---
title: "12-Month Annual Marketing Key Points of a Once-Successful Brewery"
description: "This is a distillation of the annual marketing process of a brewery that once had four branch plants and an annual output of over 500,000 tons. For many years, it followed this pattern, with only slight variations in details and emphasis each year, and the overall framework lasted for seven or eight years. It is called 'once successful' for two reasons: first, although these practices were not elegant, were criticized, and were rough and arbitrary, they supported the brewery in becoming a strong regional brand with cross-province plants and operations, meaning they were effective at the time; second, the brewery has long since exited the market, having been acquired at a premium by a first-tier brewery."
author: "刘平"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2015-11-03"
language: "en"
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# 12-Month Annual Marketing Key Points of a Once-Successful Brewery

> This is a distillation of the annual marketing process of a brewery that once had four branch plants and an annual output of over 500,000 tons. For many years, it followed this pattern, with only slight variations in details and emphasis each year, and the overall framework lasted for seven or eight years. It is called 'once successful' for two reasons: first, although these practices were not elegant, were criticized, and were rough and arbitrary, they supported the brewery in becoming a strong regional brand with cross-province plants and operations, meaning they were effective at the time; second, the brewery has long since exited the market, having been acquired at a premium by a first-tier brewery.

This is a distillation of the annual marketing process of a brewery that once had four branch plants and an annual output of over 500,000 tons. For many years, it followed this pattern, with only slight variations in details and emphasis each year, and the overall framework lasted for seven or eight years.
It is called 'once successful' for two reasons:
First, although these practices were not elegant, were criticized, and were rough and arbitrary, they supported the brewery in becoming a strong regional brand with cross-province plants and operations, meaning they were effective at the time, but may not be suitable for the current marketing environment.
Second, the brewery has long since exited the market, having been acquired at a premium by a first-tier brewery.
The brewery's marketing year started in October when beer entered the off-season and ended in September of the following year. Below are its monthly marketing key points.
October: Launch of warm beer, adjustments in personnel, regions, and customers, followed by market research to find suitable distributors for warm beer.
November: Finalize next year's cooperative customers, entice new customers to stock up quickly, and introduce policies to clear inventory of regular beer. One year, the trade promotion policy was: for every 400 packs of Green Cool beer, customers received an induction cooker. Why this policy? Because distributors also need to reward their key downstream customers at year-end, so it was tailored to their needs.
December: New product launch, setting prices and policies for new products. Simultaneously, allocate promotional resources to encourage customers to stock up (pressure stocking) and assist distributors in distribution (pressure stocking to secondary wholesalers) and shelf placement. For example, one year's trade promotion policy included calendars, lanterns, and rice delivered with goods, all items distributors need before the holiday, thinking what distributors think.
January: Continue last month's policies before the holiday to pressure stocking, boost volume, and clear non-cooperative customers; focus on using new products to find new customers, achieving sales growth through new products and new customers. Also, leverage salespeople's eagerness to go home for Spring Festival: each person can go home only after completing their tasks.
February: Collect advance payments after Spring Festival. Collect from first-tier distributors and also from some large second-tier distributors. At its peak, it could collect over 6 million yuan in cash before the 15th of the first lunar month. Of course, there were preferential policies, usually tiered rebates.
March: Urge customers who paid advances to pick up goods quickly, and open more accounts, including first-tier and second-tier distributors.
April: Assist distributors in distribution and shelf placement to pave the way for peak season volume. For nearby markets, the company would organize distribution teams and vehicles.
May: Start raising prices, using price increases to pressure stocking.
June: Use bundling with similar products to adjust prices back to original levels, again pressure stocking.
July: For products in tight supply, control shipment volumes, and allocate quotas to each region.
August: Offer policies on best-selling products, mainly additional rebates.
September: Final push before Mid-Autumn Festival to boost volume and pressure stocking, still using best-selling varieties. Also, prepare for the launch of warm beer.
Is there still value in the annual marketing process of a company that was once successful but has now vanished? I think there is. For many small and medium enterprises surviving in the cracks, its reference value is quite significant. The reference value can be seen in two aspects:
First, the brewery's growth path was clear: open more accounts, aggressively pressure stocking. All its policies and marketing behaviors revolved around these two aspects. It's not to say its growth path was great; in fact, it was a growth method of draining the pond to catch fish. Each sales increase (shipment volume) was at the expense of overdrafting the next month's sales. Importantly, it found a growth path that suited its capabilities at the time.
Second, the rhythm and timing of marketing behaviors. Each marketing behavior met the marketing requirements of that period and was ahead of the curve. From an annual perspective, its marketing behaviors had strong continuity and rhythm.
As the saying goes, 'Stones from other hills can serve to polish jade.' This doesn't mean simply 'give it to you' or 'take it'; in fact, how to take 'stones from other hills' and how to 'polish jade' is also quite nuanced. Isn't it?
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