Marketing strategy is a business to customer needs as a starting point, based on experience to obtain information on the amount of customer demand, as well as purchasing power, the expectations of the business community, for this reason, I have compiled for you on the success of the marketing case about, welcome to see.
On the successful marketing case (Part I)
Caterpillar Inc. is the world's largest manufacturer of infrastructure and mining equipment, but also in the field of agricultural machinery and heavy transport machinery also occupies a considerable position, the company's value has exceeded $ 16 billion. Looking back at how far Caterpillar has come, its CEO Donald V. Fites believes that the company's competitive advantage lies in having an unrivaled product distribution system. Around the world, Caterpillar has 186 independent dealers who sell the company's products and provide product support and service, serving as a bridge between the company and its customers. With the exception of newly opened markets in some countries, original equipment manufacturers and the U.S. government, Caterpillar products are distributed through independent dealers. This phenomenon is not seen in other competitors.Fites believes that it is far more advantageous to find dealers locally than to set up a distribution organization for their own business. Because Caterpillar's dealers were local businesses with a certain history, they were y embedded in the local community, and their familiarity with local customers and the resulting close relationships with them made it worthwhile for Caterpillar to spend money on them. In addition, Caterpillar's products are high-value fixed assets, they have a long depreciation period, but they are usually operated in construction sites, mines, and these harsh environments, it is the best products have to break down, and when they do, it will bring financial losses to the users. Through its dealers, Caterpillar has developed the world's fastest and most comprehensive parts delivery and repair service system. The company is committed to getting the replacement parts and repairs needed for Caterpillar products anywhere in the world within 48 hours.
However, a formally sound distribution system is not enough to enable Caterpillar to stand firm in the face of fierce competition, Caterpillar and dealers of the relationship is much more than a contract on the rights and obligations of the relationship between them is more a kind of family-like intimate relationship. Dealers are not only Caterpillar's products to the hands of customers a channel, but also will be the customer's feedback back to a channel, so that the dealer's function is not only to sell products and provide after-sales service, but also can lead to the company to produce more in line with the customer's needs of the product.
For example, Caterpillar introduced the D9L crawler tractor in the early 1980s. This model utilized a number of new design options that were thought to increase efficiency and, accordingly, it was priced higher than traditional models. But after a few hundred D9Ls were sold around the world, disaster struck. Some tractors began to break down after 2,500 hours of operation, suggesting that the D9L was far from being as good as originally envisioned. The problem was enough to shake Caterpillar's dominance in the industry and give competitors a chance to take advantage. To save the company, dealers from all over the world sprang into action, helping the company to devise a set of remedial measures, such as quickly repairing machines that had already broken down and promptly checking those that hadn't broken down for a while. There was also full cooperation between the dealers, such as a British dealer sent personnel to help dealers in Saudi Arabia to deal with such problems, while some dealers, in order to be responsible for customers, day and night service, on call. Finally, one year later, all D9L models were inspected and repaired, users' downtime for repair was compressed to the minimum, possible economic losses were greatly reduced, and customers' complaints disappeared. At the same time, the company's designers changed the design in a timely manner so that the D9L product became a popular product in the market.
The establishment of this partnership with dealers is not something that can be achieved overnight, it is the result of Caterpillar's consistent implementation of the principles and efforts. Fites put forward the following principles of dealing with the relationship with the dealers with managers worthy of reference:
Do not squeeze the dealers. Many companies are guilty of a fault is when the market downturn, they began to squeeze their dealers to ensure their own interests; and once they find any profitable business, they immediately cross the dealers, the business to do their own. In this way, although you can get a momentary benefit, but will long damage the relationship with the dealer. For example, in the 1970s, there was a time when Alaskan businesses demanded that Caterpillar sell their products directly to them or they would buy a competitor's product. But instead of giving in, Caterpillar insisted that the other company buy from its dealers. This was because dealers could provide excellent after-sales service for their products. Caterpillar argued that by bypassing the dealers, it would be cutting off its own arm.
This principle is even more effective when an entire industry is hit by a recession. For example, during the recession in Mexico, Caterpillar's five dealers have weathered the storm, while its competitors' dealers were all but wiped out. When the economic environment improved, Caterpillar became the only supplier.
