世界500强CEO访谈 第8期:宝洁雷富礼 设计是我们的核心能力(2)

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　　记者：很多宝洁的产品都是在超市或者药店的货架上进行销售，而那些货架往往产品种类繁多。那你们是怎样让消费者注意到并购买你们的产品呢？

　　Lafley:Ifs a huge challenge because the proliferation of brands, products and SKUs makes it difficult for the retailers² to execute. These stores also have a predominantly temporary workforce³ and high turnover⁴ That puts a lot more pressure on package design to project an instantly recognizable brand with a clear brand promise. Consumers must clearly see who we are and what we can do for them. To do that, we try to create a category language and architecture so the shopping experience is ordered, patterned and intuitive. We spend a lot of time on that and work with our retail¹ partners to make sure that our understanding and research are consistent with theirs. We've seen that by changing the way a product category is laid out, some retailers are realizing pretty sizable lifts in their total category business because shoppers are finding the experience easier and more intuitive.

　　雷富礼：那是一个很大的挑战，因为越 来越多的品牌、产品和库存单位使得零售商们很难对产品进行销售，而且，这些商店里都是临时劳动力，他们有很大的流动性。这就在包装设计方面给我们带来很大的压力，我们需要规划出一个认知度高、有良好品牌承诺的品牌。消费者必须要清楚地看到我们是谁，我们能为他们做些什么。为了实现那样的目标，我们试着对产品进行分类，使人们的整个购物过程都很有秩序、很规范、很直观。在那方面我们花费了很多时间，并且与零售商进行合作，以确保我们在这方面的认识与所做的研究调查和他们是一致的。我们发现，通过改变产品分类的摆放方式，很多零售商在其整体的销售额上有很大提高，这是因为消费者发现那样的购物方式更轻松、更自在。

　　Reporter:How can design make a difference to a brand and innovation company like P&G?

　　记者：设计对于像宝洁这样的品牌和创新公司，其重要性是什么呢？

　　Lafley:Design is critical to the creation of brand equity⁵. There are instances where we had great technology, great chemistry, but we did not get the product design or package design or the design of the delivery system right, and the consumer couldn't appreciate what the product had to offer. We have other examples where we got the design right and case with our new Swiffer duster product. It is an example of simple, but basic, good, intuitive design, and it is flying off the shelf.

　　雷富礼：设计对于创造品牌资产是至关重要的。有那样的例子，当我们掌握有高科技、高化学技术，但是并没有将产品设计、包装设计或送递设计做得很好，结果使得消费者不知道我们的产品会给他们带来什么。也有实例证明，我们将设计做得很成功，结果消费者就很认同我们的产品。那就是我们的速易洁除尘 产品向我们证明的，产品设计简单但是很基础、很好的、很直观，结果产品卖得很好。

　　Reporter:What kind of consumer research methods do you use?

　　记者：关于消费者调研,你们用的什么方法呢？

　　Lafley:Whatever works. We are relatively⁶ light users of focus groups. We prefer understanding real-world experiences. We would rather do shop - along or shopper simulations to get close to the real shopping experience. We like to get in the homes and get involved in the usage experience.

　　雷富礼：无论什么方法,起作用的就行。相对来说，销售讨论组的方式采用的比较少，我们更倾向于去了解真实生活中人们买东西的经历，我们宁愿去做一些模拟，从中体会消费者购物的真实经历，我们喜欢走进人们的生活，去了解他们使用某个产品的感受。

　　Reporter:P&G has been masterful at keeping brands contemporary while extending the line. An example is Crest⁷.

　　记者：宝洁公司很擅长在扩大生产线的同时，保持商标与时倶进，佳洁士就是一个很好的例子。

　　Lafley:Crest is an interesting example because it was introduced in 1955 as a therapeutic⁸ dentifrice. It took off when we offered ;avity pn vention in the 460s and continued to grow when we added tartar control. Our more recent effort to improve the consumer experience led us to redefine Crest as “home oral care” and that opened us up to new kinds of dentifrice-flavors, forms and whitening. We had been selling manual toothbrushes and thought it would be great to offer an electric toothbrush, like experience. We got into the SpinBrush for a $3—$7 price point. Obviously we want it all to look like one Crest brand on the shelf and in the home. We work hard on the architecture because these products all have different shapes and are shelved in different places in the store.

　　雷富礼：佳洁士是一个很有趣的例子，因为在1955年，它是作为一种治疗性的牙膏而进入市场的。上世纪60年代增加防蛀功效后这一品牌开始腾飞，而后增添的防止牙洁石的功效使其持续增长。我们最近的调杳研究引导我们将佳洁士重新定义为“家庭□腔护理”，而这将我们带进了一个新的领域，即要注重香味、外观以及美白。我们以前一直在卖手动牙刷，后来觉得引进电动牙刷会是一件了不起的事情，因而我们发明了佳洁士电动牙刷，定价为3-7美元。我们想把所有这些产品都归于佳洁士这个品牌之下，所以我们不断地努力调整它们的外形，因为外形不同，它们都被摆在货架上不同的位置。

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