Three strategies for the rise of small and medium-sized wine enterprises
The first strategy: not playing cards as usual
Routine is people's conventional views and opinions. Many failures of enterprises are caused by "routine". Lack of innovation due to "routine"; Because of "conventional", we cannot "develop beyond conventional". Every classic battle is mostly created by "unconventional" ideas and means; Every classic case is "won" because of "surprise". Only when people reach the edge of the cliff can they see a new and broader world.
Small and medium-sized wine enterprises are "small", but if they follow the conventional approach, they will not be able to compete with strong brands. At this time, "small" or "small". However, if you do not follow the rules and play cards according to the rules, you may win by surprise. At this time, "small" may be "big", and enterprises are more likely to break out of the siege and establish their own position.
For more than a century, the old rivals of Coca-Cola and Pepsi have never stopped competing for the first place in the beverage industry. As the struggle entered the white-hot stage, the two giants faced an unexpected challenge at the same time. The challenge came from the emerging functional drink "monster", an energy drink containing a lot of caffeine and sugar. The "monster" is made by a small company named Hansen Natural Beverage Company. In 2001, before the "monster" came out, Hansen's annual profit was only $3 million, but in 2006, the profit of the second fiscal quarter alone increased by 85% to $28.2 million. The stock also soared from 4 yuan at the beginning of May 2003 and reached the highest level of 404 dollars in May 2006. It is this super growth rate that makes Hansen Company a king. Although the overall scale cannot be compared with that of Coca-Cola and Pepsi, Hansen's performance in the special field of energy drinks is definitely better than that of these industry giants. Most of the market shares lost by Red Bull were taken away by "monsters".
If we think in a conventional way, the name of "monster" will not be born. People will not take "monster" as the name of beverage in the conventional understanding, and even many enterprise bosses dare not do so. At the same time, to promote functional drinks, it is more important to focus on "function", and Red Bull has done a lot of work on this point. If the monster still operates in this way, obviously the effect will not be significant, and a large amount of advertising costs will also be spent. When other drinks play Goodwill, the "monster" highlights the feeling of cool and fashion; When other drinks emphasize health, "monster" cans are filled with high-caffeine and high-sugar soda, usually mixed with other ingredients that can help consumers concentrate or stay awake.
"Monster" is also very cutting-edge in marketing from EMKT.com.cn. Instead of traditional marketing channels such as TV, they have turned to various non-mainstream extreme sports. Hansen even plans to print his image on the cans of some "monsters". "Monster" gathered a group of young people and asked them to drive a Ford van around, arrange the exhibits in the store, and rearrange the goods on the specially designed shelves in the refrigerator of the convenience store to achieve the best results. This kind of guerrilla tactics makes "monster" take the place of Red Bull and become the first in the market in many cities. But this is not enough for Hansen. They have come up with some more unique marketing methods, and spend one million dollars annually to sponsor the new monorail trains in Las Vegas. Hansen painted the train as a "monster" can, so customers bought and drank a bottle of "monster" and boarded the "monster" bottle. This very unique experience made customers really feel the brand.
Although the growth of each brand has its unique and little-known background, we can be sure that if Chinese small and medium-sized wine enterprises want to stand out in the current Chinese market, the "unconventional" thinking is an important strategy for short-term effectiveness, and also an important means to gain long-term competitive advantage.
However, unconventional is not a matter of "beating the head to decide", unconventional is not "blind", but a "alternative thinking" based on full investigation, a "bold" innovation, and a premeditated combination strategy.
Second strategy: product innovation
For any small and medium-sized wine enterprise, products are the foundation of business. For the market, in most cases, technological innovation is only a means to achieve product innovation, and product innovation is the purpose. Innovative products are the best way to lead the new trend of consumption, subvert the old pattern of the market and gain new profits in the market. Product innovation has greatly enhanced our market competitiveness.
For the majority of small and medium-sized wine enterprises in China, product innovation is the core issue, which is changing the position of enterprises in the wine industry value chain. This product innovation includes both technological innovation and attribute innovation at different stages. The rise of Great Wall Wine has a great relationship with its successful development of China's first bottle of dry wine (dry white) in 1979; Until now, Changyu has been selling its earliest innovative product, "Changyu Gold Award Brandy"; Weilong just saw the strength of Great Wall, Changyu, and Dynasty in dry wine and turned to focus on "sweet wine" and develop sweet products most suitable for Chinese consumers; East China Manor has always put its core products on "white wine", effectively avoiding positive competition with strong brands.
Behind every truly rising brand, most of them have truly innovative products. However, product innovation is far from product invention. Product innovation cannot only rely on science and technology. It requires enterprises to develop new business and operation models, position R&D as the center of enterprise innovation and cooperation, actively integrate market factors, and integrate the overall business strategy and effective operation system.
At present, when Chinese wine enterprises are carrying out product innovation, it is often easy to make a mistake: they want to find a "new concept" more, and then everything will be fine. In fact, product innovation is a systematic project. Chinese wine enterprises invest little or no money in product research and development every year. The most common phenomenon is that many business owners talk about innovation. In fact, it may be that a technician who does not know the market and the way of consumption is "pondering" according to his own understanding. At most, it is a so-called product improvement without fundamental changes. The application of new concepts is often the masterpiece of many marketing planning companies, because the best thing of marketing planning companies is to find "selling points". And real innovation must be able to hold the ground and not be broken. We should always remember that consumers are not fools. When they can tell the truth of you, they will abandon you.
The third strategy: establish base market
Generally speaking, the strength of small and medium-sized enterprises is limited and they are unable to expand nationwide. At the same time, the Chinese market is too large, and no one can say that wine brands can occupy the national market, and it is more difficult to become the first brand in many markets. The important strategy is to establish its own base market. The base market does not pursue quantity, but quality. Since it is the base market, we must be able to do deep and thorough, firmly grasp the market network, and establish a good and stable brand position in the hearts of consumers. Zhejiang market can contribute 300 million or more market sales to Weilong every year; Fujian market can contribute more than 200 million market sales to Changyu every year; Guangdong can contribute more than 600 million market sales to the Great Wall every year; Qingdao can contribute more than 50 million market sales to East China every year; Most of the bumper sales come from the Beijing market. It can be said that with the base market, there is the basis for survival. Moreover, the base market can promote the standardization of enterprises, truly establish brands, and gradually improve the image of enterprises and brands. An enterprise with sales of 100 million but scattered in 30 provinces has more economic and brand benefits than concentrating in one province.
The base area is the "rice bowl" of enterprises and the "heel" of enterprise development. However, the base market is not just a large sales volume, but a sustainable competitive advantage, which can effectively implement the enterprise's strategy, truly own and control the network to a certain extent, and establish its own brand position in the hearts of local consumers. Once the base market is established, enterprises must take the initiative to maintain and promote the base market horizontally and vertically, constantly set "barriers" for other competitive brands, and constantly deepen the "emotion" with local consumers, so that their brands can really "take root".
These three strategies are easier said than done. But no matter how difficult it is, first of all, it is necessary to have correct ideas to ensure the healthy development. There are many opportunities for small and medium-sized wine enterprises to break out of the siege. The key is to see how to use these three strategies. But don't "deceive yourself". Be sure to understand the key. Wang Dehui
(This article is an original article by Zhuge Changqing, and the pictures are selected from the Internet. Welcome to forward it, and please indicate the source for forwarding)
Introduction to Zhuge Changqing: Zhuge Changqing, the inheritor and promoter of traditional Chinese culture, is willing to "learn from sages, promote virtue, revitalize China and benefit the world" together with people with the same ideals in the world.
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