Successful marketing case analysis 1: Changyu painstaking marketing: Yantai Changyu Grape Brewing Company, the predecessor of Yantai Changyu Group Co., Ltd., was founded in 1892 and has a history of 107. She is the first industrialized wine producer in China and the largest wine producer in China and even Asia. The main products are brandy, wine, champagne, health wine, Chinese patent medicine wine and grain wine, with an annual production capacity of more than 80,000 tons. Products sell well all over the country and are exported to more than 20 countries and regions in the world.
First, Changyu has experienced ups and downs in the past century and created brilliance.
1892 (18th year of Guangxu in Qing dynasty), Zhang Bishi, a famous overseas Chinese businessman, founded Changyu Brewing Company in Yantai. The naming of, first attack Zhang surname, then borrow it? Changyu Xinglong? Lucky. After more than ten years of hard work, Changyu finally brewed high-quality products. 19 15, at the World Products Festival.
At the Pacific World Expo in Panama, Changyu's brandy, red grapes, riesling and Qiong Yao pulp won four gold medals and the best certificate in one fell swoop. Since then, China wine has been recognized by the world.
After the reform and opening up, the social and economic environment has provided unprecedented opportunities for its development. Changyu products have won many awards at home and abroad by virtue of their excellent quality and become well-known brand-name products. However, the famous brand is not equal to the market, and the golden signboard is a big advantage of Changyu, but this advantage is not enough to make Changyu invincible in the market. In the first two years of changing to market economy, due to poor market concept, enterprises lacked the ability to adapt to market competition, blindly produced and waited for customers to come to their homes, which was punished by the market: 1989, Changyu's output value decreased by 2.5% compared with the previous year, output decreased by 26.2%, four of the six production lines stopped production, and14 employees did not work. At the critical moment, Zhang felt sorry for not lying in history. After actively reflecting on the reasons for failure, trying to explore market rules and studying marketing, the company was established. Market first? Business philosophy and? Marketing promotion enterprise? Our development strategy has achieved two fundamental changes: first, enterprises have changed from? Selling my products? Become? Produce the products I sell? Everything revolves around the market;
Two: by? Doing business? Become? Do the market? From where? Sales? Become? Marketing? . These two changes make the management of enterprises no longer a simple production and marketing problem, but an organic combination of market-oriented research, decision-making, implementation and monitoring, which can not only meet the interests of consumers, but also create the best benefits for enterprises. Under the guidance of the correct marketing concept, 1997 and 1998 ranked first in the same industry in terms of production and sales volume, sales revenue and market share for two consecutive years; In the national product market competitiveness survey of 1998, it won the first place in the eyes of consumers in three aspects: ideal brand, actually purchased brand and preferred shopping brand of 1999.
Second, the competition in the wine market.
Wine has many health functions. Grape fermentation can produce more than a dozen amino acids needed by human body, which can alleviate oxidation reaction, clean arteries and prevent heart diseases such as atherosclerosis. At the same time, wine also helps digestion, and is rich in vitamins B 1, B2, B6, B 12 and various minerals, which can enrich people's appearance.
In recent years, with the enhancement of Chinese people's concept of healthy eating, wine has been favored because of its various health functions, and its consumption has suddenly warmed up, becoming the new favorite of the wine market. 100 more than foreign brands and more than 400 domestic manufacturers and brands from more than 10 countries gathered in our market, and the intensity of market competition can be imagined. At present, there are more than 20 domestic wine producers with an annual output of 1 10,000 tons. Only Changyu, Great Wall and Dynasty are the giants of wine production. According to statistics, the market shares of the three powerful enterprises are Changyu 19.35%, Great Wall 16.09% and Dynasty 15.57% respectively. Consumers' familiarity with the three brands is Changyu 73%, Great Wall 35% and Dynasty 30% respectively. The wine brands that consumers drink most often are Zhang Yu (43%), Great Wall (19%) and Dynasty (15%). Changyu wine, a well-known trademark in China, is a brand that consumers are most familiar with and often drink.
