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

 中小葡萄酒企业崛起的三大策略

  第一大策略：不按常规出牌

　　常规就是人们约定俗成的观点和看法。企业的失败很多就是因为“常规”造成的。因为“常规”所以缺少创新；因为“常规”，所以不能“超常规的发展”。每一次经典战役大都是因为“非常规”的思路和手段造就的；每一个经典案例大都是因为“出奇”而“制胜”的。人只有到了悬崖边上，才能够看到新的、更广阔的天地。　　　

　　中小葡萄酒企业本来就“小”，但如果按照常规的做法，肯定无法和强势品牌抗衡，这时“小”还是“小”。但如果不循规蹈矩，不按常规出牌，就很可能出奇制胜，此时的“小”就可能是“大”，企业也才更有可能冲出重围，奠定自己的地位。

　　一个多世纪以来，可口可乐与百事可乐这对宿敌从未停止过对饮料业第一把交椅的争夺。就在斗争进入到白热化阶段的时候，这两大巨头却同时收到一个意想不到的挑战，这个挑战来自新兴的功能型饮料“怪物”，一种含有大量咖啡因与糖的能量饮料。制造“怪物”的是一家名为汉森天然饮料公司的小公司。在“怪物”横空出世前的2001年，汉森公司的年利润不过300万美元，但到了2006年，仅第二财季的盈利就增长了85%为2820万美元。股票也从03年5月初的4元开始飙升，在06年5月达到最高的404美元。正是这种超级增长速度使汉森公司具有了王者之相。虽然在总体规模上无法与可口与百事相提并论，但在能量饮料这个特殊的领域内，汉森公司的表现绝对超过这些行业巨无霸。而红牛所丢失的市场份额大多被“怪物”拿走了。

　　如果以常规的思路思考，“怪物”的名字不会诞生，人们在常规认识中不会把“怪物”作为饮料的名字，甚至很多企业的老板不敢这样做。同时，推广功能型的饮料，更多是要把关键点诉求在“功能”上面，而红牛已经在这一点上做足了文章，如果怪物依然这样操作，显然效果不会显著，还要花一大笔广告费用。当其它饮料大打亲善牌的时候，“怪物”突出的却是酷与时尚的感觉；当其它饮料强调健康的时候，“怪物”的罐子里装的却是高咖啡因高糖的汽水，通常还掺有其它能帮助消费者集中精神或保持清醒的成分。

   “怪物”在营销From EMKT.com.cn上的表现也非常新锐。它们撇开电视这样的传统营销渠道，转而攻占各种非主流的极限运动。汉森公司甚至打算将他的图像印在一些“怪物”的罐装上。“怪物”召集了一群年轻人，让他们驾驶着福特货车四处巡游，对店内陈列品进行布置，并在便利店冷柜中专门设计的货架上重新摆放货品以取得最好的效果。这种游击战术使“怪物”在众多城市取代红牛成为市场第一。但对汉森公司来说这还远远不够，他们想出了一些更为独特的营销手段，每年花费一百万美元赞助拉斯维加斯的新型单轨铁路列车。汉森公司把列车漆成“怪物”罐装的样子，于是顾客在买下并喝掉一瓶“怪物”后登上的是“怪物”的瓶罐，这种非常独特的体验使顾客能真正感觉到这个品牌。

　　虽然每一个品牌的成长都有其背后独特的、鲜为人知的背景，但我们可以肯定，中国中小葡萄酒企业要想在目前中国市场上脱颖而出，“非常规“的思路是短期见效的重要策略，更是取得长期竞争优势的重要手段。

　　但是非常规并不是“拍脑袋决定”就可以了，非常规不是“盲目”，而是在充分的调查基础上的一种“另类思维”，一种“大胆”的创新，是有预谋的组合策略。

   第二大策略：产品创新

　　对任何中小葡萄酒企业来说，产品是立业之本。对市场来说，大多数的情况下技术创新只是手段，只是为了实现产品创新的一种手段，产品创新才是目的。创新型产品是引领消费新潮流、颠覆市场旧格局、获取市场新利润的最佳方式。产品创新极大地增强了的市场竞争力。

