Successful marketing case study?

Listened to a lot of sense, still not good in this life; seen a lot of marketing cases, still not good to do their own special projects. But this is different, very worth looking at the case. The following is what I have organized for you about, welcome to read!

1: China Life

Marketing platform: Renren network

Service organization: Provincial Guanghezhong *** Beijing **** International Media Advertising Co. poured into them without complaint, prompting a stronger and deeper bond between them and their elders. To this end, China Life has cooperated with RenRen to create its own unique and exclusive gratitude postcards for young people through online interactions, allowing them to make a wish to their parents and relatives, and speak out their inner monologue.

Through the fashionable and intimate way, China Life has created ****songs with the young people, attracting them to participate in the transmission of affection, thus effectively increasing China Life's attention.

Innovation Points:

Taking the Mid-Autumn Festival, which represents a happy reunion with family, as a communication opportunity, China Life customized its communication campaign through RenRen's online interaction with the theme of "Love Knows Love, Love Follows, Full Moon, Full Dreams".

Case details:

The Mid-Autumn Festival is also known as the Reunion Festival, and China Life took the Mid-Autumn Festival, which represents a happy reunion with family members, as a communication opportunity, and played the emotional card of "Love Knows Love, Love Follows, Full Moon, Full Dreams," to create ****s with young people through customized communication. Through customized communication, the campaign created a buzz with young people, thus increasing China Life's attention. The campaign targeted the post-80s and post-90s consumer groups. Through RenRen's online interaction, China Life seized the mainstream value orientation of young people to try to return the love and care to their relatives, and provided young people with the opportunity to make their own unique and exclusive thanksgiving postcards, so that they could make a wish to their parents and relatives and speak their heartfelt monologue, which made young people feel fashionable and sweet and at the same time touched their elders even more. Firstly, on the PC terminal, the "Memorial Book" form was used as a creative point to develop the design, creating a sense of instant participation for the users. At the same time, a photo wall on the homepage guides users to participate in the creation. At the same time, another characteristic feature, the "Dream Wall", was developed in the form of a waterfall tiling, which further guided users to operate in a clear manner and made it easy for users to preview the edited photo pages. The "Activity Rules" section provides users with detailed rules and prizes for this activity. In addition to uploading photos of your loved ones on the PC, you can also adjust the position and size of the pictures through the toolbar to make your book more unique. After the picture is adjusted, you can also fill in the right side of the picture with a message to your loved ones to further share your heartfelt feelings with them. After the whole album is completed, you can view the works of other users through the dream wall and invite your friends to like your work and win corresponding gifts. The creation and interaction process of the mobile terminal also continues the characteristics of the PC terminal, although the content has been appropriately reduced, but it is more convenient for users to browse through the different works, making the whole activity seem more complete and comprehensive.

Marketing effect:

The campaign had more than 120,000 participants, more than 170,000 engagements, influencing as many as 13.71 million people, and more than 170,000 fresh triggers, realizing the marketing effect of high exposure, high interaction, and enhancing young people's awareness of China Life's brand. China Life's campaign of "Love to know and love to follow each other, full moon and full dreams" spread through RenRen's website, which once again set off a wave of "thanksgiving".

2: Starbucks

From a coffee shop to a coffee empire, Starbucks proved that relational assets are just as vital as tangible assets.

Howard Schultz bought and remodeled Starbucks in 1986. 15 years later, Starbucks has become the world's largest coffee, retailer, coffee processor, and famous coffee brand. The company has grown from a small company in Seattle to a large corporation with more than 5,000 retail stores on four continents. The impact Starbucks has had on the traditional concept of brand marketing has been as dramatic as its rapid expansion. In an era of a wide range of products and services, Starbucks has taken one of the world's oldest commodities and developed it into a distinctive, enduring, high-value-added brand. However, Starbucks did not use the traditional tactics of other brand marketing strategies, such as overwhelming advertising campaigns and huge promotional budgets.

