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3、蜰蘨H缀窒蠀吀栀$promotion evaluation paper.doc343ebff7364b46c19b45f98370093383.gifpromotionevaluationpaper.doc2020-730f3153e1f-1efd-46b1-b36b-724b687e55b2B1gwFP40kez8FWmI801Bcn2rOP7DoaodoTlJKJBaDZzSZB6UtqERoSj4GRBYSLbxpromotion,evaluation,paper3da50b1122eb80071eec725a77f59ec9促销效果评估方式促销活动的目的是通过优惠的手段吸引更多的用户。
4、有力的促销活动的特征是（1）在促销周期内（即促销期与促销前的平静期、促销之后的时期）用户总体增长率高于同期内假设无促销活动的用户总体增长率。（2）促销期间移动和联通的新增用户市场份额比例高于非促销期间移动和联通的新增用户市场份额比例。对不同类型的促销活动，应当从不同角度进行评估：一、 特定用户群促销效果评估特定用户群促销是指针对具有一定特征的目标用户所制定的促销活动。例如，在教师节期间对教师进行的凭教师证免SIM卡费入网的促销活动。对这类促销活动的评估目标促销所产生的新增收益，即促销其间所吸引的目标用户的数量和促销期后这些用户所创造的ARPU。具体如下：促销收益=促销期后新增目标用户每月的AR
5、PU 乘以 评估月数 - 促销成本其中促销成本包括两项：l 宣传和执行费用(广告设计，宣传资料，促销人员费用，其他费用)l 促销优惠成本： SIM卡费优惠成本（促销期新增用户数X 单用户SIM卡费优惠额）二、 应对联通促销行为的促销效果评估应对联通促销行为的促销是指在联通进行抢占市场份额的促销行动期间或之前抢先进行的应对性促销活动，例如，联通推出包月制期间移动公司推出的应对性促销活动。又如，季节性竞争促销活动：每年的热销期间（如节假日）的促销活动。此期间通常也是联通的促销期。对此期间的促销活动的评估标准是促销周期（即促销期与促销前的平静期、促销之后的时期）的纵向用户增长数量的比较以及促销周期移
6、动用户增长数和联通用户增长数量的横向比较。具体如下：促销周期的纵向比较：促销期间的平均每天的用户增长+促销之后时期平均每天用户增长 大于 促销前的平静期平均每天用户增长的两倍，则促销期间的用户增长达到了满意的效果。促销周期的横向比较：促销期间的平均每天的用户增长比例（移动：联通）大于 促销前的平静期的平均每天的用户增长比例（移动：联通），则促销期间的用户增长达到了满意的效果。小小哈利波特0002000003学习计划20200730091204225MWIvlHMTOijzeOweiSmxfZabWzYvhgcAYvmYswvqay3mQYu0Zwq7bkiE2lZnfvA8促销效果评估方式 促
7、销活动的目的是通过优惠的手段吸引更多的用户。有力的促销活动的特征是（1）在促销周期内（即促销期与促销前的平静期、促销之后的时期）用户总体增长率高于同期内假设无促销活动的用户总体增长率。（2）促销期间移动和联通的新增用户市场份额比6Pennzoil Exploration & Production Company, Houston, TexasKEY BUSINESS ISSUESTo keep pace with lower crude oil and natural gas prices and slowing North American operations, Pennzoil need
8、ed to find ways to increase value and/or reduce costs associated with its domestic assets and operations. Pennzoil planned to reengineer its US business processes to increase profit levels; and The company created a fulltime reengineering team to study value creation opportunities and production and
9、 G&A cost reduction potential.HOW ABC WAS USEDThe Arthur Andersen ABC team held focus group sessions and conducted quantitative and qualitative surveys among 1700 Pennzoil employees to determine what activities were being performed. The team developed a special software model oriented to oil and gas
10、 operations that classifies Pennzoil properties and ranks them in terms of cost and effort required. Properties can now be assessed in terms of their fully-loaded cost, which can be compared to the size and value of those properties to rank investments. ABC analysis indicated areas with high improve
11、ment potential, which became the focus of reengineering task groups. A data management initiative resulted from the knowledge of how much was spent on data gathering and manipulation as opposed to value-added analysis.THE RESULTS FOR PENNZOILAs a result of the ABC analysis, Pennzoil is now able to k
12、now and understand the G&A costs associated with producing properties and activities instead of having a General and Administrative (G&A) pool. In addition, the company used the ABC model for reorganization planning.Oil and gas companies are betting their futures on lucrative offshore and overseas o
13、pportunities as prospects for discovering multibillion-barrel petroleum reserves on U.S. soil diminish. Although offshore and overseas projects demand extraordinarily high initial investments, even in times of lower oil prices, they offer enticing and profitable returns.Pennzoils Business Environmen
14、tFaced with a maturing world oil market, Pennzoil recognized the need to reduce general and administrative costs in its oil and gas production and exploration division, Pennzoil Exploration and Production Companys(PEPCO) North American operations. Before beginning an aggressive cost reduction progra
15、m, the company needed a reliable analysis detailing which properties were profitable, which were not and precisely how much the $2 billion exploration and production company spent on each of its activities.PEPCO organized a reengineering team of committed employees from all divisions and dedicated t
16、hem fulltime to the project. Arthur Andersen helped develop a special ABC model that could be adapted to meet all of PEPCOs process improvement efforts.The ABC ProgramArthur Andersens plan defined four target benefits from ABC: Perform cost reductions based upon asset opportunity costs; Identify opp
17、ortunities to reduce administrative costs by reegineering the cost drivers; Establish a system which realistically assesses the benefits of reengineering; and Provide a foundation for an ongoing performance measurement system and benchmarking framework.The Arthur Andersen consultants began by workin
18、g closely with the PEPCO team to create a comprehensive activity dictionary that classified activities performed by personnel into categories including: acquisitions divestitures oil well engineering reservoir surveillance drilling field operations construction transportation human resources plannin
19、g revenue processing joint interest management payroll communications reserves management Securities and Exchange Commission reporting general accounting land and lease records The team organized focus group sessions for some 1200 PEPCO employees at various company locations in Texas, Louisiana, Mississippi, and Canada. They asked each participant to complete a two-part survey dealin
