tide name in block letters. While we have continuously improved and refreshed the package design, the primary elements are the same. When the consumer is responding in a very positive way, we try to identify the design elements that have equity and keep them.

　　雷富礼：我希望我们有。我们有13个 品牌一年的销售额可以达到10亿美元以上，如果你想到我们的单件产品在商店里只卖2?5美元，那你就会觉得这个销售额是非同一般的。我们很注意品牌创建和创新。总体 来说，如果我们觉得自己走的方 向是对的，我们就不会轻易去改 变某一个品牌的特性。如果你去看一下1946年汰渍的包装袋，你会发现那是一个橘色的袋子，上面有一个生动的牛眼睛，汰渍的名字采用的是粗体字。尽管我们不断地提升、改变我们的包装设计，但其主要因素并没有变，如果顾客对此反应良好，那我们就试图确定那些设计合理的因素并把它们保留下来。

　　Reporter: P&G was the first to introduce brand management in the 1930s. Is this how you continue to work?

　　记者：20世纪30年代，宝洁公司是第一个提出品牌管理理念的。这仍是你们不断努力的方向吗？

　　Lafley:Yes, we are in the business of creating and building brands, so we have kept the brand management system intact. Basically, P&G is a collection of brands. In the US we are known more by our brands than we are as a company. A major change over the years is that our brand teams are way more cross-disciplinary. We still have strong functional¹⁰ disciplines, but they are highly integrated into brand teams-and, yes, design does have an important place at the table. Another significant change is that we are now a worldwide business. Half of our sales come from outside the US, so we have global business units that have brand groups within them.

　　雷富礼：是的，我们在不断地设计和创建新的品牌，因此我们仍然完整地保留着商标管理的传统。基本上，宝洁就是品牌的集合。在美国，人们更多地知道的是我们的品牌，而不是我们的公司。这些年来一个主要的改变是，我们 的品牌团队开始走跨领域的道路，我们仍然有强大的基础服务领域，但是它们 与品牌团队很好的融合在了一起，这其 中设计确实起了重要作用。另一个重大 的改变是，我们现在是一个跨国企业，公司一半的销售额都来自于美国以外的 国家，因此我们拥有全球范围的营业单位，在那里也有我们很多品牌的产品。

　　Reporter: Does P&G market products differently overseas?

　　记者：宝洁公司在海外市场营销产品的方式会有所不同吗？

　　Lafley:The retailing¹¹ environment is different. The media we use can be different, but fundamentally our global brands like Pantene look the same pretty much everywhere. We try to have the brand design equity be the same worldwide. We adapt the execution to the marketplace. Keep in mind that only 12 to 15 of our brands are truly global; most of our brands are only sold domestically.

　　雷富礼：零售的环境不同了，我们运用的媒介也不同了。但是基本上，比如潘婷这些全球知名的品牌，在世界各地看起来都是一样的。我们希望我们的品牌设计权益在全球都是一样的。在市场方面我们采用一定的技巧，要记住，我们 品牌中只有12到15个是全球公认的，大多数还都只是在国内进行销售。

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