Providing something other than products and parts to dealers. In addition to providing products and parts, Caterpillar also helps dealers provide installment payments and other credit guarantees to customers, while giving dealers support in inventory management and control, logistics, and equipment maintenance work procedures. For example, the company prints a variety of written technical materials every year to provide dealers' technical personnel as reference, and provides training services to dealers' employees according to their needs at any time, including how to develop business plans, how to predict the market, how to manage electronic information systems, how to manage marketing, advertising and other aspects of management. Particularly noteworthy is that Caterpillar is in the process of setting up a large and complex global electronic contact system linking all dealers with the company's headquarters, its suppliers and warehouses. The ultimate goal of this system is to enable remote monitoring of products sold and the sharing of parts and components inventory among dealers, companies, and manufacturers. The so-called remote monitoring means that no matter where a machine is in the world, dealers and even the company's headquarters can always understand the operation of the situation.
Frequent, in-depth and honest communication with dealers Fites believes that there are no secrets between Caterpillar and its dealers. Dealers trust Caterpillar with their own financial statements and key operating data, which would be difficult to do if there wasn't a high level of trust between the two. Also, Caterpillar Inc. opens its information resources to the maximum extent possible. All company employees and dealership staff have access to instant information from computers about sales trends and forecasts, customer satisfaction survey data, and more.
Each year, Caterpillar's top executives hold a number of regional meetings with the dealership's top executives. At these meetings, they discuss sales goals for each product line and what each side should do to achieve them. In addition, the company regularly invites all 186 dealers to a week-long meeting at the Peoria headquarters location), which focuses on a comprehensive review of the company's strategy, product programs, and marketing policies.
There is a lot of day-to-day contact between people at all levels of Caterpillar and people at dealerships. While there is certainly daily communication at lower levels, it is not uncommon for dealership executives and company senior staff to talk several times a week. Especially over the past s years. Caterpillar has made a conscious effort to increase contact between employees and dealers.The reorganization that took place in 1990 transformed what used to be functional departments into profit centers, which has resulted in everyone in the company, from the youngest employee all the way up to the chief executive officer, being in active contact with dealers. This frequent interaction allowed the company to learn more and faster about what was happening on the front lines of the market.
Keep dealers in the Caterpillar family. Caterpillar usually prefers to deal with family businesses because they believe that family businesses are more consistent in their management policies than public businesses. This is emphasized because Caterpillar's product life cycles are usually around 10-12 years, some as high as 20-30 years. Whereas in public companies, the CEO's tenure is typically only 5-6 years at most, and public companies are likely to be less stable than family businesses in terms of providing consistent service to customers.
Caterpillar also got the children of its dealers interested in Caterpillar from an early age by organizing events. The idea is to introduce them to Caterpillar, get them interested in the business, and allow them to meet their peers, their future workmates. They visit Caterpillar's factories and operate the machines themselves. Caterpillar also encourages dealers to include their children in the business from an early age. From time to time, they arrange summer jobs for dealers' children, and when they graduate from college, they arrange full-time jobs. Sometimes dealers are also advised to put their kids into parts sales for two years, then engineering for a while, and then finally come back to manage the product support business.
Caterpillar's successful marketing case study:
The lifeblood of a business is to satisfy its customers. Due to the progress of science and technology, economic development, the intensification of competition in the market, has made today's customers are different from the previous Gu Rong, today's market is no longer yesterday's market. Now, the dominant power of the market has been shifted from the manufacturers to the customers.
Caterpillar's marketing strategy in the final analysis is actually only one point: close to the customer, closer to the customer and their own distance. The results are clear.
