Cases of Failure of Corporate Image Planning

There are several cases of image planning failures:

1. The Worry of Wankala

The initial purpose of Wankala's brand leasing may have been to seek for rapid expansion of the industrial field and return of performance, and to seek for the extension of the new brand value. However, in order to make a profit in a short time and improve its profitability, WKL adopted a simple brand authorization and lacked an objective market assessment of the return promise of brand leasing and effective brand risk management, especially overestimating the ability of the licensed company to withstand risks. At the same time, focusing only on the results and lacking process monitoring made Wanjiale lose control over the production and sales of the licensed enterprises, thus laying a hidden risk.

2. "Lohua" changed its flag

Lohua Group almost invariably chose the price weapon when it entered each field, relying on low prices to open the threshold. In the color TV and air-conditioning market, Lehua has become famous by this battle, and has become the "death squad" that people are afraid of. However, the price war in the long run is a thirst quencher, although soon opened the market, but ultimately also hurt Lehua themselves.

3. "Duckling" wings

1999 is a turning point for Duckling Group, which entered the capital market in this year, and then began a large-scale expansion and mergers and acquisitions using the funds raised. From washing machines to water heaters, freezers, air conditioners, stoves, from household appliances to ERP, e-commerce, nano-materials, Duckling Group's horizons are getting broader and broader, began to develop in a wide range and diversification, once invested hundreds of millions of dollars in a huge sum of money, mergers and acquisitions with the main business of the non-relevant assets, resulting in a large amount of cash cured for many years, difficult to digest. As a result, in the market serious supply exceeds demand situation, duckling group on the back of blind, rapid diversification of the heavy burden, and finally be pressed into the "sick duck".

4. "Xiangxuehai" joint venture lesson

Joint venture is not a panacea for Chinese enterprises, nor is it the only way out of the development of enterprises; suitable for others is not necessarily suitable for their own, the development of the most suitable for their own road should be taken.

5. "Business Link" is not easy

Business Link has created a huge success, and the models it has adopted, such as channels, advertising, and the practical style of the product, have all been held up as a god ...... But those practices that were once effective have become the foundation of Henderson's company in an unintentional way. unintentionally became part of the subconscious of Henderson's decision makers and influenced later thinking and decision-making patterns. The excessive obsession with the previous model, so that "business" paid a heavy price.

6. "Sanjiu" lost

Sanjiu Group started with "999 Gastrointestinal", mentioning "999", consumers subconsciously associate it with "999 Gastrointestinal" first. The first thing consumers subconsciously think of is "999 Gastro". Later, "999" extended to the beer, I do not know whether consumers in the drink "999 cold beer", will not feel the taste of medicine.

7. "Haci" retreat

In summarizing the success of Haci, Guo Liwen believes that: Haci relies on "good products, good planning, good team". In fact, Haci's marketing model is not a perfect system, it is only in some parts of the marketing on the color, but in other parts of the very weak.

8. "Goldenvoice" celebrity advertisement reflection

The choice of advertising spokesman is a very important issue, which involves a lot of factors, but the spokesman and the product attributes are related to the most basic principle. The company chose Cristiano Ronaldo as the spokesman, "Golden Throat" for the throat medicine, Ronaldo is a soccer star, soccer with the brain, with the foot, but just do not use the mouth, with the throat what?

9. "Tongrentang" how to deal with the crisis?

We may remember the story of "Sanju", also because of the adverse reaction of the product caused by the patient's lawsuit, due to mishandling, and finally "Sanju" although won the lawsuit, but lost the market, and became the antithesis of the history of marketing.

10. "Walnut K" faded

The rural strategy of the Walnut K Group is basically close to the end of the rural market is also becoming saturated, and due to the brand image of the dissemination of the sense of low-grade, the urban market has been the soft underbelly of the Walnut K. In the early 2000s, the Walnut K began to carry out the exploration of the urban market, but the city is not the same as the countryside, here, the city is not the same as in the countryside, the city is not the same as in the countryside. The city is not the same as the countryside, where the walnut K encountered "blood" and other competitors of a strong challenge.

11. "American Chef" withdrew

Since entering the Chinese market, foreigners in charge of the American Chef Foods Co. has not been able to solve the problem of "not suited to the local conditions" in terms of products, sales, costs, investment decisions and so on. This is one of the root causes of the company's bankruptcy.

12. "Ronghua chicken" defeat

Since the foreign fast food into the country since the Chinese fast food and foreign fast food competition has never stopped, but in general, the Chinese fast food has not been able to form an effective impact on the market share of foreign fast food. China as a culinary country, with thousands of years of culinary culture tradition, and Chinese fast food for the local people to provide more in line with the eating habits of most consumers of food and services, should have the upper hand in the market competition. But more than a decade, foreign fast food steadily, occupying more and more market share in the fast food industry. And we have repeatedly ended up in failure, this is why?

