"Three Rules" To Win The Marketing

In April 21, 1949, Mao Zedong issued the order of the PLA to march toward the whole country: "advance bravely and resolutely, thoroughly, cleanly and completely wipe out all the Kuomintang reactionaries who dare to resist in China, liberate the whole nation, and safeguard the independence and integrity of China's territorial sovereignty."

This is the decisive battle command issued by the Chinese people's Liberation Army in terms of quantity and quality over the Kuomintang army.

In the commercial war, after several rounds of shuffling, the industry will form several Warring States periods with several brands standing side by side, and these brands will launch a new round of competition to re divide the market.

This kind of competition will turn from partial and incomplete competition in the whole country to the competition of the whole country, the whole world and even the whole world. Meanwhile, the competition among individual enterprises will also turn to the competition among the group enterprise value chains.

Competition at this time is all-around. It is not only the competition of marketing, but also the industry chain, as well as the competitiveness of circulation and human capital, and the overall competition of enterprises. It has put forward new competition requirements for the brand, capital, production, circulation and talents of enterprises.

This is a "era of comprehensive competition". In the era of full competition, enterprises must draw up a comprehensive competition framework and compete with rivals in all markets and battlefields.

This is what we call the "three full competition law".

First: full market competition

First, the regional market will blossom in full.

In the development stage, the enterprises value the local market more. Sometimes they focus more on the two or three line market and almost give up the big cities. In the era of full competition, enterprises should strengthen the two or three line market, and at the same time continue to deepen, to attack the big city market, to cover the rural market, and the channels and products should extend to any part of the country.

We must ensure that we can buy our products anywhere from the countryside to the big cities.

In order to achieve this goal, enterprises should classify regional markets, divide key markets and non key markets, and carry out deep distribution.

Focus on marketing resources, adopt effective strategy combination, give full play to brand strength and product strength, combat major competitors, and continuously provide comprehensive services and support to core channel customers, improve their network development and maintenance capabilities and their own management capabilities, and improve their operational efficiency.

Stick to patrol terminal to control terminal.

The purpose of the enterprise is to lead the entire marketing value chain members to make the "regional market first" together and enhance the overall ability to compete for the market.

Then, we will complete the template construction in the regional market, and formulate a plan for rapid rolling replication in the country. From easy to difficult, we will gradually develop to the national market. One will be superimposed one, and finally will be connected to the whole line.

Secondly, in the stage of overall competition, enterprises should simultaneously carry out both internal and external operations.

At the stage of development, enterprises mainly adopt the strategy of internal combat which is mainly cultivated in silence and defensive, and do not attack easily to the key market of the strong enemy. In the stage of overall competition, enterprises have firmly established their foothold in their internal market, and they must attack their opponents if they want to expand the market.

Attack the opponent, burn the flames into the opponent's market, and compete on our outside lines.

We are going to snatch our competitors' regional market, even our competitors' key markets, and gradually turn our opponent's outer market into our inner market.

Therefore, at this stage, we need to carry out the two line operation. The basic tasks of its operations are to carry out counterattacks on the outside line, that is, to fight outside lines with main force and main resources, to lead the competition to the opponent's area, destroy the opponents in large numbers, and expand the base area in the opponent's area, and finally achieve the goal of occupying the opponent's area in an all-round way.

The secondary operational tasks at this stage are to fight in the interior line with some main force and resources, in line with the internal marketing team, wipe out the opponent forces inside the line, and recover the lost territory.

Third, we must thoroughly divide the consumer groups from high-end to low-end, from children to the elderly, and thoroughly subdivide them, and then occupy all segments of the population in an all-round way, so as to ensure that the market demand is in my pocket.

In the process of subdivision, we should pay attention to several principles.

We should segment the market according to the consumer rather than the product mix.

For example, if you think of the market as a car and a van, if you only subdivide it from the perspective of product mix, you will lose the innovation market opportunities of minibus, jeeps and sports cars.

We should attach importance to the complicated life of consumers.

Consumers are diverse. However, researchers often focus on one aspect rather than considering many factors, such as demography, attitude and geography.

Because of the complexity of consumers, more subdivision standards can be achieved and more effective.

Finally, after segmenting the market, we should tailor it for the customers.

Most companies will adopt the golden mean, such as: many people like spicy food, some people do not like it.

So some companies make a two part compromise, but none of them is satisfied.

After subdivision, customers should be customized to achieve the goal of market segmentation and competition for all segments.

Kangshifu instant noodles do very well at this point. It develops many very spicy instant noodles in spicy areas such as Sichuan. In eastern China and other areas which are not hot and sweet, the instant noodles that are suitable for the taste of East Chinese people are developed, and the result is a great success.

That is to say, in mature markets, it is necessary for enterprises to tailor products to customers according to their regional tastes and consumption characteristics.

Second all: full varieties

In the era of comprehensive competition, enterprises should best make themselves into "all-round product enterprises". They should enrich and refine product lines, "attack more points, attack comprehensively", and establish compound product mix structures, which can be roughly divided into five types of products:

First, take the lead in the image of the fist product.

