Classic Successful Sales Case Analysis

Selling the world's number one product is not a car, but yourself. Before you can successfully sell yourself to others, you must sell yourself to yourself 100%. The following is a classic successful sales case analysis that I have compiled for you. Welcome to read!

Classic successful sales case study 1:

20 1 1 Vanke's busiest time, the company had more than13,000 people and the president had 30 to 40 people, but Vanke was gradually in crisis. Now, there are less than 300 customers left, and there are only seven core teams making shirts, but the business is still smooth. I can't help thinking, what did so many people usually do before?

Looking back now, the more lively the company is, the more people burn money to muddle along. In order to achieve the goal of annual sales of 654.38 billion+000 billion, Ke Fan calculated how many categories to expand, how many SKUs (inventory units) and how many people to undertake such business. According to the principle that one person manages seven people, the company must have dozens of vice presidents and two or three hundred directors.

At that time, I was intoxicated with this excitement myself, and put all my energy into how to manage these more than 10 thousand people, but I didn't know that what the company really wanted to manage was value.

I began to vaguely feel that something was wrong, but I didn't know what was wrong.

At the peak of Vanke, I began to feel vaguely wrong, but I didn't know what was wrong. It was my good brother Lei Jun who really woke me up for the first time and made me thoroughly reflect on the Vanke model. Lei Jun and I were both born on 1969. small 8 is two months older than me. In the past 17 years, we have been together and exchanged a lot. Because of our peers, our feelings in life and mind are also synchronized.

I first met Lei Jun in 1998. He and I are both 29 years old. I just started a book review weekly, and he just became the general manager of Jinshan Company. Two years later, Lei Jun invited me to start Joyo. After Joyo. Com was sold to Amazon, and Lei Jun gave me investment and advice from my website and Ke Fan.

2007 is very important for Lei Jun and me. This year Lei Jun left Jinshan, and I began to prepare to launch Ke Fan. Lei Jun has deep feelings for Jinshan, leaving his career that he has worked hard for many years, and the pain is self-evident. For many reasons, outside comments are not necessarily true. This kind of pain enabled Lei Jun to be reborn and start again, but after that, he started so beautifully that others did not think of it.

I was dismayed to find that none of them were available.

From 2007 to 20 10, the process of Lei Jun brewing millet brought him great promotion in his career and mind. Lei Jun therefore figured out a lot of things, such as how to brand a product and adhere to the concept of concentration, perfection and word of mouth. During Lei Jun's awakening, I was lost in the rapid growth and impetuous expansion of Vanke. At that time, Lei Jun was carrying a schoolbag full of dozens of mobile phones and excitedly told me the difference between these mobile phones. I didn't agree. When Ke Fan collapsed, I had a deep discussion with him about the future of Ke Fan, and experienced this painful process personally. I realized how profound his changes were.

June 20 13, Lei Jun and I were drinking in Ke Fan, and we had an unpleasant chat, and we couldn't get along at all. Lei Jun is outspoken, saying that Ke Fan's blind expansion is the practice of the last era, and future enterprises will be like Xiaomi, user-oriented and brand-building with products. His words stimulated me a lot. I think it is also true to estimate the growth of business from the growth of users and arrange SKUs accordingly. I thought to myself, Xiaomi doesn't have to squeeze me if he has money.

This conversation ended in discord, and it took me two months to truly believe Lei Jun.. On August 29th, 20 13, I was angry and asked him to go to Vanke. I flew half a floor, covered with all the samples of Ke Fan. When Lei Jun and I walked among hundreds of clothes hangers, I felt very embarrassed, because this was the first time I saw so many real products. I was dismayed to find that none of them were available. Lei Jun said that he felt that he was not standing in a brand store, but in a department store.

This matter completely convinced me. After that, I had seven or eight long talks with Lei Jun for seven or eight hours at a time. Lei Jun said:? Lack of concentration and perfection are the reasons why customers encounter problems. ? He gave it to my customer? De-gross margin, organizational structure, KPI? Three transformation directions. Lei Jun asked me, can we just focus on one basic product first? In my opinion, the shirt is the most basic and can best reflect the technical content, and the most basic shirt is the white shirt.

Once you start to focus and look carefully, the problem comes.

At first, I didn't find it difficult to make a white shirt. Ke Fan has produced 65,438.04 million shirts. But once you start to focus and look carefully, the problem comes.

In 2007, I also participated in the product discussion. After the second half of 2009, everyone said? You don't understand the clothes of old people, let alone your opinions? . I really don't understand, so I recruited many people from the traditional clothing industry to check it out and let it go.

When I seriously want to make a white shirt, I ask these professionals what fabric, what pattern and how to make it. No one can tell me the way. The designer said, what's the use of a white shirt? Why not design more patterns? Now, they have basically left Vanke.