After a life-and-death contest with foreign wine, domestic wine, especially domestic dry red wine, has achieved substantial victory with its excellent quality and low price. According to statistics, among the nearly 40,000 tons of domestic dry red wine consumed by 1996, the domestic dry red wine exceeds 20,000 tons, while the foreign brand wine is only about 1 10,000 tons. Since 1998, Changyu, Great Wall and Dynasty have occupied about 60% of the market share, while dozens of brands such as Wild Power and Dragon Emblem have grown into the second echelon, occupying the vast majority of the remaining market share. Assemblers, small enterprises and small workshops with miscellaneous brands of foreign wine struggle to survive and there is almost no market. 1998? 1999, hundreds of wineries closed down.
Third, cultivate the market.
Changyu's Good Intention1At the end of 998, the market research department of Changyu Marketing Company found that the consumption structure of wine terminals in coastal areas and central and western cities was quite different when analyzing the market information fed back from all over the country. The proportion of personal consumption of wine in coastal areas is very high, and the market sales volume is relatively stable; Mainland cities mainly consume public funds (accounting for more than 70%), and the market sales volume fluctuates greatly. At the same time, the psychological survey of end consumers shows that consumers in coastal areas pay more attention to the health function and cultural taste of wine, while consumers in Chinese mainland pay more attention to identity and fashion. This shows that the wine in coastal areas has entered the stage of rational consumption and the mature market with slow speed, while the inland cities are in the stage of perceptual consumption and the market is rising. However, because the main consumption areas of wine in China are in coastal areas, it can be speculated that the growth rate of the wine market of 1999 will slow down, and Changyu Company must adjust its marketing strategy accordingly and increase the intensity of market cultivation and development.
Changyu is very clear: compared with beer and liquor, the market size of wine is too small, and the market size of the whole industry is less than 654.38+000 billion yuan at best. At present, the per capita annual wine consumption in China is only 0.3 liters, which is the world average 1/20. China people's consumption habit of liquor is gradually formed in the historical development, which is a major feature of the catering industry in China. It is difficult to change in the short term, and we need to make great efforts to guide consumption. If every China person consumes two bottles of wine every year (1.5 liter), it will need 6.5438+0.95 million tons of wine, and the market scale will reach 78 billion yuan. This shows that China wine market still has huge development space, and the key lies in the cultivation and development of the market.
In order to cultivate consumers, Changyu focuses on? Communication? . Restricted by price factors, regular wine consumers are mainly middle-and high-income groups, in addition, executives are also the mainstream consumer groups that can not be ignored; Occasionally, sex consumers are mainly young people. The main target of Changyu communication is these people, that is, to consolidate fixed consumers, let occasional consumers gradually turn to fixed consumers, and at the same time open up a large number of new consumers. According to different consumption levels, they adopt different communication methods.
For frequent visitors, Changyu mainly shows the health, nature and cultural connotation of wine, as well as the taste and style of wine through a series of targeted integrated communication. They are carried out through the main information sources of ordinary consumers, such as high-end magazines, sports programs, hotels and so on. Moisturize things silently? Cultural infiltration, improve the affinity of wine in the eyes of these consumers, and at the same time establish the classic image of Changyu Oriental Red Wine through a series of brand strategies. Legendary quality, a hundred years of prosperity? As a theme, it has also achieved good results in the systematic communication of wine.
For the occasional consumer, Zhang Yu focuses on showing the fashion color of wine itself, transmitting the fashion information of various wines through the controllable communication of mass media, and creating an atmosphere, that is, promoting wine as a symbol of identity and making it a part of fashion trends. For example, opening up eye-catching wine consumption columns in newspapers, inserting various topics about wine in prime time of TV stations, and holding various wine knowledge lectures. Through the cumulative penetration of communication, consumers began to establish such a mentality: choosing wine is to choose a better lifestyle. Afterwards, the survey showed that many consumers were influenced by this kind of communication and gradually fell in love with wine.
Since 1998, Changyu has found many new consumers through a massive national activity: this was held all over the country in the past two years? Chinese wine culture exhibition? . Changyu has a profound cultural heritage of one hundred years. Zhang Yu, who combines Chinese and western cultures, has increasingly emphasized a cultural identity in the market development, that is, her oriental personality. Based on the traditional culture of China? Chinese wine culture exhibition? With a large number of pictures and historical facts, the long history of China wine over 2 000 years was introduced in detail.