On the successful marketing case (Part II)
In 1955, the 52-year-old Crocker bought the Richards Brothers operated seven McDonald's fast food chain and its store name for 2.7 million dollars, and began his McDonald's hamburger business career. After years of hard work, McDonald's fast food stores have made amazing achievements: at present, it has become the world's largest food company, as of 1986, its annual sales have been as high as 12.4 billion U.S. dollars, with an annual profit of 480 million U.S. dollars, and McDonald's fast-food stores have been located in most parts of the world. If you visit Japan, you can walk into a McDonald's fast-food restaurant to have a big ? McDonald's? hamburger and have a milk ice cream drink. You can also order a McDonald's in Mexico, Switzerland and Thailand. If negotiations are successful, you can even sample McDonald's specialties in Hungary and Yugoslavia. In short, McDonald's is now a global commodity that is virtually ubiquitous. McDonald's golden arched ?M? logo has become popular culture in the world marketplace that is understood without translation, and its corporate image has taken root in the minds of consumers to such an extent that, as a professor at the University of Michigan put it: ? Someone who doesn't see the golden vaults of a McDonald's restaurant one day will have a hard time getting through the day, because it also symbolizes safety.
How did McDonald's achieve this remarkable success? It's due to the company's marketing philosophy. The company knew that a good international image would have a huge impact on its marketing. So its founder Crocker on the one hand, while trying to establish the image of the company's products, but also focus on establishing a good corporate image, to establish the golden image of the ?M? logo. At that time, there were more hamburgers available in the market, but the vast majority of them were of poor quality, slow in supplying customers, bad service attitude, poor hygiene, noisy atmosphere in the restaurant, and consumers were very dissatisfied. In response to this situation, McDonald's company put forward the famous ?Q?, ?s?, ?C? and ?V? management concept, Q on behalf of product quality ?Quality?, S on behalf of the service ?Service?, C on behalf of cleanliness ?Cleanness?, V on behalf of the value ?Value?. They know that providing the right products and services to customers and meeting their changing needs is an important way to build a good corporate image.
McDonald's Corporation in order to ensure the quality of its products, the production of hamburgers every specific detail has a detailed and specific regulations and instructions, from the management of the operation to the selection of specific products, processing, and so on, and even including how long it must be cleaned once the toilet, frying potato chips should be how hot the oil and other details, so that everything can be said. For those who operate McDonald's outlets, they must first go to McDonald's Hamburger University in Illinois for 10 days of training, using ? hamburger? degree before they can open for business. As a result, all McDonald's fast food outlets sell hamburgers with strictly defined quality and ingredients. Take the hamburger with the sale of french fries, for example, as raw materials for potatoes are specially cultivated and carefully selected, and then through the appropriate storage time to adjust the content of starch and sugar, into the temperature can be adjusted in the frying pan deep-fried immediately supplied to the customer, french fries fried within 7 minutes if not yet sold, will be scrapped and no longer supply the customer, which ensures the quality of french fries. At the same time, due to the McDonald's fast food restaurant customers from different classes, with different ages, gender and hobbies, so the hamburger flavor and fast food menu, condiments also cater to different tastes and requirements. These measures make the company's products have won people's admiration and enduring, and set up a good corporate product image, and a good corporate product image for the establishment of a good international image of the enterprise to lay a solid foundation.
McDonald's fast food service is also first-class. There are no pay phones or coin-operated jukeboxes, so there's no hustle and bustle, and it's perfect for a family meal. The seating is comfortable and spacious, and there's an early breakfast as well as a new variety of items to choose from. The service here is so efficient that when it is crowded, all the food items customers want are placed in cartons or paper cup tanks beforehand, and the queue can satisfy all the customer's requirements at one time. McDonald's fast-food restaurants always appear in the place where people need to eat, especially on both sides of the highway, it is written: ?10 meters away from the McDonald's fast-food service? and marked with eye-catching food names and prices; some places are also equipped with a caller, the customer as long as the name and quantity of food reported in the caller, to be driven to the branch when the car will be able to one hand delivery, one hand to pay for the immediate drive to the road. Food taken by the customer to eat in the car, not only properly packaged in advance, so as not to overflow in the car, but also equipped with plastic knives, forks, spoons, straws and napkins, etc., drink cups in advance on behalf of the lid of the cross-hatched, so that customers insert the straw. Such a thorough service, more colorful image of the company added a colorful one.
