---
title: "Six Key Points for Winning with Bare Bottle Liquor!"
description: "Jiang Xiaobai, Lao Cunzhang, and Jiang Xiaobai are three brands; what commonality in their brand operations would you identify? I believe the commonality is solid offline channel cultivation, manifested in high market share, strong terminal scene atmosphere, standardized market promotion actions, strong channel control, and strong team execution. Generally, a brand's terminal market performance reveals the skill of its brand operator and the enterprise's market operation and control capabilities; a glimpse reveals the whole, and market performance is a projection of operations. Bare bottle..."
author: "朱朝阳"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2022-08-30"
language: "en"
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---

# Six Key Points for Winning with Bare Bottle Liquor!

> Jiang Xiaobai, Lao Cunzhang, and Jiang Xiaobai are three brands; what commonality in their brand operations would you identify? I believe the commonality is solid offline channel cultivation, manifested in high market share, strong terminal scene atmosphere, standardized market promotion actions, strong channel control, and strong team execution. Generally, a brand's terminal market performance reveals the skill of its brand operator and the enterprise's market operation and control capabilities; a glimpse reveals the whole, and market performance is a projection of operations. Bare bottle...

Jiang Xiaobai, Lao Cunzhang, and Jiang Xiaobai are three brands; what commonality in their brand operations would you identify? How would you answer?
I believe the commonality is solid offline channel cultivation, specifically: **high market share, strong terminal scene atmosphere, standardized market promotion actions, strong channel control, and strong team execution.**
Generally, a brand's terminal market performance reveals the skill of its brand operator and the enterprise's market operation and control capabilities; a glimpse reveals the whole, and market performance is a projection of operations.
What is the underlying logic for bare bottle liquor winning battles?
**01 Find the right battlefield, and price segment.**
Where is our battlefield, i.e., who are the products sold to? This is a key question; the target audience is crucial, as they are the ultimate consumers, and a brand cannot sell to everyone.
**Identify the target audience, think from their purchase decision perspective, and design strategy, product development, organizational structure, and marketing tactics around the battlefield choice.**
In the Lao Cunzhang era, the mainstream price for bare bottle liquor was 8-15 yuan, mainly purchased by migrant workers; the new national standard and consumption upgrade led to the gradual demise of this price segment.
With the new national standard, non-grain liquor cannot be called baijiu; at this price segment, grain liquor is basically impossible for brands to produce due to production costs.
The older generation of migrant workers is aging and no longer the main consumers in this price segment. From the three dimensions of production cost, aging consumer base, and consumption awareness, liquor below 25 yuan has no future.
The 25-50 yuan price band will be the mainstream in the coming years; the target consumers for this mainstream price segment are: the new generation of "migrant workers," delivery riders, ordinary employees, self-employed individuals, and small-to-medium-income groups for daily non-hospitality drinking.
Famous brands have been leveraging brand advantages to raise prices, as price determines value.
First, it increases profits at all channel levels; second, it enhances the perceived value of consumption, especially for products with social attributes, where expensive means right; third, it improves brand competitiveness, as higher-end products demand more from the brand and build stronger barriers against competitors.
Going further up, bare bottle liquor in the 100-yuan price band: first, famous brands have pre-positioned high-end bare bottle products; second, the consumer base and consumption scenarios have completely changed, attracting some boxed liquor consumers; third, the market operation logic is entirely different.
Therefore, major brands should raise prices for old products and launch new high-end products; regional brands can convert boxed liquor to bare bottle form, using cost-effectiveness to break through.
For new brands entering the bare bottle track, if they have operational capability, it is recommended to go high-end with high prices; if not, it is recommended to go low, ensure supply chain, but product strength must be strong. We have summarized a phrase: use product cost-effectiveness to defeat brand added value.
**02 What is the essence of bare bottle liquor?**
Bare bottle liquor, by name, means removing packaging; removing packaging means drinking quality, pursuing cost-effectiveness, and cannot transplant the packaging logic of boxed liquor to bare bottle liquor.
This is the reason consumers choose bare bottle liquor: **Why drink bare bottle instead of boxed? The reason is that at the same price, bare bottle liquor offers better value.**
Consumers feel they are getting a bargain. There is a good brand slogan here; interested brands can contact me.
Some may ask, post-80s and post-90s are "visual animals" with high aesthetic demands; without good packaging design, consumers won't even give a first purchase.
Here, a viewpoint needs to be stated: the balance between visual aesthetics and packaging cost, high-recognition super symbols, and colloquial brand slogans are all necessary.
To solve the first recognition on the shelf, to solve consumer needs, give a compelling purchase reason that makes consumers willing to buy proactively and repeatedly, and after purchase, they feel a sense of spiritual pleasure and physical comfort after drinking.
**03 A replicable market operation system**
There are three distribution models for bare bottle liquor: one is bare price, national recruitment, where distributors play alone; if they recruit excellent distributors, they can survive a few years; poor distributors die after one order or are half-dead, unable to grow or become significant.
One is manufacturer-led, with expense reimbursement, where the manufacturer does marketing, the distributor does sales, and the distributor advances expenses.
