台灣開架式臉部保養品之市場進入策略 —以歐蕾護膚品之通路管理為例

Abstract

隨著台灣護膚保養品市場日漸成熟，消費者購買臉部保養品的通路選擇及使用習慣也出現了改變。除了大環境景氣因素之外，專櫃品牌的迷思也逐漸被打破，而開架式通路也成了各供應廠商兵家必爭之地。通路商與供應商共同主導造就的市場策略差異，更成為改變消費習慣的主要幕後推手。因此供應商如何掌握消費者動向、市場趨勢並投其所好，並與通路商建立最佳夥伴關係，利用品牌價值共創雙贏，即為致勝關鍵。 本研究從台灣護膚保養品市場概況、消費者購買行為、通路競爭分析出發，以跨國護膚領導品牌—歐蕾(Olay)做為案例，探討其市場進入策略(Go-To-Market Strategy)，特重如何找到符合公司使命的適合市場(where to play)，以及如何在這個選定的市場中創造獨特的競爭優勢(how to win)。 本研究提出四大構面之建議以提供歐蕾(Olay)在未來產品及策略規劃之依據。 一、 消費者：歐蕾(Olay)應持續提供具創新的商品，以滿足並取悅各類型消費者。透過品牌在地化的行銷手法，不斷地溝通商品的獨特性與其卓越之功效。 二、 品類：歐蕾(Olay)位居品類領導地位，應擔當起塑造品類長遠方向的重任。教育市場消費者更多保養新觀念，引領保養市場潮流，從而擴大市場大餅。 三、 通路：歐蕾(Olay) 應審慎評估品類定位，選定具長遠品類經營決心的策略夥伴，專注在該通路類型發展，並與其共創品類永續成長的計畫。 四、 競爭者：競爭乃是市場上任何品類皆不可避免的。對歐蕾(Olay)而言，當面對強敵環伺的挑戰時，應從消費者角度出發，找出消費者未被滿足的市場切入點，極大化與對手間之最大優勢以爭取成功。 台灣消費者護膚保養品觀念與知識愈趨成熟，護膚保養市場呈現百家爭鳴的現象，使得跨國領導品牌長久以來的競爭優勢逐漸下降。因此需要從消費者、品類、通路、競爭者等角度出發，重新構思通路、品牌定位、消費者需求、競爭優勢，進而導出歐蕾(Olay)品牌的成功方程式，再次站回市場強勢領導地位，重返昔日光榮。

This study starts from understanding most of the historical researches pertaining Go-To-Market strategy, consumer shopping behaviors, channel conflicts, competition analysis, and then skincare market landscape. And look into Taiwan skincare industry by taking the example of Olay and its Go-To-Market strategy, mainly focused on Where-To-Play & How-To-Win. The major implications cover four angles: 1. Consumers: Olay has to out play in taking the lead in innovation to come out the best of the best products via continuous excitement through competitive claim and efficacy communication. They can delight the consumers in different tiering and segments via its unique product benefits, power claims as well as unique selling points. 2. Category: Olay, as a category leader, takes a stronger responsibility to shape this category toward a premium and high tier direction to make sure consumers are well educated about mass skincare products benefits, shoppers are acknowledge how to select the products, customers are delighted by a clear role of this category, and competition focus on prevailing this market not shrinking it. 3. Channels: For Olay, there is no need to try to please all retailers in Taiwan market as they all have different strategies to deliver their own desired outcome. Keep focusing on strategic partner only to co-create market value. Clearly understand which one is the strategic partner and only collaborate with them the most critical part and really focus on polish it than try to do everything every day. 4. Competition: Fierce competition exists in every category, the key for Olay to face this hurdle is not to try to avoid it but to find out how to win with those who matter the most by creating distinctive value to differentiate from competition. By walking thru this thesis, the Go-To-Market strategy for Taiwan Olay will be developed and hope it does help to bring value and sustain the momentum, and even get back to the glory days.