　　对中国广大的中小葡萄酒企业来说，产品创新是核心问题，它正在改变企业在葡萄酒产业价值链中的地位。这种产品创新既包括技术创新也包括不同阶段的属性创新。长城葡萄酒的崛起和其1979年研制成功中国第一瓶干酒（干白）有很大的关系；张裕直到现在都在销售其最早的创新产品“张裕金奖白兰地”；威龙正是看到了长城、张裕、王朝等在干酒上的强势转而主攻“甜酒”，开发最适合中国消费者的甜型产品；华东庄园一直将自己的核心产品放到“白葡萄酒”上，有效地避免了和强势品牌的正面竞争。

　　每一个真正崛起的品牌背后，绝大多数都有真正的创新产品。但产品创新远非产品发明那么单纯，产品创新不能仅仅依靠科技推动，需要企业开发新的业务和运营模式，将研发定位为企业创新协作的中心，并积极地融入市场因素，将整体的业务战略与有效的运营体系整合起来。

　　目前中国葡萄酒企业在进行产品创新的时候，经常容易犯的一个错误便是：更多希望寻找一个“新概念”，然后就可以万事大吉了。其实，产品创新是一项系统工程。中国葡萄酒企业中每年为产品研发所投入的费用非常少甚至没有。最常见的现象是很多企业老板嘴上说创新，其实可能就是一个并不懂市场、不深谙消费之道的技术人员在根据自己的理解进行一些“琢磨”，最多算做是一种所谓的产品改良，没有根本性的变化。新概念的运用也往往是很多营销策划公司的杰作，因为营销策划公司最善长的便是找“卖点”。而真正的创新一定要能占住脚，不能被攻破。我们永远要记住：消费者不是傻瓜，当他们能辨别你真伪的时候，就是把你抛弃的时候。　　

　　第三大策略：建立根据地市场

　　一般地说，中小企业的实力有限，没有能力进行全国扩张。同时中国市场太大，葡萄酒品牌谁都不敢说能够占领全国市场，更难在很多市场都成为第一品牌。重要的策略是一定要建立自己的根据地市场。根据地市场不追求数量，要追求质量。既然是根据地市场，一定要能做深做透，牢牢把握市场的网络，在消费者心中建立良好而稳固的品牌地位。浙江市场每年能为威龙贡献3个亿甚至更高的市场销售额；福建市场每年能张裕贡献2多亿的市场销售额；广东每年能为长城贡献6亿以上的市场销售额；青岛每年能为华东贡献5000万以上市场销售额；丰收的销售额中的大部分都来自北京市场。可以说，有了根据地市场就有了生存的根本。而且根据地市场能推动企业走向规范化，可以真正地树立品牌，并逐步完善企业与品牌的形象。一个企业有1个亿的销售额但分散在30个省，不如集中在一个省更具有经济效益与品牌效益。

　　根据地是企业的“饭碗”，是企业发展的“跟”。但根据地市场并不是说仅仅销售额大就可以，而是要有持续的竞争优势，能有效地将企业的策略落地，能真正拥有并在一定程度上能控制的网络，能在当地消费者心中建立起自己的品牌地位。根据地市场一旦建立，企业必须采用主动的姿态，对根据地市场进行横线的维护和纵向的推动，不断地为其他竞争品牌设置“壁垒”，并不断加深和当地消费者之间的“情感”，让自己的品牌真正“落地生根”。　　

　　这三个策略说起来容易做起来难。但不管怎样难，首先要有正确的思路才能保证发展的健康。中小葡萄酒企业其实有很多机会能冲出重围，关键是看如何运用这三个策略。但千万不要“自欺欺人”，一定要明白其中的关键。 王德惠

(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.

(Zhuge Changqing: zhuge8031@163.com ）

Zhuge Changqing mailbox：

zhuge8031@163.com

Zhuge Changqing's Chinese Dream

Learn from sages and carry forward virtue

Revitalizing China for the benefit of the world

 （本文是诸葛长青原创文章，图片选自网络。欢迎转发，转发引用请注明出处）

诸葛长青简介：诸葛长青，中国国学传统文化传承弘扬者，愿与天下志同道合者一起“学习圣贤、弘扬善德、振兴中华、造福世界”。

（诸葛长青：zhuge8031@163.com）

Zhuge Changqing mailbox：

zhuge8031@163.com

  诸葛长青中国梦  

学习圣贤 弘扬善德

振兴中华 造福世界

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