One is distributor-led, with the manufacturer as support, mainly providing services; this is mainly the big distributor operation model.
Each of the three distribution systems has pros and cons, depending on brand strength. If execution actions are complex, they mainly rely on manufacturer personnel; if simple, distributor personnel can handle them.
I believe execution actions are divided into two parts: **marketing actions are led by the manufacturer**, mainly referring to theme activity promotion, sponsorship activities, circle promotion, media communication, and community activities.
**Sales actions are completed by distributor personnel** (development of terminal outlets, restocking, daily maintenance, and terminal scene construction).
From price system formulation, market entry plan, restocking plan, sell-through plan, communication plan, cognitive system building, store locking, node promotions, channel model design, etc., a complete closed-loop of actions is interlinked, implemented in a planned and step-by-step manner.
**04 Channel system construction**
For bare bottle liquor, talking about sales volume without outlet density is hooliganism; bare bottle liquor is a mass consumer product, so there must be sufficient density to solve the problem of being everywhere and available for purchase.
A reasonable channel structure can have a multiplier effect; the direct-distribution model is relatively good, where distribution means letting others farm for you.
A case from a company I served: a distributor paid 300,000 yuan, and within 10 days, using distributor leverage, directly realized 300,000 yuan, greatly boosting the distributor's confidence.
Then another move was used: converting the distributor's purchases into cash, quickly completing the first round of channel system integration.
Taking a county market as an example: the distributor does direct sales in urban areas, while township distributors do distribution. Direct sales aim for scale, distribution for detail; distributors are local kings in small areas, able to wave flags and shout, influential locally, and almost no terminal they cannot conquer.
Here, it refers to distributors with strong relationships, not weak-relationship delivery agents.
The strength of distributors is channel relationship goodwill; their weakness is inability to operate and manage these channel networks.
Manufacturers or distributors need to "help them mount the horse and send them off," meaning solving sell-through and entering normal sales; if only solving the entrance but not the exit, the passage becomes an obstacle.
Channel construction must consider the rationality of channel profit design; too high easily causes price chaos, too low lacks motivation;
Also, density rationality; excessive density causes price chaos, no density fails to form momentum;
And rhythm; whether to do catering or circulation first, urban or township first, which type of catering first, when circulation can be done, etc.;
The intensity of channel investment, when to be large, when small, how to flexibly control without affecting price system while stimulating channel participation enthusiasm; subsequent articles will cover these.
**05 Standardized promotion system**
Market entry can use distributor or sub-distributor goodwill plus display to quickly solve store entry; the worst strategy is credit sales to solve the entrance, but sell-through becomes relatively difficult.
Sell-through for bare bottle liquor comes from store owner's first recommendation, in-store promotional activities, in-store scene construction (overwhelming displays, stylish materials to create the illusion of hot sales), and user preferences (taste, reputation, brand).
There are several promotion systems: one is prize-based pull, such as buy one get a dish or drink, collect caps or labels to exchange for a bottle, which is more traditional;
One uses one-code-one-item technology, BC integration, connecting C-end through B-end, targeting stores and timing to detonate, creating surprises, attracting onlookers, becoming a topic, and generating word-of-mouth.
One is theme-based roadshows or user participation + terminal participation + local influencer participation + live-streamed store visits, gathering traffic through activities, creating momentum, and quickly forming awareness.
**Promotion must have momentum, topics, and differentiation; it must be big, achieve self-propagation, and let consumers remember what is rare, large-scale, and participatory.**
Similarly, promotion must choose high-traffic locations and strong media, complete in one go, and become an instant hit.
**06 A team that dares to fight hard battles**
**Success = Strategy × Organization**; correct strategy and precise tactics require organizational execution. Bare bottle liquor competition is fierce, and work content is dull and trivial.
Building relationships, opening outlets, arranging shelves, market promotion, sales scene construction, and classified management of locked terminal stores;
Without a team that dares to fight hard battles, with a little force, the organization will collapse and cannot support; team growth comes from winning battles.
Not from reasoning; reasoning is the most useless, as cognition is unequal, and each has their own cognitive radius.
Combat effectiveness comes from salary and growth; without certain salary advantages, high-pressure management is self-indulgence; high requirements are premised on high pay.
Here, "can get high pay" means managers must help grassroots personnel gain a sense of achievement and growth.
Selection, use, cultivation, and retention; how to let talent come in, be used correctly, grow, stay, and be loyal requires managerial thought.
A good market must have an excellent team; the characteristics of an excellent team are willingness to work, ability to work, and doing well, with desire and ambition.
Able to open roads over mountains and bridges over water, always thinking about things that are hard to understand or accomplish.
Finding the right battlefield determines development direction; clarifying the essence of bare bottle liquor, returning to value recreation, and reasonable channel design solve the efficiency of value transmission.
The operation model solves division of labor and collaboration; the standardized promotion system quickly solves awareness; and an excellent team determines the degree of action implementation.
Source: Needle Tip Marketing Consulting (ID: yxtsj518)


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