分众传媒调研方案
分众传媒营销八大战略
分众传媒营销八大战略2008-01-10 10:15 来源:《现代广告》高达44.82亿美元。
分众营销的一些理念，也非常感谢我们这次思想的盛宴的组委会，这是我第2次功的本土企业，尤其是以服装行业著称，可能大家会觉得分众跟我们服装、跟我跟大家一起分享。
异化营销的点、一些差异化营销的定位可以给大家带来一些思考，因为我本人一国，我们都知道央视、我们都知道文广，知道一些著名的成功的媒体，那么分众立，2003年江南春创立了分众传媒，其实江先生和大家一样是一个土生土长的上市的传媒公司市值的总和。
在2006年的时候我们的营业额已经达到20亿人民为仅次于央视的第2大媒体集团。
根据海外分析师的预测，我们今年将达到40亿客户，从2003年开始，在分众前10名的客户中，从来没有流失过，至今依然是可，其实媒体是什么，媒体就是要所有的广告主来认可你，广告主觉得你是有效也罢，什么安永企业家，江南春先生作为中国唯一的一名代表获得安永企业家大年的历史，从一个非常年轻的本土小伙子，到今年他也只有33岁而已。
我始终记得几十年以后会不会产生和平演变，为此我觉得分众是最好的和平演变，是一个了无数的就业机会，我们还是纳税大户。
有名。
别的企业都是引进外国的技术，而分众是中国独创的媒体把它带到世界去一个传媒大国中，分众可用不到5年的时间一跃成为第三位，究竟成功是为什么老布什的战争是什么，把飞机开到伊拉克上空，狂轰乱炸。
我们讲什么叫大众传覆盖。
随着我们进入第2次战争，再要打败萨达姆，谁是最重要的？共和国卫队锐部队干掉，这叫什么，分众型传播。
针对你的目标来进行传播。
到最后，一对，不伤及平民。
众型传播到分众型行销到未来的一对一行销。
析，我们首先想的是什么？我们要怎么覆盖到我们的目标受众。
那么首先说人们人们的生活的富裕，发生了多元的变化。
年老的人在家里去购物、去超市、去菜的工厂，去你的办公室工作，可能你会去购物、去休闲，你可能在周末的时候陪变，它有自己一个固定的生活轨迹。
分众传媒楼宇液晶电视媒体广告7城市效果分析报告
周到达频次(Frequency)
18-55岁人群
到达频次
4.08
个人月收入3000+收入人群 6.11
数据来源：电话访问CATI 基数：所有被访者
19
- 调查当月广告到达率 -
广告到达率列表
% 100
80
60
40
丰新美米东 田加宝其风 皇坡莲林本
上携 海程 通网
N E C
2
调研背景回顾
研究背景回顾
❖ CTR作为国内最大的一家媒体和产品研究公司，致力于对各类媒体的研究， 尤其是新兴媒体的研究。
❖ 楼宇内液晶电视媒体自开发以来，CTR就一直关注该新兴媒体的效果，为 更加深入地了解该媒体的效果，以及目标受众对液晶电视的关注情况， CTR开展了一次针对该媒体的全面效果调研，为楼宇液晶电视建立与传统 的电视媒体类似的量化评估体系。
8
研究方法简述
✓ 楼宇液晶电视媒体的千人成本，及与电视媒体的比较 ✓ 楼宇液晶电视媒体的到达率 ✓ 楼宇液晶电视媒体受众的人群特征(年龄、收入、生活形态、
消费态度、职业等) ✓ 受众对此媒体形式的评价和看法，以及希望观看的广告类型 ✓ 受众对播放广告的记忆状况、记忆点回忆等 ✓ 播放广告的信息传达、理解，以及受众对广告的评价等
人流测算
电话访问
楼 宇 拦 截 访 问
9
北京
- 目标受众人群特征 - 受众对媒体的评价 -
目标受众特征 - 年龄
%
35
30
25
20
15
10
5
0 24岁及以下
数据来源：楼宇拦截访问 基数：所有被访者
25－29岁
30－39岁
40－49岁 50岁及以上 12
新媒体调研报告（共3篇）
新媒体调研报告（共3篇）第1篇：媒体调研报告第一部分媒体调研一、调研目的近期通过对银川市广告投放媒体的调查和研究，从中筛选出符合本品牌宣传投放的媒体，使品牌定位与媒体选择相互吻合，达到受众群体的精确化传播，费效比的合理控制。
通过多种媒体的搭配组合，全方位、多角度、多层次的将的品牌内涵、产品特色、服务优势传达给目标消费群体，扩大品牌的知名度。
进而提升进店率，形成美誉度。
二、调研项目1、广播：广播广告广播广告具有覆盖范围广、广告千人成本相对较低、效率高，目标受众针对性强，灵活便捷的特点，通过对宁夏广播媒体的调究发现，宁夏收听率较高的广播分别为：宁夏交通音乐广播和银川交通音乐广播。
⑴宁夏交通广播频率：FM98.4覆盖范围：宁夏全区收听人群：出租车司机、私家车主、乘客；媒体特性：适合长期的品牌宣传及特定时间段促销活动的投放；⑵银川交通音乐广播频率：FM100.6覆盖范围：银川市及周边地区；收听人群：以出租车司机、私家车主为主（其中在出租车行业收听率达到80%）；媒体特性：适合长期的品牌宣传及特定时间段促销活动投放；两个频道相比而言，宁夏交通广播的覆盖范围更广，收听人数居多，但是在特定行业（出租车）银川交通音乐广播的收听率遥遥领先，在广告投放费用方面，宁夏交通广播同比费用偏高（以15秒广告为例，宁夏交通广播特A段:135元/次；银川交通音乐广播特A段：63元/次）。
再次，银川交通音乐广播主要收听人群为出租车和私家车主，更加符合的目标受众人群。
综合以上因素考虑，银川交通音乐广播更加适合的广告投放。
二、报纸：报花报纸广告具有覆盖覆盖面广、发行量大、千人成本较低、阅读方式灵活、时效性强的特点。
报花广告虽然版面小、信息承载量少，但其特殊的版面位置（报纸的头版右下角）使其仍然具有很强的可读性。
数据显示，《新消息报》和《银川晚报》是宁夏当地的两大主流报纸，其日发行量位居宁夏报纸行业的前茅。
⑴新消息报发行量：140,000份/期阅读人群: 政府、机关、企事业单位、写字楼、酒店、个体私营等（百姓报纸）；广告规格：头版，3cm*4cm；价格：100元/cm2，1200元/期；媒体特点：适合长期的品牌宣传和基本信息的告知；⑵银川晚报发行量：70,000份/期阅读人群: 政府、机关、企事业单位、写字楼、酒店等（银川党报，行政、企事业单位必定）；广告规格：头版，3cm*5cm；价格：80元/cm2，1200元/期；媒体特点：适合长期的品牌宣传和基本信息的告知；两大报纸相比，虽然单价、尺寸不同但每期总价格相同，费用差持平。
浑水对分众传媒的调研报告
Note: You should assume we have a short position in FMCN as of this report – prior to reading this reportsee important disclaimer on the last page (page 9).FMCN: Reiterating Strong SellMuddy Waters, LLCFebruary 9, 2012 Muddy Waters was Right about FMCN’s LCD Network Overstatement;Independent Verification Counted Cardboard Posters Instead of LCDsWeak Attempt at Jedi Mind Trick ExposedIn our November 21, 2011 report on FMCN, we accused management of fraudulently overstating the size of its LCD Network. FMCN had previously defined the LCD Network as a “network of flat-panel television displays.” FMCN first vehemently denied our charges that it overstated the LCD Network size, and then independently “verified” that its previously reported number of 185,174 LCD Network displays was correct. However, over 30,500 of those “verified” displays are not LCD televisions at all – rather, they are mere cardboard posters. Not only does this mean that FMCN management was brazenly lying to investors in the wake of our report, but the lies sharply call into question the veracity of FMCN’s reported financials. We estimate that each