Preface The Seven-Step Formula for the Success of Super Single Products

  1. Insight into trends: Plan for the future from the present;
  2. Category innovation: Discover the blue ocean of the mind;
  3. Value creation: Good products bring their own traffic;
  4. Core strategy: Focus, focus, and focus;
  5. Initial momentum: Be a big fish in a small pond;
  6. Market expansion: Expand in a rhythmic, rolling manner;
  7. Sustained leadership: Original intention, patience, and perseverance! By Zhang Xuejun With the upgrading of consumer demand and the improvement of consumption concepts, many dairy companies have fallen into a transformation dilemma. How to plan product lines and how to create new products have become urgent issues for many dairy companies to solve. Recently, at the "Huatang Wan Shang Leader Conference," Zhang Xuejun, the driving force behind the billion-yuan product Yangyuan Six Walnuts and chairman of Zhida Tianxia Marketing Consulting Co., Ltd., explained the success code of big single products and the serialization positioning of big single products. Let's take a look at his views! Zhang Xuejun, Chairman of Zhida Tianxia Marketing Consulting Co., Ltd. New product success rate is less than 0.2%. In an impetuous era, big single products are needed more than ever. Today, we are in an era of confusion, anxiety, and even more impetuosity; an era with a very low success rate, but where many people are eager to succeed. This is also an era that requires more focus, innovation, perseverance, and resilience. In this era, we crave the successful birth of a super single product more than in any previous era. According to statistics, in recent years, 25,000 new products have been launched in the food industry, but only 50 have maintained growth momentum after one year. The success rate is less than 0.2%. For many small and medium-sized enterprises in China, whether they can successfully forge a super single product, and after the super single product takes shape, whether they can complete deep coverage of price, market, and consumption scenarios through serialized and structured product lines, and when the original core product image has aged and faces many dangers, whether they can achieve rebirth through self-iteration and upgrading. These are very important topics for many companies. Every big single product achieves a monopoly position by solving a unique problem. The low success rate of new products is mainly because the vast majority of companies and category-innovative products die on the road to pursuing innovation and creating super single products. Products never appear on the market, or even if they appear for just one year and generate a little sales: first year on the market, second year weak, third year out. In contrast, those big single products achieve a monopoly position by solving a unique problem. The products not only benefit the public but also bring long-term benefits to the creators. For example, Mizone, Red Bull, Six Walnuts... including many super single products under Mengniu, Yili, Master Kong, etc., are all like this. Therefore, super single products often have the following characteristics: First, they have benchmark sales. Second, their products have long-term vitality and a strong sales trend. Third, they can drive the improvement of brand influence and activity. Fourth, they are often category leaders, leading the healthy development of the category and industry, being rule setters, industry image benchmarks, and price benchmarks. Fifth, they often have a very large super market share. Four steps to shape a big single product, all indispensable So how can you create a successful big single product? What success codes do they have? First, the success of a big single product is due to insight into trends and following the trend. This trend may be an industrial trend, and the force behind the industrial trend is technological progress; or it may be a consumption trend, the trend of customer needs and lifestyle evolution. Often, such trends are not easily seen by everyone. The birth of a trend has a concept called the "vine grass effect." It means that you don't know when the vine grass started, but when you notice it, it has already covered the ground. Second, category innovation, and this innovation must bring its own traffic. The so-called category innovation is to study your customers, to gain insight into customer minds. The closer you get to the customer's mind, the more likely you are to succeed. In addition, this innovation must bring its own traffic and be able to attract consumers' attention to be considered a good product. Good products bring their own traffic; good products are the lowest-cost marketing tool. Not all good products can become super single products, but super single products must be the greatest common divisor of mass demand. They are definitely not products in a small circle or something loved by a certain group. Third, form initial brand momentum. Initially, the market you choose must be small and must match your company's resources and capabilities, because this is the initial stage of brand momentum. Even if you just do a few counties, a region, or a province, a beverage single product can achieve annual sales of 2 billion yuan by thoroughly penetrating one region. Then, based on this market, establish a "five ones" model: build a niche market, explore a set of successful experiences, sort out a set of successful models, train a team, and form initial brand momentum. Finally, the expansion of market rhythm must be relaxed and tense. What is emphasized here is rhythmic regional rolling expansion. The key is that market growth and the development of the company's system capabilities must be synchronized. The key points here are original intention, patience, and perseverance. This is a necessary stage for the growth of big single products. For example, when Red Bull first entered China, what did it say? "Car needs fuel, I need Red Bull." This caused many consumers to resist, associating it with the taste of gasoline. But later it changed to "Tired and sleepy, drink Red Bull," which was much better. Red Bull's growth went through a tortuous and long process, from 1995 to 2004 to 2016. This process is exactly the process of adhering to the original intention, maintaining patience, and cultivating perseverance. Offense is the best defense. How to iterate and upgrade big single products When the growth of a super single product is sluggish, or market competition is increasingly fierce, competitors have quickly followed up, and in many market segments, they are encroaching on your market, what should you do? Remember one sentence: Offense is the best defense. First, through the serialization of single products, dig deep into potential and drive growth. Vertically, you can use price ranges as coordinate points to carry out product serialization and structuring. Horizontally, face segmented populations, segmented scenarios, and segmented channels to do product serialization. Through the launch of serialized products, dig deep holes, accumulate grain widely, build high walls, and construct one line of defense and fortress after another to prevent competitors from entering, covering the target market deeply and delicately. Second, block opponents and effectively defend. You may usually see only one version of Six Walnuts, but this year Six Walnuts launched a large number of products. The classic version now sells for 8 yuan, and there is a high-end black-gold version selling for 10 yuan, called "Supreme Victory," and a New Year version during the holiday season. Through this method, build a structured competitive advantage in the category, establish a protective belt around core products, build a product camp, and pursue combination effects. Then, through serialization, enrich the brand connotation and create market momentum. Don't expect a product packaging to sell for 100 years; that's impossible. Product brands must keep pace with the times and stay fresh. This requires companies to maintain keen insight into consumer needs. The inheritance of core concepts plus innovation to meet new needs equals product iteration and upgrading.

Author: Zhang Xuejun, Chairman of Zhida Tianxia Marketing Consulting Co., Ltd., member of the Expert Advisory Group of "Sugar, Tobacco, and Alcohol Weekly"

Source: Zhang Xuejun's speech at the "China Food Product Innovation New Product Forum" at the Huatang Wan Shang Leader Conference Text source: Food Board -END- The best domestic FMCG distributor learning platform Focusing on providing professional, practical, and useful tutorials for companies and distributors Committed to helping Chinese FMCG distributors grow rapidly The most professional and practical knowledge base in the FMCG industry Reply with the red number below to get the corresponding content Reply with number 1 to view the complete knowledge base | 001 Excellent article selection | 002 Distributor market operation | 003 Terminal visit management | 004 Sales supervisor skills | 005 Sales improvement techniques | 006 Channel expansion | 007 Managing distributors | 008 Distributor development | 009 Distributor internal operation management | 010 Team management | 011 Efficient distribution techniques | 012 Sales manager's eighteen skills | 013 KA operation methods and strategies | 014 First lesson for new salespeople | 015 Internet, brand | 016 Distributor B2B transformation | [Long press QR code to follow]