Strategic analysis of brand classic marketing cases?

"Nothing ventured, nothing gained", if you want to know the truth, you must go deep into reality and conduct analysis and research. Then the

Strategic analysis of brand classic marketing cases?

"Nothing ventured, nothing gained", if you want to know the truth, you must go deep into reality and conduct analysis and research. Then the following is the relevant information I have compiled for your reference.

How did a Jiaduobao change its head by smashing billions?

An enterprise has spent tens of billions and worked hard to cultivate the brand and packaging of 10 for many years, but others have taken it away. Can it still survive? This can only be a fantasy in the eyes of ordinary people, but the big problem of this day was realized by Jiaduobao. Not only did he survive, but Jiaduobao regained the title of sales champion in herbal tea industry in a short time.

The first node: from medicine to drinking

It turns out that Jiaduobao is a medicine, just like Coca-Cola. It's all in pharmacies. In 2002, Jiaduobao turned it into a drink to prevent it from getting angry. This is the first focus of Jiaduobao's strategy.

As a medicine, it is difficult for northerners to accept it, but as a drink to prevent getting angry, customers have this tradition in their minds for thousands of years, and they all know that getting angry as a drink to prevent getting angry on many occasions is highly accepted.

This is a key node: out of the pharmacy, Jiaduobao brought the whole herbal tea category from medicine to drinking.

At that time, Jiaduobao had black tea, green tea and other businesses, and could even make cola. At that time, coke was very popular, and it was easy to make money by making coke, and it was easy to do it with the existing network. However, Jiaduobao did not do coke, black tea, green tea, oolong tea and other businesses, and chose to make herbal tea.

Herbal tea was very small at that time, and if you do market research, all market research companies will tell you after walking around, sorry, the herbal tea market is zero, and no one wants to drink herbal tea.

At that time, we went to investigate and asked if you drank herbal tea. They say we northerners don't drink overnight tea. They equated herbal tea with overnight tea, which really made him try. He frowned as soon as he drank it: how can you swallow such a bitter thing? No matter whether it feels toxic or not, every medicine has three-point toxicity, and everyone feels the same as drinking medicine.

It's great to do this. At present, in the supply-side reform of our country, most of the supply is ineffective. The real supply-side reform is to shift from following demand to creating demand. Find a field where I can be the first in the market, and then represent this category and make this positioning bigger.

In 2002, after a supply-side reform, Jiaduobao gave up all these businesses and concentrated all the resources of the whole company on herbal tea, which was quite remarkable.

Of course, it has also been repositioned. This repositioning is to change it from a local medicinal drink to a mainstream drink, and to change herbal tea from a traditional herbal tea shop to a ubiquitous and ubiquitous drink, which is very convenient for modern people to drink and prevent from getting angry or being afraid of getting angry. This is a great first step and is worth learning by many enterprises.

The second node: thousands of miles to Beijing.

In 2006 and 2007, Jiaduobao concentrated considerable resources and started the Beijing market.

What does this mean?

As a southerner's drink, it has changed from medicine to drink, but after all, southerners are still drinking. When we were doing market research in Beijing at the end of 2006, we ran for a long time. It is found that the consumers selling herbal tea in Beijing are all southerners working in Beijing, especially those from guangdong village and Fujian villages. Beijingers and northerners say this is still unacceptable, and it feels like something that southerners drink.

We have another professional problem. At that time, people defined herbal tea as a drink that southerners drank, but northerners didn't drink it.

To solve this problem, we must thoroughly explore the northern high-potential market. Beijing is the market with the highest potential in China, especially for the northern market, and its influence is very significant. If any brand wants to succeed, if it can win some markets with high potential energy, it will have considerable stamina.

In 2008 Beijing Olympic Games, the focus of the whole world was on Beijing. In 2006, 2007 and 2008, most or even most of the resources of the centralized company were placed in Beijing, and the manpower, material resources and financial resources were concentrated here. Taking advantage of the general trend of the Olympic Games, it took two or three years to make the Beijing market very hot, and the impact on this brand was different.