LCD television generates monthly revenue seven times that of a cardboard poster. Separately, on November 29, 2011 we pointed out that FMCN had previously grossly lied about the size of its movie theater advertising network. FMCN’s recent attempt to explain away that lie is almost as ridiculous as its conflation of cardboard with LCDs. The implication for investors is that if the inputs to the financials (network sizes) are lies, then why wouldn’t the outputs (revenue and profit) also be lies? As the old saying goes, “garbage in, garbage out.”Muddy Waters was Right All AlongIndependent “verification” proves Muddy Waters was correct when we concluded FMCN lied about the size of its LCD Commercial Display Network. In order for FMCN to meet its disclosed numbers, it had to include approximately 30,500 cardboard posters in its LCD display network count. In other words, per FMCN’s own verified data, over 15% of FMCN’s LCD network consists not of LCDs – but of cardboard.FMCN’s prior disclosures on its network make no allowance for cardboard displays. FMCN wrote the following in its 2007, 2008, 2009, and 2010 20-Fs:“Our L CD d isplay n etwork, w hich r efers t o o ur n etwork o f f lat-‐paneltelevision d isplays p laced…”11 2010 20-F pp. 38-9, 2009 20-F p. 36, 2008 20-F p. 35, 2007 20-F p.33.FMCN has made it unambiguous that “LCD” means Liquid Crystal – not Light Cardboard – Display. At least that was the case before Muddy Waters exposed FMCN’s fraud.(Based on strong evidence Muddy Waters still believes FMCN separately double counted another 32,500 Digital 2.0 displays from the poster frame segment as “LCD 2.0 Digital Picture Screens” under the LCD Network segment in order to get to its “verified” number.)We reiterate. In order to rebut Muddy Waters’s conclusion that FMCN overstated the size of its LCD Commercial Display Network, FMCN had to include 30,500 of the cardboard objects shown in the below picture (from FMCN’s website):Therefore, even putting aside the issue of whether FMCN double-counted some (actual) LCDs, FMCN overstated the size of its LCD Commercial Display Network. Muddy Waters was correct from the beginning.FMCN attempted to pull a Jedi mind trick by referring to the roughly 30,500 cardboard posters as “LCD 1.0 picture frame devices.” It strikes us that only a management with a significant degree of contempt for its shareholders would attempt to pass off a piece of cardboard as an LCD television. However, this is the same management that: •told investors its movie theater network was 17.6x the number of movie theatersin existence in China. (We discuss management’s almost-as-ridiculousjustification for this lie infra.)•traded in and out of Allyes, causing substantial losses to shareholders while generating tens of millions in profit for insiders and their friends (explaining that such insider gains were necessary to incentivize management, including soon-to-join members).• claimed to have acquired six SMS advertising companies that it in fact did not.2•Took Olympus style acquisition write downs of $1.1 billion on $1.6 billion in acquisitions.FMCN’s management either believes that investors are stupid, or that its Jedi powers are overwhelming.Muddy Waters was 100% correct that FMCN deliberately overstated the size of its LCD network. In FMCN’s responses to our reports, FMCN management has purposely deceived shareholders and analysts by including cardboard posters in the LCD count. We intend to bring this outrage to the attention of the SEC, but in the meantime we suggest FMCN now describe this network in its filings and communications as the “LCD and Cardboard Display Network.”Hidden in Plain Sight – How FMCN Used Cardboard Posters to Make its LCD NumberRemember when we asked whether