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Portfolio — Trade Marketing

Trade Marketing

Trade Marketing 位於品牌行銷與零售通路之間，負責把品牌的年度策略轉譯為百貨專櫃與門市能執行的檔期活動，包括促銷機制、贈品配置、陳列與物料、銷售話術與顧客觸達，並以銷售數據檢核每一檔活動的成效。我曾先後在精品香氛代理商 LUXASIA 與義大利精品巧克力品牌 Venchi 負責通路行銷，範圍涵蓋百貨專櫃、街邊門市與快閃櫃點。 Trade marketing sits between brand marketing and the retail channel. It translates a brand's annual strategy into campaigns that department-store counters and stores can execute — promotion mechanics, gift-with-purchase allocation, displays and materials, selling scripts and customer outreach — and measures every campaign against sales data. I have led trade marketing at LUXASIA, a luxury fragrance distributor, and at Venchi, the Italian chocolatier, across department-store counters, street stores and pop-ups.

品牌類型Categories
  • 精品香氛
  • 精品巧克力
  • Gelato
  • 美妝保養
  • Luxury fragrance
  • Premium chocolate
  • Gelato
  • Skincare
範疇Scope
  • 百貨專櫃
  • 街邊門市
  • 快閃櫃
  • 異業合作
  • LINE 官方帳號
  • Department-store counters
  • Street stores
  • Pop-ups
  • Partnerships
  • LINE official account
負責Role
  • 檔期促銷規劃
  • GWP 機制設計
  • 新品上市
  • VIP 活動
  • 異業與樓面合作
  • 成效追蹤
  • Campaign planning
  • GWP mechanics
  • Product launches
  • VIP events
  • Partnerships
  • Performance tracking
Trade Marketing 在價值鏈中的位置Where trade marketing sits
品牌策略Brand strategy年度行事曆、新品、節慶主題Annual calendar, launches, seasonal themes
Trade Marketing轉譯為機制、配量、物料與話術Mechanics, allocation, materials, scripts
通路執行Channel execution百貨專櫃、門市、快閃櫃Counters, stores, pop-ups
顧客購買Shopper decision到店、停留、加購與回購Visit, dwell, trade-up, repeat

成效數據回饋至下一檔的規劃Results feed back into the next campaign

  • 25→49% 達第二門檻以上的交易占比Transactions reaching the upper tiers
  • 1.4–3.7× 大容量加贈方案兌換量（相較預估）Large-format redemptions vs forecast
  • 20× VIP 預購會預約人數成長，全數額滿Growth in VIP pre-sale bookings, fully booked
查看成效摘要See all results

01

角色定位The role

品牌行銷決定「說什麼」，通路決定「在哪裡賣」。Trade Marketing 處理的是兩者之間的落差：讓同一個策略在每個櫃點不同的條件、檔期與客群下都能被正確執行，並在購買發生的當下產生影響。這也是 Shopper Marketing 所強調的「購買路徑」（Path to Purchase）：顧客從得知活動、走進門市到結帳，每一個接觸點都是可以被設計的。 Brand marketing decides what to say; the channel decides where it is sold. Trade marketing closes the gap between the two, so one strategy is executed correctly under each counter's conditions, calendar and clientele, and influences the shopper at the moment of purchase. It is what shopper marketing calls the path to purchase: from hearing about an offer to entering the store and paying, every touchpoint can be designed.

  • 品牌端：策略轉譯Brand side: translating strategy

    將年度行銷行事曆、新品與節慶主題，拆解為各檔期的促銷機制、贈品需求與物料清單，並確認內容符合品牌規範。Break the annual marketing calendar, launches and seasonal themes into campaign mechanics, gift requirements and material lists, within brand guidelines.

  • 通路端：協作與佈達Channel side: coordination

    與百貨樓管、櫃長與門市團隊協作，完成活動通告、POS 活動代碼、POP 與陳列指引，確保各櫃點同步上線。Work with mall floor managers, counter leads and store teams on campaign notices, POS promotion codes, POP and display guides so every location launches in sync.