Over the past 20 years, Starbucks has spent about $20 million on advertising, or an average of $1 million a year. 2001 Business Week analyzed the world's top 100 brands, and Procter & Gamble's "Pampers" ***Pamper*** brand ranked 92nd. ***Starbucks ranked 88th*** and spends about $30 million a year on advertising. So what is the secret to Starbucks' growth from a small Seattle company to a global business empire? The truth is that "relationship theory" is as important to Starbucks' core values as roasting high-quality coffee beans. Starbucks' core values are woven throughout the company's business, and they are rooted in and centered around human relationships.

As modern companies focus on their primary business, they rely more and more on relationships with their major stakeholders - involving customers in product development, sharing information resources with suppliers, and building broad and lasting bridges with partners - and all parts of the organization need to be aligned. History has shown that many companies have already had some experience and are constantly improving. With the globalization of the knowledge economy, companies should take Starbucks as an example and use the same rigorous approach to manage their "relationship" networks.

The Starbucks journey

The first Starbucks store opened in 1971 in the "Pike Place" market in Seattle, USA. At that time, the U.S. economy has gone from the peak of the 60s to recession, coffee sales have also declined, coffee consumers accounted for 75% of the total population; 80's coffee sales further reduced; 90's after the coffee consumer population basically remained stable. Now, 52% ***107 million **** of adults in the United States drink coffee every day, an average of 3 cups per day; another 28% of adults *** about 57 million **** irregular coffee consumption.

In the early 1970s, the coffee-consuming population was dwindling, but three college buddies founded Starbucks anyway, developing a coffee-consuming segment that would skyrocket in the decades to come. Since Starbucks has been selling coffee by the pound, market interest in this specialty coffee - rich, flavorful, and meticulously powdered - has grown by the day. With more people in North America becoming obsessed with coffee every year, the impact of coffee shops like the Starbucks Corporation has been tremendous. It has increased customer awareness and demand for high quality coffee. Starbucks owes its initial growth to Schultz's early strategies and philosophies, and the company has always pursued a "market first" strategy, building stores from the Pacific West Coast to Chicago to California.

Starbucks became profitable in 1990, but only had enough cash to meet Schultz's ambitious growth plans. He refused to take out bank loans or to franchise his business. He feared that his carefully selected and roasted coffee would be tarnished at the end of the sale by details he couldn't take care of. In the end, he chose the capital-intensive strategy of going public. on June 26, 1992, Starbucks officially listed on the Nasdaq market under the acronym "SBUX", offering 2.1 million shares at $17 each, raising a total of $28 million. The total financing amounted to 28 million dollars. It has added fuel to the power of Starbucks' future development.

Starbucks relied on its original strategy to expand across the United States. Stores were opened in major urban areas and then in nearby suburbs around that store. Urban stores became the starting point for suburban and small-town store locations. Competition could not be avoided because some stores were too close to each other. However, the company believes that multiple locations in the same area builds brand image and increases customer convenience. Starbucks seldom uses traditional advertising methods for promotion. Numerous stores in close proximity to each other increases brand recognition and convenience for regular customers. This contradiction would be difficult to resolve if Starbucks were to open stores as a franchise; in 1996 Starbucks had opened more than 1,000 stores in the United States. In the same year, it opened its first overseas store in Tokyo, Japan, and its global expansion strategy began.

The success of Starbucks in countries where green tea is the main beverage shows that its concept can be embraced by different cultural backgrounds. By 2002, Starbucks had stores on four continents. 2000 turnover was $2.2 billion, with a profit of $94.6 million. 2001 turnover was $2.6 billion, with a 32% jump in profit to $181 million. Employee Relationship Assets Starbucks' success is largely due to its focus on "relationship theory", particularly with its employees. Later, Schultz wrote: "A recognizable brand and respect for our employees have made us very profitable and competitive, and you can't have one without the other.

Schultz realized the importance of employees in brand communication, and he took a different approach to brand management. In 1988, Starbucks became the first company to offer a comprehensive healthcare policy for temporary workers, and in 1991, it became the first publicly traded company to offer stockholder options to its employees***, including temporary workers***. Through a series of "employee relations" programs, the company has really made a difference. After reforming its benefits policy, employee turnover dropped dramatically.