independent verification in China is better than toilet paper?3 FMCN has provided its own resounding response of “NO!”On January 6th, 2012 FMCN announced that Ipsos Marketing Company completed a full count of FMCN’s LCD display network, and that FMCN currently has 185,174 displays in the network.4The problem is that 30,542 of these LCD displays aren’t LCDs at all – they’re just simple cardboard posters. FMCN ludicrously labeled these posters “LCD 1.0 picture frame devices” in five of its responses to our first report.5 In addition to cardboard having no meaningful characteristics in common with an LCD,6 a cardboard poster can hardly be called a “device.”2 FMCN claimed to have acquired parties to VIE agreements with these handset advertisers, but for numerous reasons outlined in our November 21st report, this explanation does not hold water.3 MW December 9, 2011 report reiterating Strong Sell on FMCN.4 /phoenix.zhtml?c=190067&p=irol-newsArticle&ID=1645519&highlight=5 2011: November 22 & 29, December 14 & 22; January 6, 2012.6 It’s arguably noteworthy that both contain carbon atoms.“When I use a word’” Humpty Dumpty said, in rather ascornful tone, “it means just what I choose it to mean –neither more nor less.”7On January 6, 2012, FMCN filed the 2nd amendment to its 2010 20-F. In the amendment, FMCN discusses the inclusion of the “LCD 1.0 picture frame devices” in its LCD network size count. FMCN then tells us in the amended 20-F that these are really just cardboard posters. There are numerous references to this surprising fact throughout the filing, but the most telling is:Advertisements on our poster frame network and LCD 1.0 picture frame deviceson our LCD display network consist of full-color glossy advertising postersdesigned and provided by our advertising clients.8Note that in the above disclosure, FMCN is stating that the “LCD display network” contains cardboard posters. In other words, FMCN has valmorphanized9 cardboard into LCD. Who does that???!!!FMCN’s excuse for why it gets to call cardboard by the name “LCD” is similarly laughable. FMCN claims it used the cardboard posters instead of LCDs in these 30,500 locations because adequate power to run LCD televisions was unavailable.10 (Interestingly this problem only occurs in the well-developed Tier 2 cities of Tianjin,7 Humpty Dumpty quote and illustration from Carroll, Lewis Through the Looking Glass (1872).8 2nd Amended 2010 20-F, filed January 20, 2012, p. 46.9 /define.php?term=valmorification10 2nd Amended 2010 20-F, filed January 20, 2012, p. 42, and see FMCN November 29, 2011 press releaseKunming, and Shijiazhuang,11 which have a combined population of 29.4 million12) Because these posters were installed by the LCD division, which really, really wanted to put TVs in there but (goshdarnit!) wasn’t able to, FMCN think it’s justifiable to label the posters “LCD 1.0” “devices” and include them in the LCD network count.FMCN missed its opportunity to make clear that it had cardboard posters in its LCD count prior to:•calling Muddy Waters’s conclusion that FMCN overstates its LCD Network size “unfounded”,13•spending shareholder money on two “verifications” of its LCD network size when management knew that at least 30,500 of the “LCDs” were really cardboard, and thus contradicted FMCN’s own well-established definition of “LCD”, and •threatening to sue Muddy Waters.14Putting the above behavior aside, FMCN’s purported reason for installing cardboard posters instead of LCD TVs (lack of adequate power) is obviously yet another lie.A 17-inch LCD consumes peak power of approximately 20 watts.15 A typical elevator will draw upward of 50,000 watts during operation.16 (20 watts is 0.04% of 50,000 watts.) Moreover, even a tiny elevator (5’ x 5’) would