Therefore, in 2006 and 2007, Jiaduobao gradually moved northward from Guangdong in the south, and suddenly jumped into Dabie Mountain, making the Beijing market prosperous, and the northern market was radiated by Beijing, which had a great influence.

After the fire broke out in the Beijing market, everyone felt very relieved. They think Beijingers are drinking, and so are the people in the capital. How could it be worse? Let's drink together. Therefore, the Beijing market will drive the whole three northeastern provinces, Henan, Hebei, Shanxi and Inner Mongolia. Through such a strategic node, the strong cognition of southerners' drinks has been adjusted. It seems that Beijing sells well and the people all over the country accept it. This is the second major strategic node.

The third node: the strong man changes his head

In 20 12, jiaduobao was forced to launch a brand new brand. The original brand is still there, and we have to compete directly with it. Media friends use "head change" to describe it.

I have also consulted several Harvard professors who are engaged in cases, and they said that such a dramatic case has never been found in the most comprehensive case database in the world, never.

The president of Coca-Cola once said: You can burn all my things and leave me the word "Coca-Cola". I can rebuild a Coca-Cola overnight.

What he said is true. If you really have this situation now, he can do it. As long as the word Coca-Cola is used, investment banks all over the world, excellent MBA talents all over the world, and CEOs of the world's top 500 companies are willing to help him, give money, invest people, and help him rebuild and revive.

Is this statement correct?

That's right, which means the brand is very important.

However, there is a completely opposite decisive situation in Jiaduobao, that is, those words have been taken away, that is, there are no such words.

Jiaduobao has done an unprecedented thing, which is even more cruel than this. Not only is it taken away, but you have to compete with it. The original brand is still there, and it is still very strong. If you want to compete with it, it will be even more cruel.

It's not over yet. Jiaduobao doesn't want to lay off employees yet. If I spend the winter at this time, I can lay off half of my staff, reduce 80% and start all over again. Jiaduobao doesn't want to do this yet.

At that time, I interviewed many dealers, and I couldn't stand it. I didn't rely on it. Drug dealers are watching you, and drug dealers are watching you. This is a big risk.

Jiaduobao did not lay off one person, and all contracts in the upstream and downstream industrial chains were as promised. Everyone is watching to see if I want my money back. It is really a natural barrier for Jiaduobao to keep its scale unchanged and even want to grow at a high speed.

It is a very risky thing to start a brand new brand again. This action is divided into two steps, the first half is to complete the battle:

In the first half, we first combine the brand of Jiaduobao with the existing positioning in the minds of original customers, and enjoy a position with the original brand. This is the last resort.

Why?

Because the scale of Jiaduobao is too large, a self-made brand should ensure that the sales volume will not drop sharply, that there will be no layoffs, and that the implementation of upstream and downstream industrial chain contracts will not be affected. We can only combine the new brand of Jiaduobao with its position in the eyes of consumers to mobilize the power of customers. Let's wait until it reaches a certain scale.

It's like Xin Qiji stealing a spell to save Zhao. The spell is to split a tiger in half, half in the king's place and half in the general's place. To mobilize the army, the king and the general in front must be combined into one, and thousands of troops can be mobilized.

Jiaduobao is also playing the story of Xinlingjun stealing symbols to save Zhao. Xinlingjun is stealing symbols. We are aboveboard pure market behavior, and we aim at the position in the eyes of customers. The king's symbol was given to someone else. What should I do in the hands of others? We can only make a symbol, which is the same as the symbol in the minds of consumers. When it closes, we will mobilize thousands of troops.

* * * What will it be like after enjoying it?

Completely two-in-one, consumers do not distinguish between the original brand and Jiaduobao, so the two are completely homogenized. Jiaduobao has achieved rapid growth in the competition with the original strong brands.

However, homogenization is the most lethal to one category and the most lethal to two companies. We also have to do it because of necessity.

If you can't take two steps, the enterprise is really facing great risks, a very dangerous thing, and even the risk of going out, so you can only share a position with it in the first step.

In this way, in just one year, it is an amazing thing to turn Jiaduobao from a brand-new brand to a scale of 20 billion.