In the new Millennium, Changyu's prediction of 1999 market was confirmed, and wine began to enter the consumption platform period. However, Changyu still maintained a good development momentum, with sales revenue exceeding 13.6 1 100 million yuan, an increase of 36% compared with 1998. In Changyu's marketing strategy in 2000, the core part is still to cultivate the market and consumers as always? Kindness? . Zhang Yu said: They will continue to cultivate the market, and strive to extend the sales network to the county level in the next two years and increase the market share by 65,438+00 percentage points.
Successful marketing case analysis II: The marketing strategy of credit card business of Hong Kong banks is in Hong Kong. There are more banks than rice shops? It is no exaggeration to say so. As an international financial center next to new york and London, Hong Kong has gathered hundreds of banks from 40 countries in a tiny area of less than 65,438+065,438+000 square kilometers, including 80 international big banks among the 65,438+000 best banks in the world, 368 authorized institutions and representatives of local banks and nearly 65,438+0500. 1 1.6% of Hong Kong's population works in financial institutions, and everyone in Hong Kong can't live without banks and finance. A small credit card is enough to reflect this connection. Credit cards are widely accepted and used by Hong Kong people and occupy an important position in their lives. Credit card business has naturally become a battleground for businesses. The credit card market in Hong Kong has great potential, but there are many competitors. In order to survive and develop, banks actively carry out promotional activities and financial innovations emerge one after another.
HSBC is one of the banks with the largest number of branches in Hong Kong, and its hardware facilities are quite complete. With the credit card of HSBC, you can spend money at 4.2 million merchants around the world, and withdraw money at 9,000 ATMs and 200,000 special service agencies around the world. In order to attract more users, HSBC's credit card also comes with three additional services: First, 30-day shopping guarantee. If the goods purchased by credit card are damaged or stolen, you can get compensation as high as HK$ 3,000. Second, global travel insurance. Cardholders enjoy personal accident insurance of up to HK$ 2 million during their travel, including compensation for lost luggage, legal support, safety guarantee and accidental medical allowance. Third, global emergency medical support. Cardholders can get medical consultation and referral services by calling the nearest hotline. At the same time, holding a credit card can get car rental and consumption discounts from many famous shops, and you can also redeem cash gift certificates from many famous shops and restaurants in Hong Kong through the points program. So-called? Points plan? That is, each cash payment or overdraft of HK$ 65,438+0, corresponding to a certain point, can be exchanged for gifts, travel or bonuses free of charge or at preferential prices within the time period specified by the bank. In addition, HSBC has adopted different strategies and different card types for different consumer groups and hot spots in different periods. For example, in order to win over students as a consumer group, HSBC's credit card strategy for college students is to avoid paying the annual fee for the first year and give small gifts when applying. Are you online? 198 During the World Cup, HSBC used this world-famous sports event to launch for fans? World Cup MasterCard? . This credit card is printed? The symbol of the 98 World Cup, and also invited the ball king Bailey to advertise for it. In addition, you can enjoy three benefits when you apply for this card; Cash 100 yuan to get 3 coupons for famous sporting goods stores; Enjoy a 10% discount on spending in 3 special sporting goods stores; Get the latest sports consultation. At the same time, you can enjoy a 30-day shopping guarantee and participate in the points plan. Therefore, the card was welcomed by fans as soon as it was launched.
