Traditional Culture Encyclopedia - Traditional customs - Share Successful Marketing Case Studies
Share Successful Marketing Case Studies
Many classic marketing cases let us recall, whether it is product innovation or marketing communication, are worth exploring and analyzing. Here is what I have organized for you about successful marketing case study, welcome to read.
Successful marketing case study 1: Swatch - a new change every day
Switzerland is a world-famous watch kingdom, which produces Rolex, Omega, Plum Blossom, Rado, Longines, Tissot, and other watches, none of which is a world-renowned and famous brand. In people's mind, Swiss watches have always been synonymous with exquisite, elegant and luxurious, and a symbol of status, position and wealth. However, the Swatch full-plastic electronic watch born in the early 80's suddenly broke their domination overnight and quickly became the leader of Swiss and even global watch industry. Nowadays, Swatch watches have become the wrist pets of teenagers all over the world, and it has long ceased to simply play the role of timekeeping, but represents a concept, a kind of fashion, a kind of art and a kind of culture.
I), please out? Weirdo? Herr Jacques
Since the mid-1970s, the Swiss watch industry has been in the most serious crisis since the post-war period. The Japanese production of Seiko, Citizen, Casio and other electronic watches and quartz watches with its accurate time, novelty, good quality and low price and other advantages of the rapid occupation of the world watch market, the traditional Swiss mechanical watch industry to form a strong impact on the serious threat to the Swiss centuries in the world watch industry to build up the hegemony of the position. In less than 10 years, Switzerland's watch exports fell by nearly 60%, 1/2 of the watch enterprises were forced to close down, the number of employees from 190,000 to more than 30,000 people. Statistics show that Switzerland's share of the world watch market was 43% in 1974, and fell to less than 15% in 1983.
In order to revitalize and regain the dominant position of the Swiss watch kingdom in the world watch market, the Swiss bankers invited the legendary Nicolas Herjac. Herjak. Herjak is a ? He was an eccentric who had a new idea every second. He was an eccentric, a man who wanted to try everything all the time. who wanted to try everything all the time. genius. Herjak's father was American and his mother was Lebanese, but he became a ? Swiss. For many years, he was the brains behind the Swiss, German, American and French economies. Every day, he sits in the base camp in Zurich, Switzerland, strategizing, all kinds of suggestions from time to time to fly to the world, so that a crisis into bankruptcy of the enterprise to come back to life. 1985, Herr Jacques finally from the back of the curtain to the front stage, was appointed to become the commander-in-chief of the Swiss watch company, to take on the responsibility of saving? The Swiss watch industry was on the brink of bankruptcy. The Swiss watch industry is on the brink of collapse.
After coming out of the mountain, Herjac's first prescription for the Swiss watch industry was to reduce production costs, improve factory automation, tighten the corporate management system, and develop the sales market. Under his leadership, the Swiss watch industry in the protection of the traditional mechanical watch brand at the same time, bold innovation, active development and continuous improvement of new electronic watches. After several years of dismal operation, Herjak's reforms gained the company's fist product ? A new concept of ? SwoChess? Full-plastic electronic watch, like a rising star, quickly popular around the world, with its accurate timekeeping, novel shape, low price, durability and by the majority of consumers, especially the world's young people's favorite. By 1988, Swatch's turnover exceeded that of Citizen and Seiko,? forcing the Japanese backward? Today, Swatch is sold in more than 150 countries and regions around the world, and has become a symbol of new life, new trends, new fashions and new ideas.
ii), ? Ugly duckling? Metamorphosis? The day of the tower?
In fact, Swatch is not only a product of death, but also a product of life, its growth path is also difficult and tortuous, also experienced by the? The ugly duckling? The same is true for the ugly duckling. The white swan? Metamorphosis of confusion and failure. In the face of the rise of Japanese counterparts, the Swiss watch industry began the development of quartz watches in 1977. After years of continuous research and improvement, a new type of watch completely different from the traditional concept was finally finalized and launched in 1981. The shell of the new watch is made of synthetic material, and the movement is directly loaded from the front of the watch and no longer needs to keep the back cover. These two reforms not only make the watch become both thin and light, but also allow it to enter the assembly line for mass production, which reduces the production cost and ensures the low price of sales. More importantly, this new type of watch is accurate, the daily error of not more than one second, but also has the advantages of waterproof, shockproof, heat-resistant, cold-resistant and so on.