I was out of Beijing for three quarters of the time last year. In order to make a white shirt, I began to arrange business trips, meet suppliers and find factories. When I met the supplier, I realized how big a mistake I had made in the past. They told me that they had visited me in Beijing in the past, but so did I? Drag? I am too busy watching PPT to watch them. They can only deal with grass-roots employees and have to entertain them to take a bath and sing in order to get the order.

These things give me the creeps. It is conceivable that Vanke has been crowded with people who join in the fun before. How to get these people to leave as soon as possible? I made a cruel move, no longer maintaining Vanke's false prosperity, and moved my headquarters from the high-grade office building of Yonggui Center in the West Second Ring Road to Yizhuang in the distant South Fifth Ring Road. People who can't adapt can leave at any time

Most people soon felt the gap and psychological impact of moving. There were more than 5000 customers before moving. After moving, I thought it would be good to drop it to more than 1000, but I didn't expect it to drop to more than 300. When Vanke embarked on a dedicated and extreme route, I found that there were so few people in need. This process is like peeling onions. The more you peel it, the worse it gets. The more you peel it, the more cruel it is. Only by peeling it off can you find out how many things and people we have done before.

These seemingly simple questions, in the final analysis, are the fundamental impetuousness made in China.

There used to be more than 200 people in the shirt department alone, but now there are only seven people in charge of the shirt team. Their main jobs are design, patterns, fabrics and documentaries, and the product manager of shirts is actually me. We first determine Xinjiang high-quality long-staple cotton as the fabric. Next, we fell into a painful white shirt design problem. No matter how we do it, even if we copy it, we can't copy the temperament of big-name white shirts.

Before and after the Spring Festival of 20 14, the people in the team were collectively desperate, and I once wanted to give up. I was suggested to visit Japanese shirt master Ji Guowu in Nanding, Vietnam. Before meeting him, it happened that our mood was at its lowest point. I don't have much hope for this trip because I was disappointed before. Everyone on the plane refused to talk because of my depression. At the hotel in Hanoi, I asked the team members to go to Nanding to meet Ji Guowu first. I thought it was reliable and went. I'm going to fly back to Beijing immediately.

With such a depressed mood, the team arrived in Nanding, and also experienced dramatic displacements such as anchoring and getting lost along the way. Then, this lost mood suddenly became clear the next day. Ji Guowu is a real master. He has been making shirts in Japan for over 30 years, and the company he works for has a history of 120 years. He told us many secrets of design details. For example, add a half lining under the collar to make the collar stiff; Pinch out 6 folds at the cuff to fit the arm; How to design different panels of shirts to match European and American shirts or slim or loose styles?

We are very impressed by the excellence of Japanese masters in craftsmanship. For example, we have studied why clothes will float in water, and everyone is at a loss. The Japanese master asked us to study the machine speed when dyeing clothes. Too fast will produce hairiness. The speed is too slow and the gloss is not enough. Master will call us back in the first gear until the best effect is determined.

These seemingly simple questions, in the final analysis, are the fundamental impetuousness made in China. In the past, we questioned the products, and my partners gave me various quality inspection reports, saying that the manufacturing met the national standard, the European standard and the Japanese standard, but meeting the standards and the user experience were two different things. These things made me realize that all the clothes I used to produce were rubbish.

When I first started to be a Vanke, I boasted that the only international brands that can succeed in China in the future are luxury goods, the consumer goods market will be occupied by China brands, and Uniqlo will definitely fail in China. Seven years later, Uniqlo and Gap have entered China. This is the biggest punishment made in China.

Either keep running or your life is over.

During the year of making white shirts, I wanted to give up many times, and almost everyone around me was shaken. But as a leader, I will give up first. Fortunately, running helped me stick to it. I now run 10 kilometers every day. Dopamine released by running is very helpful to my mood. Once you start running, you will find that you can either keep running or die. Either sit there and sigh, or stick to it and become extremely healthy.

Lei Jun gave me decisive support in spirit. When my future was in a fog, he bravely supported me in front of shareholders and invested in Vanke again in times of crisis. One night, he said on the phone, I dreamed that you could do it well. They are over forty years old and seem to be in love at midnight. Vanke people also said that we couldn't find the right words to describe our feelings.

Lei Jun said, we must have a firm belief in making good products. Good products will grow slowly under the accumulation of word of mouth, and then they will erupt one day in the future. Lei Jun once asked me, do you think their boss can use Nokia phones? At the peak of Vanke, I wore Prada and Dzheniya. Now, Lei Jun and I have been wearing Ke Fan T-shirts and jeans all summer, and it is incredible to think about it.