13. "Red sorghum" died

When the "red sorghum" in the country popular, because of the tight grasp of the market opportunity: challenge "McDonald's". The founders were keen to capture the revival of Chinese nationalism in the corporate and social spheres at the time, and capitalized on that sentiment to create a major news sensation. "Calling McDonald's" was not a sign that Red Sorghum had the strength or the ability to call McDonald's, but rather that Red Sorghum needed to use this selling point to increase its visibility. In fact, the familiar "red sorghum" does not exist.

14. "Sunrise" fall

Sunrise repeatedly recited the advertisement "Sunrise, ice tea; ice tea, Sunrise", so that Sunrise brand and ice tea is completely equivalent, which is conducive to the establishment of a professional image of the product, but also restricts the future product line. But also restricts the future extension of the product line. In the Sunrise Group launched a black tea and oolong tea and other products, the original emphasis on publicity at this time into the limitations of product development.

15. "Jianli Bao" lost

The sales channel determines whether consumers can successfully purchase the product. If the channel is not smooth, the product in the sales terminal spread rate is not high, then even if the advertisement is done well, it is futile. Jianlibao growth in the early years, rely on traditional channels - throughout the country's state-owned sugar and wine companies and supply and marketing system ...... However, since the mid-1990s, China's commercial channel pattern changed greatly, in the face of such changes, Jianlibao old style, strain weakness.

16. "Silly" really stupid

Long years of internal strife, so that the Silly Melon Group has not been able to concentrate on market operations, "Silly", "Silly King ", "Nian's" and other siblings between the "self-frying" more so that "silly" brand was hit hard, "silly "melon seeds market position in a dilemma. And "Qiaqia", "Zhenglin" and other new brands later, the scarred "fool" far behind.

17. "Guan Sheng Yuan" crisis

Guan Sheng Yuan around the implicated counter-attack action quickly, the attitude is also very clear, but the crisis public relations involves three major issues: how to effectively resolve the consumer shock, doubt and despair? How to effectively reshape consumer confidence? How to effectively establish brand recognition, brand trust and brand loyalty? None of these issues have been effectively addressed, resulting in an uncontrollable market decline.

18. "Dukang" how to solve the problem

As the producer of Dukang wine, they have to cope with the competition of other brands on the one hand; on the other hand, they also have to face a realistic problem: three Dukang, stirring up trouble on their own - one Dukang entered a market to achieve a rise in the momentum of sales, and immediately have other two Dukang follow up, the market is not as good as the other two Dukang. Two other Dukangs followed suit, and the market soon evolved into a "Battle of Dukang".

19. "Chundu" fell

Product quality is the lifeblood of an enterprise, however, "Chundu" in order to win the price competition, even lower the quality of the product to reduce the cost of production, the meat content was once from 85% to 15%, so that Chundu's meat content was reduced from 85% to 15%. Down to 15%, so that Chundu Group workers to produce their own ham sausage jokingly called "noodle stick". Chundu Group soon paid a heavy price for this, sales plummeted, market share rapidly shrinking.

20. The myth of "Baxin" was shattered

Baxin's low-level, family-run management model was a major cause of the company's collapse. Li's wife, who had a very low level of education, was in charge of Baxin's finances, and the lack of scientific capital management resulted in a huge backlog of goods. Li Zhongwen for the management of dozens of stores across the country are mostly his relatives and friends. These relatives and friends took advantage of his momentary distraction, blatant, large-scale loss of public funds for personal gain, the public for private, so that the interests of the enterprise has been greatly damaged.

21. "Hundred Dragons" broken soul

A few years later, Hundred Dragons, the company's president, said this: "play smart, a shot of an idea, unscrupulous to find opportunities for the times have passed. If a person is engaged in a speculative business, he does not have the capital to establish a long-term foothold; if a person always chooses a business with a speculative mindset, he will never grow up; if a person always wants to fool others and even fool the world, he will eventually be y fooled.

22. "Energetic 28" vigor is no longer

According to the group's sales policy, the sales staff of Energetic 28 Group is only responsible for the sale of goods, is not responsible for the recovery of the loan, no matter whether the account to the commission, so there is a strong advertisement for a large number of shipments of the product (but only to reach the wholesalers' warehouses, most of which do not reach the hands of consumers), but also a lot of products. Most of them did not reach the hands of consumers). At the end of the year, the group's delinquency clearance team mapped out the situation, only to find that bad debts and dead debts were spread all over the country. By 1996, Vitality 28 was seriously short of liquidity and was experiencing operational difficulties.

23. Why was My8848 not released?

My8848's biggest mistake was that it did not effectively utilize its e-commerce site to attract the attention of a large number of users, thus failing to bring in new profit growth. E-commerce company suppliers to establish credibility is more difficult than traditional shopping malls. If you want to make the channel stable, the only way to establish credibility is to maintain the smooth settlement of payments in the early stage of cooperation. The reason is that once the money is tight, the supplier's account period will be tightened immediately. These problems are in My8848 difficult to fund the instant loophole, and ultimately difficult to compensate.