Starbucks creates an environment that encourages self-improvement, communication, and collaboration through effective incentives. Because all employees have options, they are also referred to as "partners. Even Starbucks corporate headquarters is named the "Starbucks Support Center" - indicating that the function of the management center is to provide information and support, not to give orders to the stores.

Starbucks empowers its employees through decentralization. Locations can also make major decisions. To develop a new store, employees unite under a corporate team that helps the company choose the location until the new store is officially open. This approach maximizes the integration of the new store into the local community. Creating relational capital, crossing internal barriers, and sharing cultures and values is the basis for creating relational capital.

Customer Assets Starbucks recognizes that their product is not just coffee, but the coffee shop experience. Research shows that the primary goal of 2/3 of successful companies is to fulfill customer needs and maintain long-lasting customer relationships. In contrast, the less successful companies are not doing enough of this, and are focusing more on cost reduction and divestiture of non-performing assets.

One of Starbucks' key competitive strategies is to communicate with customers in the coffee shop, and especially importantly, between baristas and customers. Every barista receives 24-hour training in customer service, basic sales techniques, coffee basics, and coffee-making techniques. Coffee students need to be able to anticipate customers' needs and make bold eye contact while patiently explaining the different tastes and aromas of coffee.

Starbucks also strengthens customer relationships by soliciting customer feedback. Each week, program leaders at headquarters read customer feedback cards in public.

Customer relationships were a factor for Starbucks as they prepared to develop the new product into a brand. What they found: Customers would suggest that the new product be refined into another variety. Customers were able to see how a new product or service related to the core essence of the Starbucks brand. For example: customers do not recognize the inconsistency between coffee and ice cream flavors. Supplier Assets The Starbucks relationship model extends to suppliers. Including coffee plantation farms, bakeries, and paper cup processors.

Our research on relationship capital shows that Starbucks follows the model of successful companies. When a company focuses on its primary business, relationships with suppliers are critical, especially suppliers of key goods and additional services. Successful companies know the fundamental difference between a business transaction and mutual trust, and they "institutionalize" mutual trust in the purchasing process, so that in the normal course of business, successful companies further tighten supplier relationships, eventually bundling and integrating them into strategic partnerships. Suppliers take on more responsibility and accountability.

Businesses want to maintain long-lasting relationships with suppliers, which is not as easy as buying from a cheaper supplier. Buck Hendriy, purchasing manager at Starbucks, says, "Quality comes first, service comes second, and price comes third. We don't relax our standards on quality or service because of low prices."

Selecting a supplier is a relatively lengthy and formalized process that involves relevant employees from all departments, with purchasing taking the lead in fulfilling the program and providing the scope. Employees from product development, brand management and business units will also be involved, which gives Starbucks Corporation an understanding of the entire supply pipeline and the implications for future business. To meet exceptional quality standards, Starbucks evaluates suppliers in a variety of areas, including production capacity, packaging, and transportation, so that only suppliers with growth potential are able to work with Starbucks ****.

Starbucks has spent a great deal of human, material and financial resources to develop suppliers, so it wants to have long-term, stable relationships, and to actively work with them to control prices rather than simply regulate them. John Yamin, vice president of Starbucks, said: losing a supplier is like losing our employees - we spend a lot of time and money training them.

Once a contract is signed, Starbucks expects preferential treatment - prices, discounts, resources, etc. In return, the supplier will be given the opportunity to control its turnover. In return, the supplier's turnover will rise as Starbucks grows. Suppliers also benefit from Starbucks' good branding due to its extremely strict quality standards. Long-term collaboration enhances the supplier's reputation and leads to more orders.

Once a purchasing program is in place, Starbucks actively works to build a good working relationship with its suppliers. Representatives from both parties meet 3-4 times in the first year of the program, and then every six months or year for a strategic business review. The more strategic the product or the more strategic the geography, the more frequently senior personnel are involved. The assessment includes the supplier's production volume, areas for improvement, and so on. In addition, there is frequent contact on productivity, quality improvement, and new product development. Starbucks expects suppliers to understand business needs - including product trend development, cost idealization, production efficiency, and many other factors - in order to seek a strong partnership. Franchise model Under Schultz's careful care, Starbucks leverages its increasingly powerful brand to sell and develop Starbucks products through a variety of alliances.