  • 顧客端：購買決策Shopper side: the purchase decision

    從到店前的觸達（DM、EDM、簡訊、LINE），到店內的陳列、試吃與銷售話術，設計影響購買決策的每一個接觸點。Design every touchpoint that shapes the decision, from pre-visit outreach (DM, EDM, SMS, LINE) to in-store display, tasting and selling scripts.

02

方法框架Framework

每一檔活動都依循相同的五個階段運作，從規劃到檢核形成閉環；上一檔的成效數據，即是下一檔規劃的起點。 Every campaign runs through the same five stages, forming a closed loop from planning to review; the results of one campaign become the starting point of the next.

  1. 01

    檔期規劃與機制設計Campaign planning & mechanics

    於檔期前約兩個月，依年度行事曆、節慶與新品節奏擬定主題，並選擇對應目標的促銷機制，例如以階梯式滿額贈拉高客單價、以買三送一提高單筆件數。About two months ahead, set the theme from the annual calendar, holidays and launch rhythm, and choose mechanics that match the objective — tiered gifts with purchase to lift transaction value, buy-three-get-one to raise units per transaction.

  2. 02

    資源評估與配量Resourcing & allocation

    以歷史銷售與前一檔實績推估各門檻的兌換量，換算贈品與物料需求，再依各櫃點的業績規模分配。贈品製作期可能長達兩個月，因此需提前備貨。Estimate redemptions per tier from sales history and the previous campaign, convert them into gift and material needs, and allocate by each location's sales volume. Gifts can take up to two months to produce, so stock is planned early.

  3. 03

    通路佈達Channel rollout

    發布活動通告與 POS 活動代碼，完成 POP、DM 與陳列指引，並撰寫銷售話術，讓第一線人員在活動第一天就能清楚說明內容。Issue campaign notices and POS codes, finish POP, DM and display guides, and write selling scripts so front-line staff can explain the offer from day one.

  4. 04

    顧客觸達Customer outreach

    整合 DM、EDM、簡訊、LINE、Facebook 與百貨館內媒體，並由櫃點依名單邀約熟客，讓活動訊息在開跑前送達目標客群。Combine DM, EDM, SMS, LINE, Facebook and in-mall media, with counters calling their regular clients, so the message reaches the target audience before launch.

  5. 05

    追蹤與檢核Tracking & review

    活動期間每週追蹤贈品消耗與兌換進度，必要時調整配量或加強曝光；檔期結束後比對提案預估與實際結果，在月會中檢討，並修正下一檔的設計。During the campaign, track gift usage and redemptions weekly, reallocating stock or adding exposure when needed. Afterwards, compare the proposal with actual results in the monthly review and refine the next campaign.

03

促銷機制與指標Promotion mechanics & KPIs

促銷不只是折扣，而是引導特定購買行為的設計。每一種機制都對應一個行為目標，也對應一組可以檢核的指標；先定義要改變的行為，才能在檔期結束後判斷機制是否有效。 A promotion is not simply a discount but a design that steers a specific buying behaviour. Each mechanic serves one behavioural objective and one set of measurable indicators. Defining the behaviour first is what makes it possible to judge, after the campaign, whether the mechanic worked.

促銷機制Mechanic 行為目標Behavioural objective 主要指標Key indicators
階梯式滿額贈Tiered gift with purchaseTiered GWP 提高客單價，引導顧客加購至下一個門檻Lift transaction value by nudging shoppers to the next tier ATV、各門檻交易占比ATV, share of transactions per tier
買三送一Buy three, get oneMulti-buy 提高單筆購買件數，帶動多件組合Raise units per transaction UPT、兌換量UPT, redemptions
加價購Add-on at a special priceCross-sell 以主力商品帶動第二品項，增加連帶購買Use a hero item to bring in a second category 連帶率（Attach rate）Attach rate
加贈與免費升級Bonus gifts & upgradesTrade-up 引導顧客選擇大容量或較高單價的品項Steer shoppers to larger or higher-priced formats 大容量占比、升級兌換量Large-format share, upgrade redemptions
VIP 預購與邀約VIP pre-sale & invitationsClienteling 提前鎖定高價值顧客，集中檔期前段業績Secure high-value clients early and front-load campaign sales 預約數、到店率、目標達成率Bookings, show-up rate, target achievement
異業與樓面合作Cross-industry & in-mall partnershipsCo-marketing 借用合作夥伴的客群擴大觸及，導入新客Borrow a partner's audience to extend reach and bring in new customers 觸及／曝光、兌換數、新客數Reach, redemptions, new customers
陳列、試吃與銷售話術Display, tasting & selling scriptsIn-store 提高進店後的停留與購買轉換Increase dwell time and conversion once shoppers are inside 進店率、轉換率、ROSEntry rate, conversion, ROS