Bank of East Asia is a strong rival of HSBC. Launched in Hong Kong and East Asia? World pass? Credit card. Keep? World pass? Can it be found all over the world? Visa nterlink？ Merchants with logos can shop directly, free of charge, and can easily transfer money to overseas relatives and friends. On the campus of the University of Hong Kong, the Bank of East Asia adopted a different marketing strategy from HSBC. The Bank of East Asia has launched a credit card business specifically for Hong Kong university students and faculty. HKU smart card and HKU credit card. The most special function of HKU Snart card is that it can also be used as a student ID card and a staff ID card of a university. The smart card is printed with the cardholder's photo. When paying bills in HKU campus and all Visa Casb merchants, cardholders can conveniently perform various operations at ATMs outside the campus without signing and entering passwords. In view of the high price elasticity of students, the Bank of East Asia has also implemented incentive measures such as annual fee exemption and preferential points plan for student cards during school. In addition, East Asia also cooperates with HKU to provide cardholders with several benefits that are closely related to HKU's life and study: with the East Asia card, they can directly apply for the sports center membership card, and they are exempt from the life membership fee of the University Student Union, 800 yuan; 500 yuan deposit can be saved when you apply for a library card; You can get a discount when you apply for the annual fee of computer network service in HKU's computer center. In order to show the mutual support between the bank and HKU, they also announced that they would transfer 0.35% of the monthly deduction amount of HKU credit card to HKU? Teaching and research development fund? After that, 50% of the annual fee will also be transferred to the fund. In this way, the Bank of East Asia has established a public image of supporting education and blending with HKU, and won the trust of HKU teachers and students.
Other banks in Hong Kong have also taken various measures to promote their credit cards. For example, Citibank caters to Hong Kong people? Idolated team? Right? Four kings? Worship psychology and invite Aaron Kwok to launch a series of advertisements. As long as you apply for Citibank credit card, you can get free annual fee for the first year? 98 Aaron Kwok concert tickets? Two. And then what? Aaron Kwok? A watch. This promotion is naturally obtained? Aaron Kwok fans? A warm response. Chase Manhattan Bank's credit card attracts customers with priority booking (concerts, sports events and stage performances) and double-entry points (double-entry calculation of points) and a free repayment period of up to 70 days.
In short, in the credit card promotion war, consumers see exquisite cards, attractive preferential conditions, generous gifts and moving advertising words, but what is hidden behind them is superb marketing strategies and ingenious financial innovation.
1) price strategy
That is, banks attract customers by lowering the price of credit cards. The price components used by customers to purchase credit card services include card issuance fee, annual credit card fee, transfer fee, overdraft interest, fund precipitation and card replacement fee. In the fierce market competition, banks have reduced or even exempted various fees to win customers. The most typical ones are free card handling, free annual fee and free transfer. Therefore, the proportion of this part of income in the profit composition of bank credit card business tends to decrease. The strategy of reducing price has become the most basic credit card marketing strategy. In order to encourage consumers' long-term consumption behavior, banks have introduced measures such as low overdraft interest rate and preferential points plan to obtain long-term stable interest income. More importantly, this will increase the consumption of customers in special merchants and increase the commission income of merchants. In this way, the proportion of merchant commission in the profit composition of bank credit card business will increase and become the profit growth point of bank credit card business.
2) Service strategy
In other words, banks impress customers by improving basic credit card services and adding additional credit card services. The basic service of credit card has the characteristics of overdraft and convenient access. At the beginning of the credit card war, banks often made great efforts to improve the quality of basic services, such as improving the convenience of ATM universal deposit and withdrawal, increasing the POS networking scope of merchants, and improving services such as consumer customers, authorization, loss reporting and card replacement. However, when the competition developed to a certain extent, the service strategy turned to increase the additional services of credit cards, such as shopping protection, travel insurance, global medical emergency support, priority booking and discounts provided by many merchants. Perfecting the services of credit cards can not only make cardholders feel convenient and fast in consumption, but also enable cardholders to obtain many benefits and security guarantees brought by credit cards, which reflects the bank's comprehensive care for cardholders. This humanized service innovation can arouse customers' goodwill and be favored by the market.
3) product strategy
That is, banks occupy specific market segments by developing differentiated products for market segments. According to the cardholder's age, occupation, income, hobbies and other characteristics, we can divide different market segments and launch cards with special service functions to win over consumers. For example, the World Cup football card for fans, the university credit card for teachers and students of a university, and the star card for fans can meet the specific needs of consumers in market segments, so they are more easily accepted by consumers in this market. With the improvement of people's living standards, the personalized requirements for goods will be higher and higher. Therefore, the design of financial products must also be transformed from a large market for many consumers to a small market for a few or even individual consumers with distinctive personalities and special needs, which is an inevitable trend of financial product innovation.