require a 40-watt light bulb to light its interior.17How on God’s great earth could FMCN not find adequate power for an LCD television in either the elevator or elevator lobby? Are these posters in mine shafts?It is unreasonable to believe that FMCN’s LCD division, with its expertise honed from installing and maintaining over 100,000 real LCDs, could not find power sources for 30,500 LCDs in three Tier 2 cities. The real reason FMCN counted 30,500 cardboard posters in the LCD network is that Muddy Waters caught the company with its pants down, and management is now trying to lie its way out of trouble.So yes, when an independent report (supposedly) verifying the size of a flat-panel television network includes over 30,500 cardboard posters in its count, the report’s contents are as valueless as non-commercial excrement. Excrement, along with a study concluding FMCN didn’t overstate its network size, is better contained in soft colorless toilet paper.11 /phoenix.zhtml?c=190067&p=irol-newsArticle&ID=1634311&highlight=12 13 /phoenix.zhtml?c=190067&p=irol-newsArticle&ID=1632858&highlight=14 See FMCN’s January 6th and 9th press releases explaining that its acquisition of a ginseng farm was nothing more than a (dodgy) tax shelter.15 /en_US/product-and-parts/detail.page?&LegacyDocID=MIGR-7193016 /downloads/10KTechGuide.pdf17 Assuming a lighting requirement of 15 lumens / sq. ft. (375 lumens), one would need a General Electric A15 incandescent 40-watt light bulb, which produces 415 lumens.We believe that the post-MW report conflation of cardboard with LCD amounts to securities fraud and a violation of GAAP segment reporting principles (carried over from SFAS 131) – we see no Humpty Dumpty defense available under 10(b)-5. In any event, those points are for Deloitte, the SEC, and courts hearing investor class actions to ultimately decide.Movie Theater Count – A Coverup Almost as RidiculousOn November 29, 2011, we showed that FMCN in 2007 and 2008 20-F filings claimed to have 27,164 movie theaters in its network when the potential size of the market (per government statistics) was only 1,545 theaters. In other words, FMCN claimed to have market share of 1,758.2%.Here is how FMCN worded (emphasis added) its obviously false movie theater count disclosure in 2008:The cost of revenue for our movie theater and traditional outdoor billboardnetwork increased 101% from $28.5 million in 2007 to $57.3 million in 2008. The increase is primarily attributable to:…3) increased leasing costs associated withtime we rent on movie theater screens as a result of an increase in the number oftheaters we lease in our network from 10,930 in 2007 to 27,164 in 2008. Following our exposure of this lie, here is management’s tortured attempt to explain it away:Prior to 2009, we calculated the size of its movie theater network by calculatingthe number of screens on which each of its advertisers had purchased advertising and then summing the screen count for each advertiser to produce an aggregatenumber of screens. 18Per this revisionist definition, management wants investors to believe that FMCN previously defined “theater” as Σ(customers x screens purchased).19 Oh but there would be so many questions unanswered if this were true! For instance, would there be a new “theater” each time a customer re-purchased time on the same screen; or, is each “theater” all customer-buys on that screen, and if so, over what period?Management offered this explanation because they twice assumed investors are stupid – first when FMCN claimed to have 27,164 theaters, and then when management thought it could redefine the plain English meaning of “theater.” Chairman Jiang, investors aren’t that stupid – if you occasionally took some buy-side investors’ questions on the earnings worship calls, you’d probably know that.2018 2nd Amended 2010 20-F, filed January 20, 2012, p. 43.19 We’re not 100% sure we understand how FMCN purports to have calculated “theaters” – trying to figure the equation out is a bit like trying to determine the GPS coordinates for Narnia.20 As we pointed out on p. 18 of our November 21, 2011 report, FMCN has not taken any buy-side questions since its Q1 2007 call.What These Lies Mean for Investors’ MoneySince our initial report, we’ve heard some investors and analysts downplay the significance of these lies,21 and instead dissemble by focusing on the great numbers FMCN is reporting. However, because the lies about the number of LCD televisions and movie theaters in the network were used to support growth in reported revenues and profits, one has to wonder whether reported numbers are real. This is particularly true because we estimate that the average LCD television generates monthly revenue seven times that of a cardboard poster. Why would FMCN lie about the inputs to the numbers without also lying about the outputs?Our concern about whether FMCN’s core business numbers are accurate is most acute because FMCN’s LCD and cardboard display network business is opaque in the two areas that matter most – advertisement ASPs and location lease costs.FMCN’s LCD and cardboard display network business model is highly opaque on the revenue side. FMCN’s rate card is irrelevant to the revenues that FMCN generates because most customers receive a substantial discount from the rate card. The problem is that it is impossible to independently determine the discount levels.In the course of our research, we determined that the minimum discount offered to customers for Tier 1 advertisements is approximately 65% off the rate card. We believe that there are customers that receive Tier 1 ad discounts of more than 90% off the rate card. Further, we found that the discounts on Tier 2 ads are greater than those of Tier 1. We also found that most Tier 3 and 4 ads are usually free.There is no way to independently determine the weighted average discount by tier. It is therefore impossible to independently determine FMCN’s ASP. You have to take management at its word. We don’t.The screen location lease costs vary widely, and it is impossible to independently verify FMCN’s reporting of these numbers. In our research of location costs in Shanghai Class A office buildings, we found that FMCN pays anywhere from approximately $50 (RMB 300) per screen per month to $1,500 (RMB 10,000) per screen per month. Presumably the screens in residential buildings cost less, but we found it difficult to develop a reliable blended estimate. Because screen location lease costs can vary by orders of magnitude between similar locations, they cannot be independently verified. Thus, you have to take management at its word. Again, we don’t.21 We heard one second hand account of a conversation between an investor and an analyst with a major bank. We were told that during the conversation, the analyst claimed to have previously noted that the theater count was implausible, yet the analyst never became concerned about FMCN as a result.This management has demonstrated time and again that it should not be taken at its word. Further, the over the top nature of these lies paints the picture of a management who views its investors and analysts as gullible and worthy of contempt. We believe that the opacity of FMCN’s business model offers far too great of an opportunity for this management, with its demonstrated track record of lying and self-dealing, to play games with the numbers.AcknowledgementWhile we were satisfied that FMCN was double-counting the LCD 2.0 Digital Picture Screens to