The fourth node: the strong man broke his wrist.

In 20 15, we launched the golden basin.

It is not the key point to launch the golden jar, but the key point of this strategy is to give up the red jar, because the competitors of the red jar also have it, which is easy to cause confusion. For a consumer who has been doing it for 20 years, it is not so easy to give up what he took without thinking about it.

Pushing the golden pot is very simple, anyone can push it. Putting down the red pot and pushing the golden pot is a high-risk strategic decision, which is not easy.

This is to bid farewell to homogenization again and do something unique. This action is easy to say, but it actually means billions of dollars, which means that the habits and behaviors that consumers have worked hard to cultivate for decades will come back.

It's not easy to come back to work in these 20 years. This strategic decision is quite remarkable. But we went down for a year and succeeded again.

The fourth node, after we put it together, should be divided into two, independent of the original brand. Today, we are once again positioned as leaders.

After this year, this node passed smoothly.

The success of today's Golden Pot really put an end to the brand change in 20 12 years, because at that time we just enjoyed a position and didn't have our own independent position. Today, we dare to say that Jiaduobao's position in the eyes of customers is unique and irreplaceable by others. It is a leader, and the positioning of authentic herbal tea has been established.

Ercai. com: a fresh e-commerce company that Lei Jun may take care of in ten minutes.

This is a fresh e-commerce company with a wide brain opening. Many practices are different from those of fresh e-commerce, and even "run counter to each other".

For example, in terms of business model, Wang Cailan chooses to be the most difficult fresh e-commerce company-vegetables * * * In contrast, fruits are not so difficult * * *, and it is a mass market. However, it is such a fresh e-commerce company that does not seem to take the usual path and has achieved a performance level of 3,000 orders per day. If it reaches 5000, it will be profitable! It can be said that this fresh e-commerce company is taking an O2O different from other fresh e-commerce.

O2O: The role of franchise stores is not just drainage.

Since it is O2O, if the vegetable basket is only online, it is not called real O2O!

Many vertical fresh e-commerce companies face a problem: it is difficult to land! If you want to open a shop online and offline, there is no doubt that you need a lot of capital and manpower investment; The terrible thing is that once offline stores don't have enough traffic, a single store can't make a profit. Whether to work for the landlord or not, O2O can't talk about it!

When many fresh e-commerce companies are afraid or hesitant to open stores, Wang Cailan not only opens stores at a very fast speed * * * It is estimated that the number of franchise stores will soon reach 2,000 * * *, and it is common to queue up for food * * *, and more importantly, there is almost no investment!

How does the vegetable basket network do it?

Since the cost of opening a store is so high, Wang Cailan simply integrates social resources and cooperates with some small shops. As long as there is traffic, it can cooperate with tobacco hotels, fruit shops and barber shops to open stores.

Franchise stores like this have three main functions: drainage, registration and recharge.

How to achieve drainage? The vegetable basket network only makes single items in shops, and it is an ultra-low-priced explosion * * * or even a flat product * * *. The purpose is not to make a profit but to drain. How low is the price? Absolutely beyond your imagination: the retail price is equivalent to the wholesale price purchased by tons in Zhengzhou Wanbang Wholesale Market. The attraction of such cheap explosives to residents is self-evident, and it is common for a single product to sell several tons a day.

Although the price is very low, it is impossible for residents to buy only one dish, but franchisees still only make one product every day, which is a typical hunger marketing.

What advantages do they have for franchisees? Low-cost explosives brought many people. The most terrible thing about physical stores is that there is no traffic.

After the franchise store cooperated with the vegetable basket, it not only drained the vegetable basket, but also drained itself. This is because a single explosive product will bring related consumption. No matter for Wang Cailan or franchisees, consumers usually don't just buy one kind of food. If consumers want more dishes, the shopkeeper can guide them to register as members of Wang Cailan.

For cooperative stores, consumers usually don't just buy food, which drives the consumption of franchisees' related products, such as soy sauce, condiments and fresh food, and achieves a win-win situation.