指標定義How the indicators are defined

ATV客單價Average transaction value
銷售額 ÷ 交易筆數Sales ÷ number of transactions
UPT單筆件數Units per transaction
銷售件數 ÷ 交易筆數Units sold ÷ number of transactions
ROS銷售速率Rate of sale
單一品項平均每店每週的銷售量，用於比較不同店型與檔期的動銷Average weekly units per store for an item, to compare sell-through across store types and campaigns
進店率Entry rateFootfall conversion
進店人數 ÷ 經過人數Visitors entering ÷ passers-by
轉換率Conversion rateConversion
交易筆數 ÷ 進店人數Transactions ÷ visitors
兌換率Redemption rateRedemption
兌換數 ÷ 觸及或發放數，用於評估異業合作與票券的實際導客效果Redemptions ÷ reach or vouchers issued, to judge how well partnerships and vouchers actually bring people in
促銷成本率Promotion cost ratioCost of promotion
贈品與折扣價值 ÷ 活動相關業績，用於衡量機制的投資效率Value of gifts and discounts ÷ related sales, to measure how efficiently a mechanic spends

04

檔期倒推時程Campaign cadence

以 2023 年百貨週年慶為例，同一套時程同步套用於 12 個百貨專櫃。各館檔期分布在 9 月至 12 月，前後相差超過兩個月，因此以各館的「開跑日」為基準倒推每一個節點，再逐館管理進度。 In the 2023 department-store anniversary season, one cadence was applied across 12 counters. Each mall's campaign fell somewhere between September and December, more than two months apart, so every milestone was set backwards from each mall's launch date and tracked mall by mall.

  1. T−60主題發想與促銷機制提案Theme and mechanics proposal
  2. T−14活動通告與滿額贈配量送達各櫃點Notices and gift allocations reach every counter
  3. T−10DM 與活動物料到櫃DM and campaign materials on counter
  4. T−5確認邀約名單與各管道的訊息內容Client lists and channel messages confirmed
  5. T−3EDM、簡訊、LINE 與 Facebook 發送EDM, SMS, LINE and Facebook go out
  6. D活動開跑，櫃點邀約熟客到店Launch; counters invite regular clients in
  7. 每週Weekly追蹤贈品消耗與兌換，必要時調整配量Track gift usage and redemptions; reallocate if needed
  8. 結案Close比對預估與實際成效，修正下一檔設計Compare forecast with actuals and refine the next campaign

05

案例分享Case studies

以下兩個品牌分屬精品香氛與精品巧克力，通路型態與顧客的購買決策不同，但都依循同一套方法框架執行。 The two brands below come from luxury fragrance and premium chocolate. Their channels and shoppers differ, yet both were run on the same framework.

精品香氛Luxury fragrance

LUXASIA 2023

亞洲的精品香氛與美妝代理商，代理品牌包括 Gucci、Burberry、HUGO BOSS 等。我負責台灣百貨專櫃的通路行銷，統籌全年檔期、新品上市、VIP 活動與異業合作。An Asian distributor of luxury fragrance and beauty, representing brands including Gucci, Burberry and HUGO BOSS. I ran trade marketing for its Taiwan department-store counters, covering the annual campaign calendar, launches, VIP events and partnerships.

  1. 01

    百貨週年慶：12 個專櫃同步執行Anniversary season across 12 counters

    週年慶是百貨業全年最重要的檔期。我以倒推時程逐館管理預購會、活動通告與滿額贈配量、DM、熟客邀約名單，以及 EDM、簡訊、LINE 與 Facebook 的發送，讓各館在檔期不同的情況下，仍維持一致的執行品質。The anniversary sale is the most important campaign of the department-store year. Working back from each mall's launch date, I managed pre-sales, notices and gift allocations, DM, client call lists and EDM, SMS, LINE and Facebook sends, keeping execution consistent despite staggered calendars.