make its reported LCD network screen count, we had not caught FMCN’s admission that it needed to count over 30,500 cardboard posters in order to make its number. (The key information was largely buried in the recently filed 2nd amendment to FMCN’s 2010 20-F.)The credit for this observation belongs to published author and Seeking Alpha contributor Matt Berry. (Interestingly, Mr. Berry’s book is a guide to righteous behavior. We have expressed a copy of Mr. Berry’s book to Chairman Jiang.)22In an article published on February 6th, Mr. Berry called FMCN out on the LCD screens and the ridiculous explanation the company offered for its movie theater lie. We were impressed by both Mr. Berry’s analysis and use of sarcasm – particularly in equating FMCN’s conflation of cardboard and LCDs to conflating Ferraris and bicycles. Mr. Berry, our hat is off to you.WARNING: A printout of this Report is not a CRT Display22 Mr. Berry authored The Mechanics of Virtue: A Cynic’s Guide to Righteous Behavior, CreateSpace (Dec. 2009).DisclaimerUse of Muddy Waters LLC’s research is at your own risk. You should do your own research and due diligence before making any investment decision with respect to securities covered herein. You should assume that as of the publication date of any report or letter, Muddy Waters, LLC (possibly along with or through our members, partners, affiliates, employees, and/or consultants) along with our clients and/or investors has a short position in the stock (and/or options of the stock) covered herein, and therefore stands to realize significant gains in the event that the price of stock declines. Following publication of any report or letter, we intend to continue transacting in the securities covered therein, and we may be long, short, or neutral at any time hereafter regardless of our recommendation. This is not an offer to sell or a solicitation of an offer to buy any security, nor shall any security be offered or sold to any person, in any jurisdiction in which such offer would be unlawful under the securities laws of such jurisdiction. Muddy Waters, LLC is not registered as an investment advisor. To the best of our ability and belief, all information contained herein is accurate and reliable, and has been obtained from public sources we believe to be accurate and reliable, and who are not insiders or connected persons of the stock covered herein or who may otherwise owe any fiduciary duty or duty of confidentiality to the issuer. However, such information is presented “as is,” without warranty of any kind – whether express or implied. Muddy Waters, LLC makes no representation, express or implied, as to the accuracy, timeliness, or completeness of any such information or with regard to the results to be obtained from its use. All expressions of opinion are subject to change without notice, and Muddy Waters, LLC does not undertake to update or supplement this report or any of the information contained herein. Before viewing the contents of this report, you agree that any dispute arising from your use of this report or viewing the material herein shall be governed by the laws of the State of California, without regard to any conflict of law provisions. You knowingly and independently agree to submit to the personal and exclusive jurisdiction of the superior courts located within the State of California and waive your right to any other jurisdiction or applicable law, given that Muddy Waters, LLC has offices in California. The failure of Muddy Waters, LLC to exercise or enforce any right or provision of this disclaimer shall not constitute a waiver of this right or provision. You agree that regardless of any statute or law to the contrary, any claim or cause of action arising out of or related to use of this report or the material herein must be filed within one (1) year after such claim or cause of action arose or be forever barred.。