However, this watch, originally named ? Mwatch? (Mwatch), the ? The ugly duckling was introduced to the market as the Mwatch. The ugly duckling was notorious when it was introduced to the market; not only did the citizens of the watch kingdom think that the monster, which resembled a child's toy, tarnished the image of Swiss watches, but even the Swiss government authorities refused to register the trademark for it. 1981 was the summer of the year in which Mwatch was officially renamed Swatch. Swatch. in the summer of 1981. Swiss Brand Watches? and after a lot of trouble, the trademark registration was completed. But its sales were very bad, the whole company was covered by defeatism, and some people even advocated selling the ugly duckling. At this time, on the one hand, Herjac strict business management, reduce production costs, ensure product quality, on the other hand, strengthened advertising and market research, in the full publicity of the company's products at the same time, research, analyze the fashion trends and changes in social demand.
Swatch has achieved great success, creating a miracle of the Swiss watch industry back from the dead. Talking about the mystery, Herr Jacques in an interview with reporters summarized three points: low price, high quality, and more changes.
Three), low price, high quality, multi-variable
On the low price, Herr Jacques further explained that the low price is always a basic principle of the consumer market, do not give up the low-grade products, because the low-grade products can be at the lowest cost of large-scale production, and be accepted by a large number of consumer groups. Any country or enterprise that pursues and produces only high-grade products will inevitably face extinction. As we all know, Switzerland is the richest country in the world today, with a per capita GNP of more than 40,000 dollars, while the owner of the largest watch enterprise in Switzerland insists on producing low-grade products as the ? The basic principle of forever?
Herr Jacques in summarizing the success of Swatch emphasized that the product should be inexpensive, and more importantly, beautiful, because product quality is the key to the survival and development of enterprises. Because product quality is the fundamental survival and development of enterprises. Swatch watches are like a toy on the surface, but its production technology and internal quality is first-class, and can be compared with any high-grade watches. It is said that a Swiss tourist went to the Greek seaside vacation, accidentally threw a Swatch watch on the beach. A year later, he revisited the old place, actually found the lost watch on the beach, although after a year of sunshine and rain, but the time is still accurate.
Always grasp the changing needs of society.
Always grasp the changing needs of society, and design and improve their products according to the needs of consumers. The Swiss watch company has this slogan: "The only thing that remains the same is that we have always been the same". The only constant is that we are always changing? According to the introduction, the company every year to the society to openly collect the clock design map, according to the selected pattern production of different watch series, including children's watches, juvenile watches, girls' watches, men's watches, kun watches, spring watches, summer watches, fall watches, winter watches, and later launched a weekly set of watches, from Monday to Sunday, every day a piece of the surface of the pattern varies. As the company's products are constantly renovated, catering to the needs of different levels of society, different ages, different hobbies, different tastes, and therefore welcomed and loved by the majority of consumers, the sales volume has been rising year after year, the market share has been expanding, and the company's benefits are naturally getting better and better.
Swatch classic successful marketing case review:
A new product may be very attractive to consumers, but this is not directly equivalent to the commercial attractiveness of the product. A new product can only be successful if sales, costs, and profit plans are aligned with the company's target profile.
Swatch is not discouraged in the face of difficulties, another way to decisively change the marketing strategy, low price and high quality, fashionable and avant-garde new products to meet the needs of the current various levels of consumption, thus ushering in the second spring of the cause.
Successful marketing case study two: KFC's second entry into Hong Konga), into the? The Pearl of the Orient?
In 1973, the famous KFC hesitant, strutting on the small island of Hong Kong.
At a press conference, the Chairman of KFC boasted that he would open 50 to 60 outlets in Hong Kong.
This was not just a boast. This KFC Hometown Chicken, first made by Colonel Hollandis in 1939 with a secret recipe containing 11 herbs and spices, is a favorite of consumers around the world because of its unique process and crispy, flavorful taste. By the 1970s, KFC had thousands of fast food restaurants in all regions of the world, forming a huge chain network of fast food restaurants. It then set its sights on Hong Kong, the ? Pearl of the Orient?
In June 1973, the first Hometown Chicken opened in Mei Foo Sun Chuen, and others soon followed. By 1974, the number had reached 11.
In addition to fried chicken, KFC Hometown Chicken serves a variety of other foods, including shredded vegetable salad, potato fries, bread, and a variety of beverages. Chicken is sold in 5-piece, 10-piece, 15-piece and 20-piece packages. Packages are also available, such as a $6.50 package that includes 2 pieces of chicken, potato fries and bread.