  2. 02

    新品上市：Gucci 新香Launch toolkit: a new Gucci fragrance

    新品上市以一份通告整合產品概念、香調、上市組合與各館的陳列規範，並依百貨條件配置館內媒體，包括包柱與外牆、路燈旗、館內 LCD 與電梯螢幕、櫃位燈片，讓三家百貨在同一時間呈現一致的品牌形象。The launch was packaged into one notice covering the product story, fragrance notes, launch set and counter planograms for each mall, with in-mall media matched to each department store — pillar and façade wraps, street banners, in-mall LCDs and lift screens, counter lightboxes — so three department stores showed one consistent image at the same time.

  3. 03

    VIP 預購會VIP pre-sale

    於百貨美妝樓層舉辦兩日 VIP 預購會，設計預約禮與分級滿額禮，並整合邀請函、菜單、LINE、Facebook、簡訊與百貨會員簡訊進行邀約。活動前持續追蹤預約人數，評估是否需要加強發送。A two-day VIP pre-sale on a department store's beauty floor, with a booking gift and tiered purchase gifts, and invitations through printed invites, menus, LINE, Facebook, SMS and the mall's own member SMS. Bookings were tracked continuously to decide whether to send more.

    20 倍20×預約人數成長，名額全數額滿growth in bookings, every slot filled

  4. 04

    異業與樓面合作Partnerships

    每一檔期至少洽談一項異業合作。與銀行信用卡合作兩波曝光，每波觸及約 100 萬人次；與按摩椅品牌互換新客禮遇，運用對方官網（約 50 萬瀏覽）、社群與百貨粉絲專頁擴大觸及。在百貨內部，則與 4 家百貨完成跨樓層導客合作：顧客在其他樓層消費滿額，即可至香水專櫃兌換針管香水。At least one partnership was secured for every campaign. A bank card partnership ran two waves, each reaching about 1 million people; a massage-chair brand exchanged new-customer offers, extending reach through its website (about 500,000 views), social channels and mall fan pages. Inside the malls, cross-floor partnerships with 4 department stores let shoppers redeem a fragrance vial after spending on other floors.

    100 萬1M單波曝光人次，共兩波reach per wave, two waves

  5. 05

    月會與數據整理Monthly reviews

    每月整理 S&M 會議與 CRM 會議資料，彙整各櫃業績、活動成效與會員資料蒐集進度，作為品牌與業務團隊調整下一檔策略的依據。Each month I prepared the sales & marketing and CRM meetings, consolidating counter performance, campaign results and member data collection so the brand and sales teams could adjust the next campaign.

精品巧克力Premium chocolate

Venchi 2024–2025

創立於 1878 年的義大利巧克力與 Gelato 品牌。我負責台灣 9 個據點（百貨專櫃、街邊門市與快閃櫃）的通路行銷，涵蓋每月 Action Plan、促銷提案與成效追蹤、VIP 活動、品牌與樓面合作、LINE 官方帳號，以及新店開幕。An Italian chocolate and gelato house founded in 1878. I ran trade marketing for its 9 locations in Taiwan — department-store counters, street stores and pop-ups — covering the monthly action plan, promotion proposals and tracking, VIP events, brand and mall partnerships, the LINE official account and store openings.

  1. 01

    每月 Action PlanThe monthly action plan

    每月發布一份 Action Plan，把當月所有活動、陳列與話術整合在同一份文件：促銷機制與日期、可否與其他活動併用、各店陳列桌與櫥窗的配置、門市螢幕的播放排程，以及依顧客情境撰寫的銷售話術。門市只需依照一份文件執行，降低各店理解上的落差。One action plan per month brought every campaign, display and script into a single document: mechanics and dates, which offers can be combined, the layout of each store's tables and windows, the in-store screen schedule, and selling scripts written for each customer situation. Stores worked from one document, which reduced differences in interpretation.