分众传媒行业报告
分众传媒行业报告分众传媒是中国最大的户外广告公司之一，也是全球领先的数字营销解决方案提供商。
随着中国经济的快速发展和城市化进程的加速，分众传媒行业迎来了前所未有的发展机遇。
本报告将对分众传媒行业进行全面分析，包括行业发展趋势、市场规模、竞争格局、发展机遇和挑战等方面进行深入剖析。
一、行业发展趋势。
1.数字化转型，随着互联网和移动互联网的普及，传统的户外广告形式正在逐渐被数字化广告所取代。
分众传媒通过引入数字营销解决方案，实现了从传统广告向数字化广告的转型，提高了广告投放的精准度和效果。
2.智能化应用，人工智能、大数据和云计算等新技术的应用，使得分众传媒在广告投放、内容推送和用户互动等方面实现了智能化应用，提升了用户体验和广告效果。
3.跨界融合，分众传媒通过与互联网公司、电商平台和内容创作者等进行合作，实现了跨界融合，拓展了广告业务的边界，为客户提供了更加全面的营销解决方案。
二、市场规模。
分众传媒作为中国最大的户外广告公司之一，市场规模巨大。
根据数据显示，2019年中国广告市场规模达到了5400亿元人民币，其中户外广告占比约为15%，而数字化广告市场规模则达到了3200亿元人民币，呈现出快速增长的态势。
可以预见，分众传媒在中国广告市场中占据着重要地位，有着巨大的市场潜力。
三、竞争格局。
分众传媒在中国广告市场中面临着激烈的竞争，主要竞争对手包括南都传媒、新华传媒和华扬联众等。
这些竞争对手在传统广告、数字化广告和内容营销等领域都有着一定的实力，形成了较为激烈的竞争格局。
分众传媒需要不断提升自身的核心竞争力，加强品牌建设和创新能力，才能在激烈的市场竞争中立于不败之地。
四、发展机遇和挑战。
1.发展机遇，随着中国经济的持续增长和城市化进程的加速，广告市场需求持续增加，为分众传媒提供了良好的发展机遇。
同时，数字化技术的不断进步和消费者需求的多样化，也为分众传媒提供了更多的发展空间。
2.发展挑战，随着竞争对手的不断涌现和市场环境的不确定性，分众传媒面临着诸多挑战。
分众传媒深度调研报告
分众传媒深度调研报告分众传媒深度调研报告分众传媒作为中国领先的户外媒体公司，一直以来受到市场的关注。
本文基于对分众传媒的深度调研，总结出以下几点结论。
首先，分众传媒拥有广泛的媒体资源。
通过收购和合作，分众传媒已经建立了较为完善的户外媒体网络，涵盖了全国多个城市的公交车站、地铁站、商业区等热门场所，为广告主提供了广泛的覆盖面。
而且，分众传媒还积极拓展数字媒体业务，通过线上渠道吸引了更多有潜力的广告主。
这使得分众传媒在市场竞争中具备一定的优势。
其次，分众传媒有着良好的品牌形象和口碑。
通过持续的品牌建设和市场推广，分众传媒在行业内享有较高的知名度和美誉度。
广告主普遍认可分众传媒的专业能力和服务质量，愿意选择与其合作。
这种良好的品牌形象和口碑为分众传媒吸引了更多的广告资源，进一步增强了其市场竞争力。
第三，分众传媒致力于创新和技术升级。
随着科技发展，媒体行业变革已成为不可逆转的趋势。
分众传媒深入洞察市场需求，不断引入最新的技术和创新的媒体形式，提升媒体传播效果。
例如，分众传媒推出的智能互动广告牌以及人脸识别技术的应用，极大地提高了广告的曝光率和投放的精准度。
这种积极的创新和技术升级为分众传媒赢得了更多的市场份额。
最后，分众传媒重视社会责任和可持续发展。
作为一家社会企业，分众传媒不仅致力于为广告主提供有效的推广平台，也积极关注环境保护和公益事业。
分众传媒参与了多个公益项目，通过将公益广告纳入媒体资源，为社会传递正能量。
这种注重社会责任和可持续发展的理念，不仅对分众传媒自身形象有益，也为其赢得了更多的社会支持。
综上所述，分众传媒在市场竞争中凭借广泛的媒体资源、良好的品牌形象和口碑、创新的技术和持续的社会责任，取得了一定的竞争优势。
然而，随着市场的不断变化和竞争的加剧，分众传媒也需要不断提升自己的服务质量和创新能力，以应对日益激烈的市场竞争。
分众传媒 营销绩效方案
分众传媒营销绩效方案
《分众传媒营销绩效方案》是分众传媒集团旗下子公司——分众传媒营销有限公司提供市场营销服务的方案。
该方案主要提供综合营销营销服务，包括传统媒介的投放以及精准营销策略，帮助客户开发品牌价值，提高目标群体的知名度，提升市场影响力，并最终实现营销绩效。
针对不同客户，分众传媒提供的服务也有差异，比如：
（1）战略规划：分众传媒将为客户提供专业的市场调研和研判，指导客户根据不同目标群体定位，制定出有效的营销计划，并为客户提供更全面的战略规划，促进客户营销实现全面协调、良性发展。
（2）营销执行：分众传媒结合市场营销的新兴理念，提供精准的在线营销和线下推广服务，满足客户定位精准、获取更多目标群体、提高信息传播成效等不同需求。
（3）效果分析：为客户提供定期效果分析，帮助客户实时监控营销成效，改善营销投放方案，提升营销绩效。
客户选择分众传媒提供营销服务，不仅可以节省投资成本，还可以获得良好的营销绩效，整体提升品牌价值。
- 1 -。
分众传媒组织架构
分众传媒组织架构
分众传媒是中国领先的综合传媒服务提供商，其组织架构是分工明确、层级分明的。
下面将从公司整体架构、主要部门和职能以及高层管理层进行介绍。
分众传媒整体架构分为总部和分支机构两个层级。
总部位于中国上海，是公司的核心管理和决策机构，直接负责公司整体发展和战略规划。
分支机构遍布全国各地，包括北京、广州、深圳等一线城市，以及二线和三线城市，用以实施和推动公司的各项业务。
分众传媒的主要部门包括市场部、销售部、技术部、创意部和财务部等。
市场部负责市场调研、竞争分析和品牌推广等工作，以确保公司的产品和服务能够满足市场需求。
销售部负责与广告主的对接和业务洽谈，以实现广告资源的有效销售。
技术部负责公司的技术开发和维护，包括广告投放平台的开发和数据分析等工作。
创意部负责广告的创意设计和制作，以确保广告的视觉效果和传播效果。
财务部负责财务管理和会计核算，以确保公司的财务状况和经营业绩。
分众传媒的高层管理层由董事长、总裁和各个部门的副总裁组成。
董事长负责公司的整体领导和决策，总裁负责公司的日常运营和管理，副总裁负责各自部门的具体工作和管理。
高层管理层通过定期会议和沟通，协同工作，确保公司的各项业务顺利进行。
分众传媒的组织架构清晰，各个部门相互配合，形成了一个高效运作的整体。
通过总部和分支机构的联动，以及市场部、销售部、技术部、创意部和财务部的协同工作，分众传媒能够为广告主提供全方位的传媒服务，有效实现广告资源的价值最大化。
在高层管理层的领导下，公司能够迅速应对市场变化，保持持续创新和发展，不断提升在传媒行业的竞争力。
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
内蒙古分众传媒广告有限责任公司楼宇液晶电视广告市场调查项目市场调研方案内蒙古基业常青管理咨询有限责任公司二○○九年十一月二十日前言内蒙古基业常青管理咨询有限公司（基业常青公司）与分众传媒集团内蒙古分公司（分众传媒）项目组负责人经过多次沟通协商，就分众传媒在呼和浩特地区楼宇液晶电视广告效果调研项目达成了基本共识。
分众传媒公司近年来在呼和浩特地区扩张迅速，与同质对手形成的市场竞争已经不能构成对公司发展的主要影响，但还存在着以下的问题：一是如何在更大的程度上参与地区传媒行业竞争。
楼宇液晶电视与传统的广告媒介相比有着难以克服的不足，相比报纸广告没有稳定的发行量，无法在第一次阅读时就提供完整的广告信息；相比电视不能覆盖全部受众，也不能提供24小时不间断的广告插播。
与以更小众为目标的网络和手机传播形式相比，液晶电视不能影响受众使其产生即时的购买行为，也缺少受众的参与。
总之，在全媒体的竞争层面上，液晶电视广告并不占有绝对的优势。
二是广告受众急需重新定位。
目前分众传媒液晶广告电视的架设地点从商业楼宇、卖场向职能楼宇、高档公寓、宾馆酒店全面铺开，受众基本上覆盖了中低收入以上所有层次的人群，但不同收入和职业的群体对不同类型广告的敏感度差别极大。
以目前液晶电视广告在所有楼宇统一播放的传播方式，广告在不同的地点的效果难以满足客户的要求。
三是缺乏说服广告客户的有效手段。
液晶电视广告投放市场初期，新媒体以独特的形式吸引着受众，也吸引着广告客户，这一阶段广告客户的投入是热情且较盲目，但经过近5年左右的经营，广告客户越来越理智，广告效果分析对广告投放决策起着越来越重要的指导作用。
但分众公司还不能积累足够的数据形成经验数据库。