McDonald's Corporation in the public tree of quality products, quality service image at the same time, but also realize the importance of cleanliness and hygiene for a food company, if there is not a clean and hygienic image, McDonald's is unable to maintain its good image, of course, will not be able to ensure that its good marketing results. So McDonald's fast food stores have developed a strict health standards, such as staff are not allowed to stay long hair, women must bring hair nets, customers must be wiped clean as soon as they leave the desktop, falling on the ground of the pieces of paper, must be picked up immediately, so that fast-food stores are always kept windows clean clean environment. Customers no matter when they walk into the McDonald's fast food stores, can immediately feel clean and comfortable, so that the company to generate trust.
Because of the McDonald's fast food restaurant in the service, quality, cleanliness of the three outstanding performance, so that the customer feels McDonald's fast food is a real enjoyment, the money is also worth it. This feeling will motivate him to walk into the McDonald's store again, into the golden-vaulted restaurant.
McDonald's is so through the Q, S, C, V marketing management model, for the enterprise to win a good image. Today, McDonald's is a safe, reliable image of the international market. The good international image has brought great benefits to the marketing of the company. At the same time, good sales further expand and strengthen the company's international image.
McDonald's successful marketing case review:
The enterprise's products and services can be recognized and accepted by the customer, the enterprise can stand in the market, so all business activities of the enterprise's starting point and destination, is to make the customer by all means to its products and services to feel satisfied. I want to think about what customers think, anxious customers anxious, and want to be more thorough and meticulous.
Carefully analyze the growth process of McDonald's, why a fast food brand can become a symbol of popular culture? There are many reasons, such as the name of the convenient catchy, clean and elegant dining environment, good food quality? And so on, but each reason to look into, are a marketing strategy of serious implementation, implementation.
On the success of the marketing case (Part III)
Early 90's China's home appliance market competition has been white-hot, just in terms of refrigerators, in 1985, China's refrigerator manufacturing enterprises are 116, and to the early 90's has been left with more than 50, and even some of the joint-venture enterprises are also hard to escape the fate of the elimination. Such as the prestigious? Ariston? Family, the heyday *** have 9 brothers, but later in addition to Meiling, Changling and Huayi, the rest of the brothers have disappeared. Yet none of this can stop Electrolux from hurrying. It believes that China is the largest home appliance market in the world. China's home appliance industry after more than a decade of development, although fruitful, but the product technology content, technical features and other aspects of the world's advanced level compared to there is still a certain gap, despite the high visibility of certain products, but the brand loyalty is low, so the old and the new brand, the market opportunity is equal.
I), clear market positioning to silent refrigerator as an entry point
Foreign brands entering the Chinese market is not only faced with the problem of localization of products, but also faced with the problem of localization of marketing strategies. Electrolux has grasped these two points well.
In the late 1990s, the production capacity of China's refrigerators had reached 23 million units, and the actual output had reached more than 10 million units, while the market demand was only 8 million units. Moreover, as the refrigerator market has basically matured, consumer awareness of the brand is very high. The market share of the four major brands, Haier, Rongsheng, Meiling and Xinfei, has reached 71.9%. In terms of product features, Haier is vigorously promoting its antibacterial refrigerator, Rongsheng and Xinfei in energy saving, environmental protection, deodorization has achieved a leading position, Meiling is unique, vigorously develop fresh refrigerator.
In front of such a strong and untouchable rival, Electrolux has carefully designed a marketing strategy full of affectionate colors for its target consumer group characteristics and product style, and to ? The company's products and services have been widely recognized as the best in the world for their quality. as the entry point to enter China's tens of thousands of households. Electrolux proposed. Refrigerator noise you have to endure not one day, two days, but ten years, fifteen years, ? Good enough for you to be able to rely on each other throughout your life, and quiet enough for you to be unaware of it day and night. This very affectionate color marketing language, in addition to making Chinese consumers feel warm and sincere, brand image and product image has also been recognized quiet? It is the personality and style of Electrolux.
In fact, Electrolux pushed the? The first is to make the product more attractive to the public, and the second is to make the product more attractive to the public. Refrigerator is not specially designed and manufactured for the Chinese market, it is only the use of Zanussi high-efficiency low-noise compressor, which is the same as it is in the rest of the world market to provide the same products, the only difference lies in the success of its products shaped the image of affection.
