Lange Zhiyang International Marketing Consulting Agency Yu Fei
In the weak links of competitors, find breakthrough points in regional markets and stand out.
Some domestic strong brands are difficult to average in the allocation of resources due to the long regional front and the wide range of channels.
There are bound to be many weak areas and weak channels, coupled with the use of domestic brands are mostly the use of the agency system, due to historical reasons, the agency policy is relatively extensive, and the contradiction between manufacturers is becoming more and more prominent.
Due to limited resources, the three major brands have to focus their main resources and energy on their main battlefields to maintain and consolidate their existing interests, which creates an opportunity for imported wines to enter through "content production + product form + channel possession".
Fifth, the market promotion is misplaced
First of all, many wine agents have no experience in wine industry operations, which is the so-called layman capital.
Most of them have found local good products in the process of trade with foreign countries, influenced by the wine culture of foreigners, thinking that the wine aroma is not afraid of the deep alley, thinking that the good products recognized by foreigners are also recognized Chinese, and judging the Chinese wine market with an international perspective; however, they are often far from really understanding the Chinese wine market and the characteristics of China's wine culture.
In addition, the staying power of capital is another deep and objective practical problem.
Secondly, it is separated from the cultural background of the product, lacks the planning of channels, and falls into the traditional Chinese wine-style marketing promotion and investment promotion model.
Professor Yu Fei, a well-known brand marketing expert, pointed out that a complete business model system includes six aspects: positioning, business system, key resource capabilities, profit model, free cash institution and enterprise value.
Just like the authorities have to be confused bystanders, once they enter the actual combat link of the production and sales circulation of the liquor market, many merchants are difficult to grasp the market strategy and are confused, and the market promotion of traditional Chinese liquor products often has little effect.
Because wine is now inclined to mass consumption, but the wine consumption culture boom still has not formed a mainstream consumer culture, so the traditional investment model is difficult to reflect the value of the product, it can be said that the effect of the exhibition visited by tens of thousands of people is not as good as a tasting meeting with only dozens of people participating.
Sixth, extensive management
In this era when everything is accelerating and folding, the life cycle of enterprises is severely compressed, change is the only constant, and service productization will be an important trend.
The complexity of the wine market determines the need for more rigorous marketing management, imported wine marketing is intensive, manpower-intensive, in the management of scientific and more effective implementation, such as the management of the marketing team, the management of distributors, various types of terminals and customer maintenance.
That is, it is necessary to be strict and give play to people's subjective initiative, so it must be down-to-earth and not be vague.
This must be learned from Chinese enterprises, especially liquor companies, such as Yanghe Blue Classic.
Mr. Yu Fei, a well-known brand marketing expert and founder of Lange Zhiyang International Marketing Consulting Agency, was invited to talk about "7 Major Trends in the Future Development of Enterprises" when he was invited to give practical training for a beijing enterprise, which can bring a lot of inspiration:
At present, business operations have shifted from the internal to the whole value chain.
The biggest change in this transformation is that cost, quality and scale are pursued when the company is the focus of the business, while service, speed and customer value are pursued when the value chain is the focus of the operation.
1. Rely on the physical strength of employees in the past, rely on employee brain power in the future;
2. In the past, employees worked overtime, and the future relied on employee innovation;
3. In the past, it relied on the courage of the boss, and the future relied on the charm of the team;
4. The past is driven by money, and the future is condensed by mission;
5. The past relies on experience management, and the future depends on process replication;
6. In the past, it relied on products alone, and in the future, it relied on services;
7. In the past, it relied on relationships and connections, and the future relied on resource interconnection.
Seventh, do not attach importance to the introduction and training of talents.
The localization of imported wine marketing must use localized talents, because wine belongs to an immature industry, so there is a relative shortage of talents, especially operational talents.
This requires enterprises to do a good job in the recruitment and management of talents, not only to have reasonable treatment but also to formulate corresponding reward mechanisms, and to cultivate a stable and good fighting team.
According to the situation learned by the Lange Zhiyang International Marketing Consulting Agency, because importers are not familiar with the national conditions and market, they often spend high salaries to invite some people with average ability, either to talk about it, or only to have experience without theoretical height, sitting in important leadership positions, so that enterprises have taken a lot of detours.
Therefore, importers should be very cautious when selecting talents.
Eighth, the market operation ability is poor
The focus of the company's work should be on allowing customers to achieve a profound transformation from "doing product life cycle" to "doing user experience cycle" and improving the overall management efficiency.
Many large enterprises, in order to attract new users and improve the retention rate of old users, often can not stay in the comfort zone.
Rather, we must continue to follow the trend, innovate the old, and bravely try all new possibilities. Just like McDonald's in order to cater to the Chinese people love to eat sour and spicy taste, launched the Guilin sour shoot flavor of the burger; in order to target the shoveler group, launched the "cat nest burger", buy the burger to send the cat nest; in order to poke the young people like to draw lots, surprise characteristics, launched the coffee blind box ...
To this end, we can have an epiphany: true masters often choose to actively embrace uncertainty.
In this ever-changing era, if you choose to stand still and give up the opportunity to contact new things, you will one day be eliminated.
Many wine marketers, like to rely on experience and physical strength to do things, no further learning, improve their own desire, this product market shrinks to run to another product, in short, jump around, the mentality is impetuous and adventurous, happy to be tired. Imagine that in today's era of product surplus, if there is a lack of new ideas and strategies, obsessed with the old way, how can it be played?
9. Lack of practical creativity
The success of a business depends on the quality and sophistication of customer insights and the ability to use those insights to achieve superior performance.
A tonal product must use systematic communication to allow the target group to form a clear cognition and complete the "registration" of the brand in the brain, so as to occupy the mind.
From traffic to mind, a brand moat has been established.
When traditional marketing meets Internet marketing, traditional marketing is impacted and rewritten.
When the 4Ps (products, prices, channels, promotions), 4Cs (customers, markets, relationships, returns), and the 4Cs of the Internet (content, social networks and communities, scenarios, relationships), traditional marketing is once again impacted.
The 2016 McKinsey China Consumer Survey report shows that the increasingly mature Chinese consumer is accelerating the modernization process.