The first launch of KFC Hometown Chicken in Hong Kong was accompanied by a huge publicity campaign. Television commercials quickly caught the attention of consumers. Television and newspaper and print materials were themed with the Hometown Chicken's worldwide slogan: ? Good taste to lick your fingers?
The powerful publicity campaign, coupled with the unique cooking methods and recipes, made customers happy to try it, and before Hometown Chicken came to Hong Kong, very few Hong Kong people had ever tasted the so-called American fast food. Although Café de Coral and Maxim's fast food stores were opened before Home Town Chicken, they were small in scale at that time and did not form a chain of stores, so they were not KFC's competitors. It seems that KFC has a bright future in Hong Kong.
Secondly, the tragedy? Waterloo?
KFC in Hong Kong did not have a long time to shine.
In September 1974, KFC suddenly announced the closure of a number of restaurants, leaving only four to stay open. By February 1975, the first batch of KFCs to enter Hong Kong were all wiped out, all closed down. Although the directors of the Hometown Chicken Company claimed that the closure was due to difficulties in rents, its failure was a foregone conclusion. The reason for the failure is also obvious, it is not only the problem of rent, but also the main reason is that it did not attract customers.
Hong Kong critics at the time had a big debate about this, and concluded that it was the taste of the chicken and the promotion of the service that led to the closure of the KFC as a whole.
In order to adapt to the tastes of Hong Kong people, the hometown fast-food restaurant used a locally produced breed of local chickens, but still used the old way of feeding, that is, with fish. This destroys the unique flavor of Chinese chickens and disappoints the people of Hong Kong.
In the advertisement, the hometown chicken adopts the ? The advertising slogan "so good that you lick your fingers" is a conceptualization of what a Chinese chicken tastes like. Moreover, Hong Kong people at that time thought that the price of home town chicken was too expensive, thus suppressing the demand.
In terms of service, Hometown Chicken adopted the American style of service. Fast food restaurants in Europe and the United States are usually outlets, where you drive up to a fast food restaurant and buy food to eat at home. Therefore, there are usually no seats in the store. The situation in Hong Kong is different. People eat at the place where they bought their food, and usually a group of people or three or two people buy food and then sit inside the store to eat and chat. Hometown Chicken's practice of not providing seats is tantamount to driving away a group of people who have the chance to become customers. As a result, while Hometown Chicken advertises on a larger scale and attracts many people to try it, there are fewer repeat customers.
The failure of Hometown Chicken's first foray into Hong Kong was due to a lack of in-depth understanding of the city's environment and culture. As Mr. Steele, a British marketing expert, commented: "When Hometown Chicken entered the Hong Kong market, it was not a good choice. When Hometown Chicken entered the Hong Kong market, it did so in the same way as in the United States. However, the local situation requires it to modify the global strategy to adapt to the local needs, the use and acceptance of the product is affected by the local customs, and the choice of food and beverage products also depends on this. The choice of food and drink products also depends on this. The chicken products of the day did not meet the needs of Hong Kong people, and the concepts promoted were inappropriate.
KFC came into Hong Kong with a big bang and left with a whimper.
III), rolled on the comeback
In a flash 8 years have passed.
In 1985, KFC had invested successfully in Malaysia, Singapore, Thailand and the Philippines. By this time, they were ready to enter Hong Kong again.
This time, Hometown Chicken's re-entry into Hong Kong was made possible by a subsidiary of the Swire Group acquiring the Hong Kong franchise on the basis of a non-sub-contractable contract that could be re-renewed at the end of the 10-year contract. The franchise agreement includes the purchase of licensed equipment, eating utensils and cooking spices from the licensed supplier of Home Town Chicken.
The first of the new generation of Hometown Chicken outlets cost $3 million and opened in September 1985 on Jockey Club Road and the second in 1986 in Causeway Bay.
By 1985, the fast food industry in Hong Kong at that time had undergone many new changes and could be divided into three main categories? Hamburgers, which took up 20% of the entire fast food restaurant market. The largest market for a long time was the local food category, with a market share of nearly 70%. KFC Hometown Chicken is the new category of chicken specialists?
Therefore, with the increase in competitors, it has been more difficult for KFC to regain the market. Before the opening, the company's marketing department went into
This time KFC opened up the market more cautiously, and made appropriate changes in the marketing strategy according to the situation in Hong Kong.
