Using the multi-brand strategy, the annual net sales of P&G in the consumer goods industry reached 65.299 billion US dollars, ranking 135 among the top 500 in the world. 1988 entered China and became the largest consumer goods company in China for more than 20 years. P&G reached its peak around 2006, and then degenerated at a speed visible to the naked eye. There are many reasons for this. This article is about the China brand that P&G once despised. Procter & gamble used to start by OEM, but it didn't agree. A few years later, it was found that this local brand was uncompetitive, and now its market share has exceeded 50%, which has become the main rival that restricts its development.

Chen Kaixuan, 1958, from Chaoshan. I bought and sold some local products at home with adults since I was a child until I went to high school. After graduating from high school, he also worked in the south, went to the construction site and worked as a boatman, but after running for three years, there was still no deposit.

After returning home, he found a business opportunity. Although washing powder was cheaper than soap, its popularity was not high at that time, and soap was still commonly used. He borrowed 3000 yuan, acted as an agent for a manufacturer with poor sales, and opened 1 washing powder shop, earning 8000 yuan in the first year.

But when his business did well, the factory established its own supply and marketing chain, excluding Chen Kaixuan. But with a certain amount of money in his hand, he decided to make his own brand, find someone to produce it in the early stage, and stick to his own brand model to expand the market. 1994, Li Bai was born.

When Tide, owned by Procter & Gamble, entered the China market on 1995, Libai was still a small workshop-style manufacturer that produced by OEM. Of course, Libai was not taken seriously. Chen Kaixuan also chose a non-confrontational angle. At that time, Chaoshan and Langqi were all centered on cities, so Chen Kaixuan positioned Li Bai in three or four cities and towns.

Libai expanded from rural areas through the mode of spot and regional exclusive agency, which also made Chen Kaixuan stand out in the crisis of daily chemical industry at the end of the 20th century. 1/4 When the capital chain was broken, Libai's sales doubled because of its exclusive agency and cash spot model.

When laundry detergent appeared and began to replace washing powder, the wave of P&G slowed down again, and Libai followed this echelon. More than that, Libai used the advantages of variety shows around 20 14 to expand Libai's brand awareness. According to public data, the sales volume of Libai after the title variety show increased by 1.66 times compared with before. Tide still insisted on traditional TV media, and finally missed the opportunity in laundry detergent products.

According to the information released at the beginning of 20 18, in 20 17, the market share of Libai washing powder reached 52.3%, ranking first in the industry; The market share of laundry detergent is 26%, second only to Blue Moon; The market share of detergents reached 42.4%, ranking first in the industry, and broke through the 20 billion mark in 20 17. At this time, P&G is struggling in the China market, at least not declining. P&G's multi-brand, Libai also learned that laundry detergent is not only Libai, but also a good father. This opponent, once despised by Procter & Gamble, has now become an unshakable industry giant.