分众公司能否准确了解受众对液晶电视广告这一媒体形式的接受程度，能否准确把握特定广告对受众的购买行为产生的影响大小，能否准确把握广告客户选择媒体的心理，对未来分众传媒营销策略，经营方式都将产生较大的影响。
因此，因此只有对市场进行深入的了解与分析，才能准确定位受众对广告的阅读心理，才能比较出不同媒体对受众潜在的影响程度，才能了解如何有效地影响客户的决策行为。
调研目的本次调研活动要达到的最根本的目的是：分析最近一个时期以来受众对液晶电视广告的接受程度，以及指定广告对消费者购买行为的影响程度，从而对分众传媒未来一个时期的液晶电视广告的播放形式、广告时段的销售策略提供重要的决策参考。
本次调研活动具体要达到的目标是：1、通过对事先随机挑选的、不同类型的楼宇进行人流量监测，掌握安装了液晶电视的各类型楼宇的平均日接触人流量，得出相对于平均日接触人流量的广告到达率。
2、通过对随机挑选的楼宇中不同职业人群进行问卷调查，掌握液晶电视广告的目标受众对液晶电视广告的总体看法。
3、通过本次市场调研，掌握特定广告对目标受众的影响力即广告效果评估。
4、通过基业常青公司在调研过程中与分众传媒公司进行沟通交流，对分众传媒公司从广告传播细节到经营管理等方面决策提供有限度的咨询建议。
总之，本次调查最根本的目的是真实地反映楼宇液晶电视广告的市场状况，为液晶电视广告产品的定位及决策提供科学的依据。
市场调研内容一、液晶电视广告人群覆盖情况调查：1、安装了液晶电视的楼宇的平均日人流量；2、相对于平均人流量的广告观看人数（即广告到达率）；3、观看过液晶电视广告的被调查者的平均观看时长；4、观看了液晶电视广告的被调查者完整观看一个或一个以上广告的人数（完整收看广告几率）。
二、液晶电视广告目标受众影响力调查：1、收视习惯调查；（1）每天在安放液晶电视的楼宇内乘坐电梯的次数；（2）每天收看液晶电视广告的次数；（3）每次收看液晶电视广告的平均时长；（4）收看液晶电视广告后形成长期记忆的广告的个数；2、媒体接受程度调查；（1）目标受众对液晶电视这一媒体形式的总体看法；（2）目标受众对液晶电视广告制作水平的总体评价；3、竞争媒体对比调查；（1）目标受众日常接触到的主要媒体；（2）液晶电视广告在各媒体中的重要程度；4、影响目标受众收看液晶电视广告的主要因素；（1）客观部分：声音、画面、高度、时长、电梯口引领及保安（2）主观部分：思考、焦急、谈话、厌恶三、单个广告效果调查（以A产品为例）：1、被调查者接触A产品广告的基本情况；（1）被调查者能够回想起A产品的液晶电视广告占全体被调查者的比例（包括提示及无提示两种状态）；（2）被调查者接触A产品的主要媒体渠道；（3）被调查者收看过A产品广告次数；2、被调查者对A产品广告的认知；（1）被调查者能够回想起A产品广告的哪些内容；（2）A产品广告最吸引被调查者的部分；（3）被调查者认为A产品广告最值得改进的部分；3、收看A产品液晶电视广告对被调查者的影响（1）收看A产品广告后是否对该产品的态度产生了影响；（2）收看A产品广告后是否增加了购买该产品的可能性；四、样本的构成调查1、抽样样本的年龄构成；2、抽样样本的身高构成；3、抽样样本的职业构成；4、抽样样本的教育程度构成；5、抽样样本的家庭收入构成；6、抽样样本的性别构成等；7、抽样样本的住房情况；8、抽样样本的购车情况；9、抽样样本的理财情况。
问卷设计思路1、问卷的组织结构主要分为说明部分、开场白/介绍、筛选/过滤部分、主体部分、背景资料（人文统计）部分、结束语部分；同时问卷还包括访问员记录、被访者签字等。
2、问卷形式采取开放性和封闭性相结合的方式；3、问卷逻辑采取思路连续法，既按照被调查者思考问题和对产品了解的程度来设计，在一些问题上，采取跳问等方式来适应被调查者的逻辑思维。
4、调查问卷设计过程：5主要调查问题范例：S1：您和您的亲友有在广告公司工作或从事广告业务的吗？1.有2.没有……………Qm.您认为影响您收看液晶电视广告的主要原因是？__________________……………Qn.您对液晶电视这种媒体形式的看法是怎样的？1……非常喜欢 2……比较喜欢 3……一般 4……不喜欢 5……非常不喜欢……………调查点、调研方法与样本设计一、本次调研项目确定的调查点本次市场调研项目可供选择的调查地点分布如下图（不包括卖场）：1、按委托双方几次沟通的意见，共选取300个样本，分为AB两部分，分别为“A.液晶电视广告效果调研”和“B. 特定广告效果调研”，每部分150个样本。
2、按每个楼宇选取15个样本计算，AB部分共需选取10个调查点，共20个调查点。
3、按照各类楼宇分布比例，同时考虑到汽车4S店和公共场所基本上没有电梯，强制性差，因此调研取样的地点设计为：酒店3个，职能楼宇3个，商务楼宇2个，公寓1个，娱乐休闲1个。
（每部分按此比例各10个）4、通过与分众传媒公司沟通，第二部分调研主要涉及到的广告客户包括（以下待定）二、调研方法：1、液晶电视广告人群覆盖情况调查。
全天候日人流量测算，等距随机抽样。
（1）全天候日人流量测算，对抽取的楼宇进行全天候（楼宇开放至关闭或液晶电视开播至结束）的人流测量，算出平均每个楼宇的日人流量。
（2）等距随机抽样，每间隔一定的时间或一定的人数，随机拦截一个人作为被调查对象，不设计问卷，口头讯问有关液晶电视接触情况及接触时长。
2、目标群体调研方法采用便利抽样和推荐抽样的方法。
（1）便利抽样：在进行抽样的楼宇内任意抽取样本的一种抽样方法。
（2）推荐抽样：由楼宇内某单位的负责人或楼宇的管理单位推荐楼内某单位的员工进行抽样的方法，这种方法更利于被调查人员和访问者之间的配合，可以提高访问的效率。
三、样本设计（一）样本设计原则和依据对于抽样调查而言，调查结果在样本总体中的代表性是非常重要的。
实际上，抽样调查结果的代表性取决于抽样方法和样本量（或样本规模）两个方面。
在同样的样本量下，抽样方法或样本选取越随机，调查结果的代表性就越好，反之就差；同样，在抽样方法确定后，样本量越大，调查结果的代表性就越好，反之就差，最好的抽样方法是普查。
在现实的市场调研项目中，理想的随机抽样是不可能，目前在市场研究行业中的所谓随机抽样是指“等距抽样”或“系统抽样”，是一种简化了的随机抽样；对于样本量，由于与调研费用直接相关，所以在预算范围内，样本量也不是可任意增大的。
因此，通常我们会提供一种比较可行的方案，既能满足数据对准确性的要求，又合乎预算要求。
由于没有前期调查数据可供参考，因此凭借统计经验来确定相关参数，以下是在随机抽样条件下的即抽样误差在总体标准差为0.5（标准差近似于所有应答者对某一特定问题的答案平均数的平均距离）、95%置信度下与样本量的关系：在这一约束前提下，样本量为300时，抽样误差小于5.7%，所以可以认为，样本量为300个样本单位是适合本次调查工作的。
（二）、样本量设计1、样本总量：由于调研问卷需要进行甄别，因此存在一定比例的废卷率，按10%的废卷率计算，办公人员深度访问需要的样本数是300例，允许的废卷数是300×10%=30例，因此办公人员深度访问的样本总数为330例（1）街头拦截访问：20×5＝100例；（2）办公人员深度访问：20×15＝300例；总样本量：100+300+300×10%=430例。
2、样本量分布：3、样本配额：（三）样本特征由于分众传媒公司的目标客户群是高档楼宇中有相当购买能力的中、青年白领阶层，因此，样本应该具有以下特征：1、在安装了楼宇液晶电视的高档楼宇中工作的全职员工；2、年龄在22-55岁之间；3、月收在1500元以上；4、最近一个月看过液晶电视广告；5、最近半年没有接受过有关广告效果方面的访问；6、不在广告公司、咨询公司、媒体、公司的广告部门或相关部门工作 选择安装了液晶电视的高档楼宇中的全职员工进行访问的原因：不同的人接触液晶电视广告的频次多较多较少少液晶电视广告的目标客户大多数集中在这些人群中，因为，社会层次较高的人，进入高档楼宇的机会也较多，接触到液晶电视广告的机会也相对较多。
这部分人群或者社会层次较低，不是液晶电视广告吸引的主要目标群体；或者偶然性大，不具备对楼宇广告进行全面、客观评价的条件。
在这些人群中，安装了液晶电视的商务楼宇中的全职人员，比较具有典型性，也是液晶电视广告重点吸引的对象。
从市场调研的角度，要求样本对总体具有极大的代表性，即无论从分布特征、数值水平、结构状况等都与总体“酷似”，而安装了液晶电视的高档楼宇中的全职员工就具备了这而的特征。
年龄在23至55岁之间的人群具有很强的购买能力，是液晶电视广告的主要受众。
月收入在1500元以上原因同（2）。
（3），（4），（5）项确保被调查者的有效性和评价客观性，避免产生调研误差。
实地调研执行过程整个实地调研执行过程如下：若存在无效问卷，达不到数据分析的样本量，追加访问一、调研组织：基业常青公司委派一名高级顾问，对调研工作进行总体指挥，每一个楼宇委派一名指导员进行现场指导并担任联络工作，这样每个区域有1名全职、熟练的专业人员来完成调研实施管理工作。