Popularity, popularity, often higher profits, take the high-end line, high and low sales, enterprises should focus on good services, expand their visibility, so as to enhance channel loyalty and attract consumers' attention.

And make full use of the indirect benefits brought by famous brand products: corporate image, channel customers, risk and delivery effect. With the support of the manufacturers, we should increase the control of the marketing and distribution network in order to consolidate the status and business foundation of the national market.

For example, Fujian Ya Ke group's Yak V9 is its image product, not necessarily quantity, but must have a strong product concept and high-end image.

Second, run volume products.

This kind of product needs no popularity. It is closer to the image product in terms of concept and characteristics. It may be the low-end product of the image product, or its subsidiary product. It only needs to follow the image product, display with the image product, sell together, and drive the sales by the image product.

The profit is not high.

For example, the sugar products of yak group.

Third, profit oriented development products.

Brand products with good quality, conforming to the consumption trend of the market, having great development potential and enough profit margins.

It is often a high-end product, relying on the popularity of enterprises to take the volume and profit.

Fourth, channel oriented complementary products.

In order to match the extension and expansion of the distribution network, the short and medium line products usually follow the market hot spots and consumption trends, adopt the "short flat" promotion method, take active terminals and expand the network as the main purpose, earn a single ticket, such as some seasonal products and holiday gift products.

Fifth, competition oriented cost-effective products.

In order to attack competitors' challenges or imitations and effectively curb their competitors, the key to the development of winged products is to aim at competitors' dominant products and profit products, as well as products with comparative advantages in cost performance, adopt a low price strategy to penetrate their opponent's sub network, and block competitors on the terminal, so as to combat sales of competitive products and destroy their opponent's profit basis; on the other hand, they can disrupt the opponent's terminal network, so as to protect themselves and expand their own network.

To sum up, enterprises should develop product lines in the above five aspects, achieve "subdivision coverage", from high-grade to intermediate to low-end, constantly enter the new market segments, create new profit sources, and lay the foundation for the comprehensive occupation of the market.

Because China's market name, or the Chinese market, is characterized by a lack of brand awareness and lack of brand loyalty. They are more changeable, more likely to be implied, and prefer to change their minds.

Therefore, in the Chinese market, the diversification of related products is the way to go.

Coca-Cola entered China and took the successful experience of its single category drinks over the past more than 100 years.

Although it monopolizes the market in the carbonated beverage market, it is precisely this mistake that gives other brand drinks an opportunity to take advantage of it. In the beverage market other than carbonated drinks, there are strong brands such as Wahaha, Rb, FW, Huiyuan and Jianlibao, which have eaten and divided Coca-Cola.

It was not until the discovery that China's carbonated beverage market was shrinking that Coca-Cola realized that other non carbonated drinks threatened and nibbled itself. So it had to put forward a new development strategy: "all directional beverage company".

In order to strive for greater market share and protect their leading carbonated drinks.

So, in addition to "Sprite" and "Fanta", Coca-Cola launched the "heaven and earth" and "eye-catching" drinks in 1999. In 2002, it began the peak of product development, and launched two "low value products", namely "Shui Sen Sheng" and "ice dew".

In addition to water, there are two kinds of tea drinks, "Lan Feng" and "sunshine ice black tea", which are aimed at young people's market and low price; the former is aimed at white-collar women's market.

Finally, it means that Coca-Cola's product development climax is the launch of "queer".

At this point, Coca-Cola really implemented its strategic readjustment from "single category" to "all-round beverage company".

Like Coca-Cola, other beverage brands such as Kangshifu, Baishi, Pepsi, Jianlibao, unify, Huiyuan and so on are also unwilling to be lonely. They are constantly developing new products. They are constantly growing and innovating continuously. In a few years, the Chinese beverage market has set off the "five wave of development", thus forming five categories of "beverage market":

The first wave of carbonated drinks: China cola, Jianlibao, Coca-Cola and Pepsi Cola in 1980s.

Jianlibao is the most influential brand in this period. When two music entered China, after the merger of the seven big Cola Enterprises, only Jianlibao was able to stand alone.

The second wave of bottled drinking water: Bottled drinking water represented by Wahaha, Le Bax and farmer's spring in 1990s.

Bottled drinking water became the mainstream beverage of China in the middle and late 1990s.

The third wave of tea drinks: in 1996, the sun rising ice tea began to sell well, and Kangshifu began to exert its strength in the tea beverage market from 1999.

The above three waves have formed the three mainstream categories of Chinese drinks: carbonated drinks, bottled water and tea drinks.

The fourth wave of fruit juice drinks: in 2001, we avoided the 100% concentrated reduction juice and Tetra Pak products represented by Huiyuan. In 2001, we avoided Huiyuan's family and hotel as the main consumption base. We chose another way to take the mass consumption as the main consumption, and launched the PET loaded 25% juice drink.