Of course, for Wang Cailan, the most important function of offline stores is to help him drain. Then, another factor to consider is that offline stores also sell vegetables. Then after guiding consumers to register, consumers will buy food online. Will it affect offline sales? Of course not, online and offline products are two systems, and offline stores only make single item explosions that are not available online, so there is no possibility of online and offline conflicts.

At this point, we believe that there is no obstacle to drainage, but there is still a key factor to achieve O2O-that is, profit distribution!

Jiang Xiaoyu, the founder, thinks that if there is only online but no offline, it is not called O2O.

The performance of the vegetable basket is distributed like this: if a customer registers for recharge in the franchise store, then the customer will buy the food in the vegetable basket in the future, and the franchise store will permanently participate in the profit distribution. Of course, there is a system behind it to achieve * * *, which greatly mobilized the enthusiasm of the store and achieved a win-win situation.

High-frequency contact and service quality win word of mouth

After being drained by offline franchisees and low-cost explosions, the next question is how to improve the conversion rate.

The vertical fresh e-commerce platform like Wang Cailan has an amazing conversion rate.

We randomly checked the relevant operation data of a certain day * * * 2065438+July 8, 2005 * * *: the order volume of that day was 4690, and the independent UV 9344, with a conversion rate of 50%.

How is the high conversion rate of vegetable basket achieved * * * JD.COM is 2%? 5%***? CEO Jiang Xiaoyu said with certainty: "By service!"

In the company's performance appraisal, there are only three indicators for employees: customer satisfaction, employee enthusiasm and talent training.

There is no specific sales target, just to achieve the ultimate service!

For example, Wang Cailan has created several firsts of fresh e-commerce: the first one puts forward that all fresh products have no reason to return. As long as the customer calls the service number, the problem must be solved within 30 minutes.

What if the customer refuses to replace the product and insists on returning it? Jiang Xiaoyu said: "unconditional refund, return the money to any place designated by the customer within 4 hours * * * such as Wang Cailan membership card, bank card, Alipay, etc. * * *, all for the convenience of users."

Wang Cailan is also the first fresh e-commerce company without freight. There is no freight on the website. Even if the customer buys a dime, the vegetable basket will be given away for free. Jiang Xiaoyu said, "There are really customers. I really spent a dime trying the service in Wang Cailan. Wang Cailan really did it. After a while, I was moved by Wang Cailan's sincere service and eventually became a loyal customer. "

Only 60 orders are delivered per person per day.

Cailan. com also has a very distinctive practice: the delivery man only delivers 60 orders every day, and spends the rest of the time chatting with customers, even taking care of children and repairing toilets. In order to improve the service quality and contact frequency, Wang Cailan strictly limits the service scope of each distributor: each distributor only gives 180? 240 households provide services.

You may ask: Isn't this a waste of resources? Wang Cailan has its own business logic: the higher the frequency and stickiness of meeting customers, the higher the customer satisfaction and repeat purchase rate. What is the basis of business trust? Wang Cailan's distributors win trust through high-frequency contact and help customers. Jiang Xiaoyu joked: "This is no longer a deliveryman, but a personal assistant. My delivery man's range is 300 meters, so he does 3? After 6 months, I will know you better than the property and neighbors. What I want is trust. Once this trust is completed, it is an unbreakable barrier. Even giants like Tmall and JD.COM are involved in this field, and there is no drama. "

Jiang Xiaoyu proudly said, "In the future, I will not only sell vegetables, but also import products with higher value, so as to truly meet the more needs of community residents. We are a smart community, and the idea is to drive the sales of high-value-added low-frequency products with high-frequency and low-value-added products. This is the blueprint for the entire business model. "

The future vegetable basket can even put property work on the road.

Of course, to achieve the promotion from 3,000 to 5,000 orders, it needs a lot of capital investment * * * to increase personnel, vehicles and cold chain equipment. Jiang Xiaoyu admitted that because Zhengzhou is a second-tier city, it is more difficult to raise funds than a first-tier city.

Jiang Xiaoyu made no secret of his desire for funds, and even joked: "If I talk to Lei Jun for ten minutes, he will definitely vote for this project.

& gt& gt& gt Click Next to enter more related content.