To give customers a taste of Starbucks in more locations than ever before, Starbucks sells its products through airports, bookstores, hotels, and department stores in addition to Starbucks locations. "Between Starbucks' strict quality control and licensed sales practices, product quality control is at risk," Schultz said, "an inherent contradiction." As a result, Starbucks developed strict criteria for selecting partners: their reputation, their commitment to quality, and whether they train their employees to Starbucks standards.

Starbucks licenses include business alliances, international retail store licenses, merchandise retail channel licenses, warehouse and entertainment division programs, direct marketing joint venture plants, and more. Starbucks' first license was to HMS*** the largest airport concessionaire in the United States***. Today, Starbucks franchises have grown to more than 900 locations, including: Barnes & Noble bookstores, the retail chain Target Albertson's, and in addition, companies such as United Airlines and Marriot have signed agreements with Starbucks to serve only Starbucks coffee.

Starbucks prefers the former between licensed and franchised chains because the former is easier to control. Both are similar in terms of the brands sold, but because the licensed operator, unlike the latter, owns the franchise and only pays to operate it, it is easier to control the management. Starbucks wants its partners to make a profit, and does not make a profit on any of the related products ***such as transportation and warehousing*** provided by its partners; Starbucks only charges its partners a certain amount of management fees.

Barnes & Noble is one of the most successful companies working with Starbucks. They believe that books and coffee are a natural fit, and Barnes & Noble has long since launched a campaign to develop its bookstores into centers for people's social lives. In order to attract more customers, a casual coffee shop was needed. 1993 Barnes & Noble began a partnership with Starbucks, which opened its own retail operation in the bookstore, benefiting both parties. Early morning Starbucks has drawn people in for a nap instead of rushing to buy a book; and bookstore traffic has increased coffee shop sales.

Later, Barnes & Noble bookstores set up Barnes & Noble coffee shops in areas where Starbucks had no presence or had no plans to open a store. It received a license from Starbucks to operate Starbucks Coffee, and Starbucks' Hendrix said that the partnership went smoothly because of the company's similarity to Starbucks' business philosophy.

When Starbucks started setting up its own stores in the Midwest, conflict was inevitable, even though both sides were trying not to encroach on each other's territory and to make sure they grew their business. Eventually the two sides sat down to resolve the conflict and came to an agreement. Starbucks will not set up specialty coffee stores in Barnes & Noble. And in more than 400 Barnes & Noble book chain only provide Starbucks coffee, has a large number of indispensable customers. Hendrix said: you can imagine in these more than 400 bookstores, customers taste is another brand of coffee is what feeling?

Starbucks has also formed strategic alliances with food companies and consumer goods companies. For example, the Food Service Group and Compass Group: provide dinners for companies, schools, hospitals, where people can get Starbucks coffee. By partnering with department stores such as Kraft Peps and Dreyer, the Starbucks brand is carried over into the department store retail channel, capitalizing on the existing distribution network and ****sharing logistics costs. Starbucks' partnership with Kraft, which made Starbucks coffee beans and grounds available in stores, began in 1998, and Kraft, with its 3,500 salespeople and the largest direct sales force in the food industry, became one of Starbucks' largest retailers. It also launched a series of marketing campaigns for Starbucks. People can get samples of Starbucks coffee from coffee trucks.

However, in the process of rapid expansion, Starbucks in the management of relational capital, but also face a series of challenges, such as how to use advanced technological tools, to improve the quality of service, without destroying the intimacy of the coffee maker and customers? How to make new partners accept the corporate culture and understand their important position in the organization? How to make more suppliers to maintain excellent quality, reasonable price?

On these issues, Schultz's view is: "More locations make people feel that Starbucks is becoming ubiquitous, and if we maintain the advantage of trust with our partners, can we grow a 25,000-person business to a 50,000-person business? I have no doubt that we will. The key question is how we can maintain the consistency of our corporate values and guiding principles in the midst of our rapid growth."