The economic development of Hong Kong society is much higher than the average economic level of the mainland, and its financial market is fully competitive and developed because of the social characteristics of freedom and legal system. Therefore, Hong Kong's finance has occupied a place in the world. For the mainland, the return of Hong Kong has brought opportunities for financial exchanges and learning between the two places. It is more realistic and positive to learn from the successful experience of Hong Kong banking industry in financial innovation.
Comments on successful cases of classic marketing of bank credit in Hong Kong;
Only by comparison can we know the gap. There are many ways for banks in Hong Kong to promote credit cards, which is very different from the relatively calm market in the Mainland. Of course, there are gaps in hardware facilities such as systems, but more of them are conceptual gaps. Nowadays, enterprises should focus on developing the market. Only by turning the potential market into a realistic consumer market can it be profitable and profitable. The mainland's market opening strategy should be changed from promotion to marketing.
Case study of successful marketing 3: Customer is God-the way to success. Caterpillar is the largest manufacturer of infrastructure and mining equipment in the world, and also occupies a considerable position in the fields of agricultural machinery and heavy transport machinery. At present, the company's value has exceeded $654.38+06 billion. Looking back on Caterpillar's road, Donald V.Fites, its CEO, thinks that the company's competitive advantage lies in its unparalleled product distribution system. Around the world, Caterpillar has 186 independent distributors, who sell the company's products and provide product support and services, thus becoming a bridge between the company and customers. Caterpillar products are distributed through independent distributors except in some countries, original equipment manufacturers and new markets opened by the US government. This phenomenon is invisible to other competitors. Fites believes that finding a local distributor is far more advantageous than setting up a distribution agency for your own enterprise. Because all Caterpillar dealers are local enterprises with a certain history and have been deeply integrated into the local society. Their familiarity with local customers and the close relationship they have established are worth spending money on. In addition, Caterpillar's products are high-value fixed assets with a long depreciation period, but they usually work in harsh environments such as construction sites and mines, and even the best products will break down, which will bring economic losses to users. Through distributors, Caterpillar has formed the fastest and most comprehensive parts delivery and maintenance service system in the world. The company promises to provide replacement parts and maintenance services for Caterpillar products all over the world within 48 hours.
However, only a well-formed distribution system is not enough for Caterpillar to gain a firm foothold in the fierce competition. The relationship between Caterpillar and dealers is far better than the rights and obligations stipulated in a paper contract, and it is a family-style intimate relationship. Distributor is not only a channel for Caterpillar products to be delivered to customers, but also a channel for customer feedback. In this way, the functions of dealers are not only to sell products and provide after-sales service, but also to promote the company to produce products that meet customer needs.
For example, Caterpillar introduced the D9L crawler bulldozer in the early 1980s. This model adopts some new design schemes, so it is considered that it can improve the efficiency of use. Correspondingly, the price of this model is higher than that of traditional models. But when D9L sold hundreds of units around the world, a disaster came quietly. Some tractors start to break down after working for 2500 hours, which shows that D9L is far from being as good as originally thought. This problem is enough to shake Caterpillar's dominant position in the industry and give competitors an opportunity. In order to save the company, dealers all over the country took action. They helped the company to formulate a set of remedial measures, such as quickly repairing the machines that have failed and checking the machines that have not yet failed. There is also full cooperation between dealers. For example, a British dealer sends personnel to help Saudi dealers deal with such problems, while some dealers are on standby day and night in order to be responsible for customers. Finally, one year later, all the D9L models were overhauled, the downtime of users was shortened to the shortest, the possible economic losses were greatly reduced, and customer complaints disappeared. At the same time, the company's designers also changed the design in time, making D9L products very popular in the market.