  2. 02

    依顧客情境撰寫話術Scripts by shopper situation

    話術依顧客狀態分別撰寫：對正在瀏覽的顧客，先說明滿額門檻與贈品；對熟客，從常買的口味切入多件優惠；對排隊購買 Gelato 的顧客，以試吃盒介紹加價購品項。同一檔活動在不同情境下，都有合適的開口方式。Scripts were written per shopper situation: for browsers, lead with the spend tiers and gifts; for regulars, start from their usual flavour and the multi-buy offer; for the gelato queue, introduce the add-on with a tasting box. One campaign, with the right opening for each situation.

  3. 03

    促銷提案與成效追蹤Proposals & tracking

    每一項促銷在提案時先估算兌換量、贈品價值與相關業績；活動期間每週更新贈品消耗，結束後以實際數據比對提案，並在月會中分享成效。這份追蹤讓下一檔的門檻與贈品組合有所依據，而不是依靠經驗判斷。Every promotion was proposed with estimated redemptions, gift value and related sales. Gift usage was updated weekly, and actual results were compared with the proposal and shared in the monthly review. This tracking gave each next campaign an evidence base for its tiers and gifts rather than relying on instinct.

    25% → 49%25% → 49%調整門檻後，達第二門檻以上的交易占比upper-tier share of transactions after the redesign

  4. 04

    VIP 品鑑會：黑巧克力系列重新上市VIP tasting: the dark chocolate relaunch

    配合黑巧克力系列重新上市與無添加糖系列，為 VIP 會員規劃巧克力品鑑會。流程從品牌故事與原料產地切入，以盲測挑戰提高參與感，再帶領來賓依「看、聞、觸摸與聆聽、品嚐、搭配」五個步驟，認識 60% 至 100% 各款黑巧克力的香氣、口感與甜度，並搭配咖啡、茶與酒類。活動最後推出限定組合與門市優惠券，把現場體驗轉換為當下購買與日後回店。這類體驗行銷（Experiential Marketing）的重點，是讓顧客先理解產品差異，再做出購買決定。For the relaunch of the dark chocolate range and the no-added-sugar line, I planned a chocolate tasting for VIP members. It opened with the brand story and ingredient origins, drew guests in with a blind tasting challenge, then led them through five steps — see, smell, touch and listen, taste, pair — to compare the aroma, texture and sweetness of dark chocolates from 60% to 100%, matched with coffee, tea and spirits. It closed with event-only sets and a store coupon, turning the experience into a purchase on the night and a return visit later. The point of experiential marketing like this is that shoppers understand the difference between products before they decide.

    1. 01品牌故事Brand story品牌起源、價值與原料產地Origins, values, ingredients
    2. 02新品重新上市Relaunch60% 至 100% 黑巧克力系列Dark range from 60% to 100%
    3. 03盲測挑戰Blind tasting以遊戲提高參與感A game to draw guests in
    4. 04五步驟品鑑Five-step tasting看、聞、觸摸與聆聽、品嚐See, smell, touch and listen, taste
    5. 05風味搭配Pairing咖啡、茶與酒類Coffee, tea and spirits
    6. 06限定組合與優惠券Event sets & coupon當下購買與日後回店Buy now, return later

  5. 05

    品牌與樓面合作Brand & mall partnerships

    與精品時尚、香氛品牌及百貨樓面合作兌換券：合作品牌的顧客可憑券到店兌換 Gelato，或在樓面消費滿額後獲贈兌換券，藉由合作客群帶動進店。另規劃企業特約優惠，提高企業客群的回購。Voucher partnerships with fashion and fragrance brands and mall floors: partners' customers redeem a gelato in store, or receive a voucher after spending on the floor, using partner audiences to bring people in. Corporate member offers encouraged repeat purchase among company employees.

  6. 06

    LINE 與新店開幕LINE and store openings

    每月 3 至 4 則 LINE 推播同步發送至 9 家門市帳號，配合活動開跑、新品上市與新店開幕；LINE 禮物則以星座主題票券延伸送禮情境。新店開幕時，統籌開幕前的陳列指引、道具發包，以及開幕當天的陳列回報。Three to four LINE broadcasts a month went out to all 9 store accounts at once, timed to campaign launches, new products and store openings, while zodiac-themed LINE gift vouchers extended the gifting occasion. For each new store, I coordinated the display guide, props production and opening-day display checks.

