---
title: "Evergrande, When Will Its 'Rough' Marketing End?"
description: "When CCTV-1 repeatedly aired the ad 'Kawabear, Kawabear, I come from New Zealand,' people were surprised to find that Evergrande, after its overwhelming marketing for water and grain and oil, had begun 'rough' marketing for infant formula. From a professional marketing perspective, Evergrande has spent billions on marketing communication, yet its brand, apart from awareness, has almost zero recognition, reputation, loyalty, and brand image and association."
author: "蒋军"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2014-11-07"
language: "en"
canonical: "https://xinjignxiao.com/en/articles/evergrande-when-will-its-rough-marketing-end-b0de1b58/"
markdown: "https://xinjignxiao.com/en/articles/evergrande-when-will-its-rough-marketing-end-b0de1b58.md"
original_source: "https://mp.weixin.qq.com/s/UoZjG62iwol_efeA-LotBA"
translation: "https://xinjignxiao.com/zh/articles/%E6%81%92%E5%A4%A7-%E7%B2%97%E6%9A%B4-%E8%90%A5%E9%94%80%E4%BD%95%E6%97%B6%E4%BC%91-b0de1b58.md"
attribution: "New Distribution — https://xinjignxiao.com/en/articles/evergrande-when-will-its-rough-marketing-end-b0de1b58/"
usage_policy: "https://xinjignxiao.com/ai-policy.txt"
---

# Evergrande, When Will Its 'Rough' Marketing End?

> When CCTV-1 repeatedly aired the ad 'Kawabear, Kawabear, I come from New Zealand,' people were surprised to find that Evergrande, after its overwhelming marketing for water and grain and oil, had begun 'rough' marketing for infant formula. From a professional marketing perspective, Evergrande has spent billions on marketing communication, yet its brand, apart from awareness, has almost zero recognition, reputation, loyalty, and brand image and association.

Friendly reminder: Click the blue words "FMCG Distributor Professional Consulting" above to learn more about marketing and distributor internal management.

When CCTV-1 tirelessly aired the ad "Kawabear, Kawabear, I come from New Zealand," people were surprised to find that Evergrande, after its overwhelming marketing for drinking water and grain and oil, had begun comprehensive 'rough' marketing for infant formula.

This is truly a visual and auditory disaster. From a professional marketing planning perspective, Evergrande is really a sucker, spending billions on marketing communication, yet its brand, apart from awareness, has almost zero recognition, reputation, loyalty, and brand image and association. Of course, this is analyzed from a professional perspective. If Evergrande's purpose is not to sell water, grain and oil, and formula, then it's a different story.

Look at how Evergrande Spring Water did marketing: 1.3 billion in advertising in 20 days, 200,000 retail outlets in one month, claimed 5.7 billion in orders at the ordering conference, and a sales target of 30 billion in three years?????? Indeed, it's rich and rough enough. Now, I don't know if the 5.7 billion orders have been digested, and as for the three-year 30 billion sales target, one can only laugh it off.

The next Evergrande Grain and Oil basically followed the same pattern: full CCTV advertising, 11.9 billion in orders at the ordering conference, organic rice at 63 yuan per jin, organic soybean oil at 239 yuan per 500ml, and acquisition of 22 production bases?????? Mainly promoting 100% non-GMO, organic, green, and original ecology. However, questions were immediately raised. On Evergrande's official website, it introduces the four major competitive advantages of Evergrande Grain and Oil: we own 16 million mu of original ecological planting production bases.

Everyone knows that the black soil in Northeast China is vast, and Evergrande Group is financially strong, but what does 'owning 16 million mu of original ecological planting production bases' mean? Heilongjiang currently has 178 million mu of cultivated land, Inner Mongolia has 138 million mu, and the Greater Khingan Range ecological circle where Evergrande Grain and Oil is located has 70 million mu of cultivated land. A simple calculation shows that Evergrande has transferred and concentrated 5% of the cultivated land of the two provinces, contracting 23% of the cultivated land in the Greater Khingan Range ecological circle! Moreover, some have questioned that none of the 22 production bases have published specific detailed addresses and areas.

Now, let's look at Evergrande Kawabear infant formula. The topic was sparked by 'Kawabear' appearing in the CSL championship battle: the decisive match between Evergrande and Guoan. Immediately, this ad became the biggest highlight off the field, and of course, it also generated great controversy, to the extent that Beijing commentators also joined the war of words. Of course, from the perspective of viewership, the ad was undoubtedly successful. CCTV, Beijing, Shanghai, Guangzhou, Shenzhen, and dozens of other TV stations broadcast the match simultaneously, and the TV audience for this match was certainly in the hundreds of millions.

Let's focus on analyzing the 'rough' marketing of 'Kawabear'.

First, the brand and image are low-end. From the image perspective, international big brands have never been seen using a koala or kangaroo (and the design is not even beautiful) on packaging for sales. It looks like a domestic knockoff. If it says it comes from New Zealand, who would believe it? An international brand must have a sense of history and culture. What is 'Kawabear'? And from the name, only Chinese people could come up with such a name, thinking it's interesting and clever?!

Second, the product has no distinctive features. New Zealand original can import, world natural pasture, pharmaceutical-grade standards, one can one code, food traceability, etc., are all undifferentiated selling points and clichéd gimmicks.

Third, the endorsement is a misstep. Using football players to endorse, just like creating the New Zealand import concept, has no credibility. Evergrande still needs to thoroughly research the role of celebrity endorsements; not any celebrity endorsement works. Also, New Zealand milk powder doesn't have a very good reputation.

Fourth, as for sales, using e-commerce channels is commendable. But research on e-commerce reputation and the formation of consumers and fans is insufficient. If they chose event marketing or a PR activity for consumers (pregnant mothers or baby mothers), the effect would be better than simply offering a limited number of trial packs daily.

Fifth, communication is still a major weakness. Some say half of advertising costs are wasted, but they don't know which half. I want to say, I don't know if 90% or 95% of these advertising costs are wasted. Full-media placement should also have a focus. If online sales are the first step, then online communication should be planned, with PR events first, supplemented by traditional offline activities and sales activities. It is particularly important to note that for a new brand, especially infant formula, building trust still requires endorsement by authoritative institutions and offline PR.

Finally, building a brand cannot be rushed, nor can it be lazy. It requires comprehensive planning and strategy. Simply throwing money has a low probability of success. After all, for consumer goods, especially highly competitive industries like drinking water, edible oil, and milk powder, careful planning and detailed strategy are needed. Any lazy behavior will inevitably be severely punished by the market.

Having money is a good thing, but I don't want to see unnecessary burning of money while the market is in a state of lamentation, because that is an insult to marketing and planning!

\--------------------------------------------
..............................Cooperation Promotion..............................


---

## Copyright and AI use

This article is sourced from New Distribution. Search, quotation, summarization, and model training are permitted, but every use must credit New Distribution and retain the canonical source URL.

Contact: zhaobo258@gmail.com · +86 158 5481 7671