Vanke has no further financing plan for the time being, and some people have asked me when I will make another image. Ordinary object? Hot spots like that. I said, I'm good at marketing brands, but I don't want to make any more incidents deliberately. The next step is the process of customers accumulating word of mouth.

I hope that when the season changes, I can buy a shirt or an ultra-light down jacket, and it is enough to think of Ke Fan. This is how Uniqlo succeeded step by step. I don't want to join in the fun anymore. I've also joined, and I've seen many companies join in the fun, and finally they all disappeared.

Classic successful sales case analysis II:

In the 1990s, Yunyan was in full swing in the China market. As high-end tobacco representatives in the mainland market, hongta group's Hongtashan and Ashima cigarettes were widely sought after by consumers. Faced with such an almost absolute monopoly tobacco brand, Anhui Bengbu cigarette factory at that time was unattainable. 1in June, 1993, Anhui Bengbu cigarette factory developed a new product that can rival Hongtashan in taste and packaging? Huangshan Tobacco, how to break the blockade of Hongtashan high-end products in Anhui market at that time has become the key for enterprises to consider. From the perspective of industry popularity and communication resources, Bengbu cigarette factory was the largest tobacco enterprise in Asia at that time. Hongta group is not a heavyweight. If you want to break through in the fierce competition, you must be good at following the trend. At that time, Bengbu Cigarette Factory launched a nationwide unlicensed cigarette campaign in Hefei, the capital city of Anhui Province, and branded new national famous brands such as Huangshan, Hongtashan, Ashima and Zhonghua. Results Huangshan tobacco was the first, Hongtashan was the second and China was the third. Subsequently, the company quickly released information in the market: cigarette smoking, Huangshan first, Hongtashan second. The endless stream of soft articles spread rapidly in the national mainstream media, and Hongtashan was caught off guard. With only a few clever public relations strategies, the competitive momentum of Hongtashan, a strong brand, in Anhui, East China and even the national market was well resolved, and the dream of the country's rise was realized with very few resources, creating a classic example of weak brands deftly challenging strong brands and successfully launching new products. The sky is high and the clouds are light. Is it Huangshan Mountain? Taking this as a breakthrough, the main brand of flue-cured tobacco in China, China phase, Chinese flavor? Huangshan tobacco has won both eyeballs and markets.

Throughout the success of Huangshan Tobacco, the key lies in its positioning, skillfully borrowing brand cigarettes, bundling them together, and then spreading them quickly, laying a market foundation. First of all, Huangshan Tobacco puts itself together with mainstream high-end brands for consumers and experts to taste, which means that its product positioning is a competitive product facing the high-end market, even though the product itself has made Huangshan have enough capital; Secondly, at the first time after the tasting, the tasting results spread rapidly in Hefei, the provincial capital. Cigarettes smoked, and advertisements of Huangshan No.1 and Hongtashan No.2 were overwhelming, which realized the first arrival of information and attracted the attention of the media in the province. Third, it is obvious that Huangshan Tobacco's strategic attempt is not only the provincial market, but also products and brand cakes. Therefore, Huangshan has skillfully spread such a theme in the national media, and the theme content has moved from tasting to a broader vision: China Tobacco: Huangshan comes first, Hongtashan comes second, and at this time, Huangshan's brand strategy attempt has basically been brought to the extreme.

Classic successful sales case analysis 3:

1995, black and white? It was only 180 days after its listing, and its sales exceeded1600,000 yuan, which divided the market share of 15% in the crowded cold medicine market and became the second brand in the industry. Is a miracle in the history of marketing communication in China, this phenomenon is called? White and black? Shocking, it has a strong impact in the marketing field.

Generally speaking, in a homogeneous market, it is difficult to find out? Unique sales proposition? (USP). There are many similar drugs in the cold medicine market, and the market has been highly homogeneous, so it is difficult to make a substantial breakthrough in both Chinese and western medicines. Contek, Livzon, Sanjiu, etc? Big shot? With a strong advertising campaign, each occupied a piece of territory, and the pharmaceutical company Gai Tianli, whose strength is not very strong, also came from behind in just half a year. The key lies in its brand-new product concept.

? White and black? That's a good idea. It looks simple. Just divide the cold medicine into white tablets and black tablets, and put the sedative in the cold medicine? Chlorpheniramine? Put it in a black film and do nothing else; Actually, it's not simple. Not only is it very different from competitive brands in appearance, but more importantly, it conforms to the lifestyle of consumers and achieves the strong communication effect of Lenovo.

With the help of advertising companies, black and white? Determined a concise and clear advertising slogan:? Treat a cold, black and white? What is the core message of all advertising communication? Take white pills during the day and don't doze off; Shoot black films at night and sleep soundly. ? The product name and advertising information clearly convey the product concept.