陳列執行：Visual MerchandisingDisplays: Visual Merchandising LINE 推播：Social MediaLINE broadcasts: Social Media

06

成效摘要Results

以下數據取自任職期間的活動追蹤表與會議報告，以比例與倍數呈現。「相較預估」是指實際兌換量或相關業績，對照提案時依前一檔實績所做的估算。 These figures come from campaign trackers and meeting reports during my tenure, shown as ratios and multiples. "Versus forecast" compares actual redemptions or related sales with the estimate made at proposal stage from the previous campaign.

  • 25% → 49% ATV達第二門檻以上的交易占比Share of transactions reaching the upper tiers

    調整滿額贈的門檻與贈品組合（第二門檻加贈巧克力 Bar，並增設第三門檻）後，消費達 NT$2,800 以上門檻的交易占比，由 2 月的 25% 提升至 4 月的 49%；3 至 7 月平均約 43%。After redesigning the tiers and gifts (a chocolate bar added to the second tier and a third tier introduced), the share of qualifying transactions at NT$2,800 or above rose from 25% in February to 49% in April, averaging about 43% from March to July.

  • 2.9× 業績Sales春季檔期促銷相關業績（相較預估）Spring campaign related sales vs forecast

    春季檔期各項促銷帶動的相關業績為提案預估的 2.9 倍，其中滿額贈第二門檻的兌換量達預估的 4.9 倍。Sales linked to the spring campaign's promotions reached 2.9 times the proposal's estimate, with second-tier gift redemptions at 4.9 times.

  • 1.4–3.7× Trade-up大容量加贈方案兌換量（相較預估）Large-format redemptions vs forecast

    Gelato 家庭號 750g 與 1,000g 的加贈方案，兌換量連續 5 個月（1 至 5 月）高於預估，達 1.4 至 3.7 倍，成功引導顧客選購大容量。Bonus-gift offers on 750 g and 1,000 g gelato family packs beat forecast for five straight months (January to May), at 1.4 to 3.7 times, steering shoppers to the larger formats.

  • 2.4× UPT買三送一兌換量（相較預估）Buy-three-get-one redemptions vs forecast

    母親節檔期巧克力 Bar 買三送一的兌換量為預估的 2.4 倍，提高單筆購買件數；復活節的 Gelato 甜筒免費升級，兌換量亦達預估的 2.5 倍。The Mother's Day buy-three-get-one on chocolate bars reached 2.4 times forecast, raising units per transaction; the Easter free cone upgrade on gelato reached 2.5 times.

  • 20× VIPVIP 預購會預約人數成長Growth in VIP pre-sale bookings

    整合邀請函、LINE、Facebook、簡訊與百貨會員簡訊多管道邀約，預約人數在活動前成長 20 倍，40 個名額全數額滿。Invitations across printed invites, LINE, Facebook, SMS and the mall's member SMS grew bookings twentyfold before the event, filling all 40 slots.

  • 100 萬1M×2 觸及Reach銀行異業合作曝光人次Reach of the bank card partnership

    與銀行信用卡合作兩波曝光，每波觸及約 100 萬人次，並於第二波加強社群與 EDM 曝光以提升兌換。A bank card partnership ran two waves of about 1 million reach each, with added social and EDM exposure in the second wave to lift redemptions.

本頁不揭露營收、預算、成本與內部流程；ATV、UPT 等指標的定義請見「03 促銷機制與指標」。Revenue, budgets, costs and internal processes are not disclosed. For how ATV, UPT and the other indicators are defined, see "03 Promotion mechanics & KPIs".

07

合作洽談Let's work together

需要檔期促銷規劃、通路活動執行或成效追蹤的協助，歡迎與我聯繫。 For campaign and promotion planning, channel execution or performance tracking, I'd be glad to hear from you.

berry7c7@gmail.com 回到名片Back to card

本頁內容依個人工作經驗整理，品牌名稱與商標屬各品牌所有。活動數據僅以比例呈現，不包含營收、成本、預算、內部文件、系統與聯絡資訊等保密內容；以上僅作個人作品展示，不代表品牌立場。 This page is based on my own work experience; brand names and trademarks belong to their owners. Campaign data is shown only as ratios and excludes revenue, costs, budgets, internal documents, systems and contacts. It is shown only as personal portfolio work, not on behalf of any brand.