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How can brands grow beyond price competition?
Evidence and cases on product strategy, category innovation, marketing, and channel coordination in China’s consumer market.
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4701 articles · Page 187 of 196
Why Six Walnut Sells So Well (2)
This article discusses the demand-based theory of marketing competitive strategy, emphasizing the importance of understanding consumer demand and competition. It analyzes how Six Walnut (六个核桃) succeeded by identifying the widespread need for brain health and leveraging the common perception of walnuts as beneficial for cognition.
New DistributionFast Track to Success: The '343 Strategy' for New Brands
In both national and regional markets, launching new products or brands is a common tactic for Chinese companies to alter competitive dynamics, despite over 80% failing. Successful new products and brands can contribute up to 31% of a company's profits. The key to success lies in speed, guided by three principles: stability, accuracy, and aggressiveness, along with four critical elements: thorough competitor research, appropriate organizational structure, strong execution, and robust support systems.
李志起Why Six Walnut Sells So Well (1)
This article introduces the stage theory of marketing competitive strategy, using the example of Six Walnut to illustrate that enterprises must survive, develop, and lead in stages, and that positioning and focus theories must be applied according to the enterprise's stage and resources.
New DistributionMarketing Management Personnel Series Part 6: Strategy or Details Determine Success?
This article uses the game Plants vs. Zombies as an analogy to discuss the importance of strategy, tactics, execution, and systems in marketing management. It argues that neither strategy nor details alone determine success, but rather a systematic approach that integrates all elements is crucial.
蒋军Marketing Management Personnel Series (5): "Specialization" and "Profession"
This article discusses the concepts of "specialization" and "profession" in the context of marketing management, drawing on Kenichi Ohmae's book "The Professionalism" to argue that true experts are defined by their ability to solve complex problems and create customer value, not by titles or credentials. It emphasizes that professionalism must be grounded in a commitment to customers and the strategic mission of the enterprise.
蒋军JDB, Can You Still Sell Products Properly?
Some say that when Wanglaoji fails to sell products, it sues JDB to recover losses, while others say JDB happily engages in marketing PR after losing lawsuits, leaving a legacy in marketing history. The article reviews JDB's marketing campaigns and legal battles with Wanglaoji, highlighting the 'Let Wanglaoji Disappear from Chinese Shelves!' viral post after the Wenchuan earthquake donation, and critiques both companies' strategies.
纳兰醉天Marketing Management Personnel Series IV: No One Is Irreplaceable
Some marketing managers believe they are 'distinguished' and 'irreplaceable,' while some business owners think certain individuals are 'indispensable,' leading to a psychological 'game' between managers and bosses. This article explores the strategic use of leave and threats to leave, and argues that no one is truly irreplaceable, urging both employees and employers to adopt a balanced perspective.
蒋军The Brand Truth of Wanglaoji According to Wikipedia
This article traces the history of Wanglaoji herbal tea from its legendary founding by Wang Zebang in the Qing Dynasty, through its division into Hong Kong and mainland branches, to the modern trademark disputes between JDB and Guangzhou Pharmaceutical Group. It highlights the brand's evolution, the impact of political changes in China, and the legal battles over packaging rights.
New DistributionNet Sales: The 'Seven Rates of Turnover'
A new product's success in its promotion period depends on whether it can achieve at least three positive cycles at target outlets; similarly, a new market's development success depends on whether the main product can achieve at least three positive cycles at core outlets. If 'reorders' occur three or more times within the planned period, we can basically judge whether a product can survive in that market and whether a market can be successfully developed.
郭旭Five Swords to Break the Ice of the Off-Season
In the FMCG industry, seasonal transitions bring mixed fortunes. To avoid a sluggish off-season, distributors can wield five strategic swords: developing new customers, launching new products, intensifying promotions, extending distribution efforts, and enhancing in-store displays.
New DistributionMarketing Management Personnel Series Part 3: Don't Expect to Achieve Sales with Simple Methods
At a sales meeting, a marketing manager claimed that sales is simple and his method is 'simple selling.' While it's fine to 'despise the enemy' strategically, simple selling is not a good tactic for achieving sales goals. Often, 'simple' is not just a word; the measure is not complexity but effectiveness.