First of all, the Hometown Chicken Shop carried out market segmentation and defined the target market. The new Hometown Chicken Shop is different from the old one in that it is now a high-class? cafeteria? fast food restaurant, between the white cloth covered fine dining restaurant and self-service fast food restaurant. The customer target is between 16 and 39 years old, mainly the younger bunch, including office workers and young executives.
Secondly, in the food program, the hometown chicken store to carry out some innovation. The varieties are chicken-based, with chicken pieces, chicken combo packs, miscellaneous desserts and drinks. Miscellaneous items include fries, salads and corn. All chicken is cooked to Colonel Herendez's recipe, and most of the ingredients and chicken are imported from the United States. Food is cooked fresh. Fried chicken is not re-sold if it has not been sold in 45 minutes to ensure that all chicken pieces are fresh.
In terms of pricing, the company sells the hometown chicken at a higher bargain price, while other miscellaneous items such as fries, salad and corn are sold at lower competitive prices. This is because if the price of hometown chicken is too low, Hong Kong people will see it as a low-grade fast food. Other miscellaneous food items are sold at low prices because there are many fast food restaurants selling similar food items around the Home Town Chicken outlet to compete with, and lowering the prices of miscellaneous food items can give them a certain advantage over the competition.
In advertising, Hometown Chicken took its 1973 slogan ? Good Taste to Lick Your Fingers? was changed to? Sweet and Fresh Good Taste? The new jingle can be seen in subway stations and in newspapers and magazines. Obviously, the new slogan has a strong Hong Kong flavor and is therefore easily accepted by Hong Kong people.
When Hometown Chicken landed in Hong Kong for the second time, the company believed that the main focus was to adjust the marketing strategy to suit the social psychology and needs of Hong Kong people. Therefore, advertising was not the main direction of attack. For example, the Jordan Road branch was quite low-profile for a while, only pulling banners and erecting a billboard outside the store. The publicity is also to take a low-key approach, focusing only on the store and store around the promotion, advertising also stopped a few months after the opening.
Fourth, Hong Kong finally accepted it
A few months after the reopening of the Homegrown Chicken, the company conducted a survey. The investigators chose people who knew that there was a KFC Hometown Chicken store for the survey respondents, asking them about their impression of Hometown Chicken, as well as KFC compared to other fast food restaurants, and why not. 64% of the interviewees who tried Hometown Chicken thought that the choice of dishes was limited, 21% of the people thought that the food price was too expensive, and the others felt that the store location was inconvenient, and most of the 92% of the supplemental interviewees knew that there was a Hometown Chicken store in Hong Kong in the past. The majority of 92% of the supplementary visitors were aware that there had been a hometown chicken store in Hong Kong before. Most 92% of the supplemental visitors knew that there was a Hometown Chicken restaurant in Hong Kong before, but 71% of them said that they would visit Hometown Chicken again in the future.
The company's marketers concluded that the company's failure in Hong Kong in 1973 still has a significant impact on consumers' perceptions of Hometown Chicken, but that as time passes and Hometown Chicken's influence grows, this impression will fade.
In response to the survey results, the Hometown Chicken chain made some additional changes to its marketing strategy, such as opening new stores in high-traffic areas for the convenience of customers, expanding the business area to change the situation of consumer support, and increasing the variety of dishes, etc.
The Hometown Chicken chain also made a number of changes to its marketing strategy.
Hometown Chicken's marketing strategy of adjustment has received good results. Hong Kong became a market for KFC, the number of outlets accounted for more than 1/10 of the total number of KFC outlets around the world, KFC has also become one of the four major fast food in Hong Kong alongside McDonald's, hamburgers and Pizza Hut pancakes.
KFC was finally accepted by the people of Hong Kong.
KFC classic successful marketing case review:
Any multinational group in the foreign expansion, can not ignore the local cultural background, there should be some reference, some combination. The reason why KFC's first foray into Hong Kong was a failure is because it ignored the characteristics of the local culture.
Business leaders should keep one thing in mind when making marketing decisions, and that is that they can only be customer-oriented, and that without customer support and recognition, any decision can only end in failure. This is the difference between marketing and sales: the former should emphasize the production of products that meet the needs of consumers, while the latter only sells the products it produces.
? Other mountains of stone, can attack jade? The case of KFC may give a little insight to the domestic businessmen.
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