This partnership with dealers can't be achieved overnight, which is the result of Caterpillar's consistent principles and efforts. The following principles put forward by Fites to deal with the relationship with dealers are worth learning by managers:
Don't squeeze the dealer. One of the mistakes made by many enterprises is that when they find that the market is depressed, they begin to squeeze users to ensure their own interests; Once you find any profitable business, you will immediately go over the dealer and take the business yourself. Although this can gain temporary benefits, it will damage the relationship with dealers in the long run. For example, in the 1970s, enterprises in Alaska once asked Caterpillar to sell products directly to them, otherwise they would buy products from competitors. But instead of giving in, Caterpillar insisted that the other party buy from its dealers. Because dealers can provide excellent after-sales service for products. Caterpillar believes that if you bypass the dealer, you are breaking your arm.
This principle is more effective when the whole industry is hit by the economic recession. For example, during the economic recession in Mexico, all five Caterpillar dealers survived, while competitors' dealers were wiped out. When the economic environment improved, Caterpillar became the only supplier.
Provide other things besides products and parts to dealers. In addition to providing products and spare parts, Caterpillar also helps dealers to provide customers with credit guarantees such as installment payment, and supports dealers in inventory management and control, logistics and equipment maintenance procedures. For example, every year, the company prints all kinds of written technical materials for dealers' technicians as reference, and provides training services for its employees at any time according to the needs of dealers, including how to make business plans, how to predict the market, how to manage electronic information systems, how to manage marketing and advertising, etc. In particular, Caterpillar is building a huge and complex global electronic contact system, connecting all dealers with the company headquarters, suppliers and warehouses. The ultimate goal of the system is to monitor the products sold remotely and share spare parts among the company's distributors, companies and manufacturers. The so-called remote monitoring means that no matter where a machine is in the world, dealers and even company headquarters can know its operation at any time.
Frequent in-depth and frank communication with dealers. Fites believes that there are no secrets between Caterpillar and dealers. Dealers have a high degree of trust in Caterpillar. If they don't have a high degree of trust in their financial statements and key business data, it will be difficult to do this. At the same time, Caterpillar has also opened its own information resources to the maximum extent. Employees of all companies and distributors can get real-time information about sales trends and forecasts, customer satisfaction survey data and so on from computers. Every year, the top management of Caterpillar Company holds some regional meetings with the top management of dealers. At the meeting, they discussed the sales target of each product line and how the two sides should achieve this goal. In addition, the company regularly invites all 186 dealers to hold a week-long meeting in Pioria, mainly to comprehensively review the company's strategy, product plan and marketing policy.
There are many daily contacts between people at all levels of Caterpillar and dealers. At a lower level, although communication is required every day, it is not uncommon for dealers' executives and senior staff of the company to talk several times a week. Especially in the past few years. Caterpillar has consciously increased the contact between employees and distributors. 1990' s reorganization has turned the former functional departments into profit centers, allowing everyone in the company, from the youngest employee to the CEO, to take the initiative to contact the dealers. This frequent interaction enables companies to know more about the front line of the market faster.
Leave the dealer in the Caterpillar family. Caterpillar companies are usually more willing to deal with family businesses because they believe that family businesses are more consistent in management policies than public enterprises. This is emphasized because the product life cycle of Caterpillar Company is generally around 10- 12 years, and some even as high as 20-30 years. In public enterprises, the term of office of the CEO is generally only 5-6 years at most. From the perspective of providing consistent services to customers, public enterprises may not be as stable as family enterprises.
Caterpillar also organized various activities to make dealers' children interested in Caterpillar from an early age. The idea of the company is to let them know about Caterpillar, make them interested in this business, and let them know their peers, that is, future working partners. They visited Caterpillar's factory and operated the machines themselves. At the same time, Caterpillar also encourages dealers to let their children work in the company from an early age. They often arrange some summer jobs for dealers' children, and then arrange some full-time jobs after they graduate from college. Sometimes dealers are advised to let their children do parts sales for two years, then work in the engineering department for a while, and finally manage the product support business.
Comments on classic successful marketing cases of Caterpillar Company;
The source of enterprise's life lies in satisfying Gu Rong. Due to the progress of science and technology, the development of economy and the intensification of market competition, today's customers are different from those in Gu Rong before, and today's market is no longer yesterday's market. Now, the dominance of the market has shifted from manufacturers to customers.
In the final analysis, Caterpillar's marketing strategy is only one: close to customers and close to customers. The result is obvious.
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