蒋军The "7531" Rule for Developing New Markets
This article introduces the "7531" rule for developing new markets and customers in the FMCG industry, based on the author's practical experience. The rule emphasizes key time periods, essential dealer attributes, market surveys, and selecting ideal dealers.
赵荣真Marketing Management Personnel Series Part 2: Selecting, Using, and Tolerating People
This article discusses the importance of selecting, using, and tolerating people in marketing management, emphasizing that choosing the right people is crucial for team efficiency and success. It highlights the challenges of personnel management in Chinese enterprises, where personal relationships and authority often override formal systems.
蒋军Three Major Distortions in Trade Promotion Policies and Countermeasures
This article discusses the common problems and solutions for trade promotion policies of weak brands, focusing on three main issues: overly broad and imprecise policies, excessive regional differences, and weak process supervision. It provides case studies and practical countermeasures to prevent policy distortion and ensure effective channel management.
李政权Marketing Management Personnel Series (1): What Marketing Management Concepts Should We Have?
This article discusses the marketing management concepts that marketing professionals should adopt, criticizing common practices such as focusing solely on results and short-term gains, and advocating for a balanced approach that includes managing demand, guiding and creating demand, maintaining a competitive perspective, and achieving comparative competitive advantage rather than overall superiority.
蒋军The 'Slow Three, Fast Four' Principle for Regional Market Promotions
Promotions, including advertising, sales promotion, personal selling, and public relations, are crucial in marketing. Modern theory has shifted to 'communication,' but the goal remains sales promotion, differing only in orientation (product vs. consumer). This article outlines the 'Slow Three, Fast Four' principle for designing and executing effective regional market promotions.
陈永伍Key Points for Sales Personnel's Annual Work Planning
This article outlines the key points for sales personnel's annual work planning, covering target setting and decomposition, market layout, overall market strategy, budget, organizational structure, marketing mix, and execution and evaluation.
蒋军Sales: Results Matter, but Process Must Be Managed!
This article argues that when a sales team lacks execution, the fault lies primarily with their managers, not the frontline staff, due to the common mantra of 'only results, not process.' It emphasizes that sales managers must supervise the execution process, not just demand outcomes, and offers practical advice on improving process control and execution skills.
李政权Regional Manager Market Operation Skills Essential Manual Part 4
This chapter discusses the selection of distributors, a crucial task for market managers. It categorizes distributors from various perspectives, highlighting the pros and cons of each type, and emphasizes that the choice depends on market conditions and brand strength.
方刚Counter-Containment Strategies for New Brands at the Terminal
When a new brand enters the market, it inevitably diverts customers from existing brands, prompting established brands to employ various containment tactics at the retail terminal. To counter these aggressive moves, new brands must conduct thorough market research, including channel and competitor analysis, and formulate dynamic counter-containment plans to secure their market position.
贾昌荣Regional Manager Market Operation Skills Essential Manual Series Part 2
This chapter focuses on regional market survey and inventory, emphasizing the importance of knowing yourself and your competitors. It provides methods to estimate market capacity, analyze competitor sales, identify main consumption venues, and understand product structures, among other key indicators.
方刚Blitz Tactics: The Clever Application from Military to Marketing
The article draws parallels between military strategy and marketing, advocating for the adoption of 'blitz tactics' in holiday marketing campaigns. It outlines principles of precision strikes and surprise attacks, and provides ten tactical models for businesses to achieve decisive victories in competitive markets.
李志起Market Strategy: Befriend the Distant and Attack the Near, Invincible in Battle
This article draws an analogy between military tactics and marketing, comparing advertising to "air strikes" (befriending the distant) and sales promotion to "ground attacks" (attacking the near). It emphasizes the importance of combining these two tactics at the right time and place, and provides guidance on how to effectively integrate advertising and sales promotion activities based on product life cycle stages and target audiences.
陈永伍7 Days to Master Micro-Marketing ➐
This is the final article in a seven-part series on micro-marketing via WeChat. It emphasizes that the essence of marketing is communication and WeChat is just a tool. The article provides practical advice on using content, video, and interactive activities to build trust and drive conversions, illustrated through the story of a novice marketer seeking guidance from his mentor.
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