Electrolux Group President Mike Trekos said in a statement on the Chinese market. Electrolux Group President Mike Telekos said in the Chinese market research is worth people to savor a sentence, he said: ? In the development of any country's market, we must pay attention to the local customs and habits, living habits, consumption patterns and other social and cultural differences, only to respect these differences, fully understand, analyze the consumer's awareness of our products, we can win their trust and respect.
two), with a modest image of the brand management packaging
late 90's China refrigerator market share continues to well-known brands of goods concentration, non-brand-name goods market further shrinkage, Haier as a refrigerator industry leader, market share has reached more than 30%, constituting Electrolux to expand the Chinese refrigerator market, one of the main competitors. But at the same time, Haier in the fierce market fight in the process of accumulated rich marketing experience, after-sales service experience, brand image expansion strategy and sales network construction experience for Electrolux in China to implement the localization of marketing is undoubtedly the most effective, the most convenient and the most influential revelation.
Electrolux believes that although foreign companies have their own brand advantages and product advantages, they must pay attention to the suitability of marketing means to compete in the Chinese market, and build on the basis of the understanding of the consumer culture of the Chinese market. To this end, Electrolux in the market into the early stages of a low profile modest to Haier to learn from the marketing experience, not only can make their own marketing work less detours, to avoid the lessons of the failure of cooperation between Whirlpool, Ariston and Chinese enterprises, but also in the Chinese public to establish a modest and pragmatic corporate image. And in the Chinese business community has always been? Peers are enemies? The saying, see the same behavior as a big enemy. At that time, some refrigerator manufacturers were boasting, and in order to expand their brand awareness, they tried their best to publicize their performance in various media. In this case, Electrolux in February 1998 in Haikou held a national dealer conference solemnly put forward to Haier learning slogan, immediately set off a furor in the industrial and commercial circles, an annual sales of 14.7 billion U.S. dollars of international home appliance giant to sales of only 5% of its Chinese brand learning itself has caused a strong sensational effect.
Third, marketing and publicity always reflect the image of brand affinity
Electrolux Group in the market promotion, and some domestic enterprises invested huge sums of money in the media to advertise the practice of forming a strong contrast.
Electrolux has always followed the low profile of advertising and publicity, high investment in research and development business purposes. So Electrolux in the product introduction period of advertising is very restrained, and do not forget to give advertising to a strong persuasive and affectionate. According to the Beijing market research center statistics, in 1998, the refrigerator brand plane advertising, Electrolux advertising costs and Haier, Rongsheng only 1 / 3. In the geographical distribution of advertising, Haier is characterized by blossoming all over the country, showing that it is ambitious, to the world for himself; Electrolux is the main attack on Beijing, Shanghai and the northeast, east China, south China, the big cities. In the northwest Electrolux put only 0.8 million yuan, Haier is 277,000 yuan. Electrolux also invested little or nothing in Gansu, Qinghai, Yunnan and Inner Mongolia. Instead, the amount of investment in Beijing is as high as 100,600 yuan, while Haier is 92,200 yuan, less than it. This shows that the two brands have different advertising strategies, and high-income families in key cities are Electrolux's established target consumer groups.
In the 586 print media monitored by China Enterprise Research Monitoring Network, Electrolux mainly chooses municipal media, especially morning and evening newspapers, in order to reflect its proximity. In order to strengthen its brand recognition, Electrolux in the implicit advertising, seriously learn from Haier's successful experience in launching public opinion campaigns, in many publicity media to highlight the excellence of its products and the establishment of the image of affinity with consumers, the momentum of a strong, great impact is difficult to estimate.
Electrolux often has amazing things to do in terms of publicity content. Last year, combined with their own after-sales service marketing strategy, Electrolux launched in the media? One year replacement, ten years repair? This is the same as Haier's commitment in the air conditioning industry. Six-year warranty? The same song, the same, this is also Electrolux proposed to Haier to learn again after the waves in the consumer.
Fourth, the promotion of various means to reflect the affinity is still the main theme
Electrolux in addition to television and print media advertising, its main promotional activities are in the sales store directly to consumers, so that customers of the company's standardized operation, product technical level and service water difficult to leave a good impression. For example, for China's urban refrigerators into the replacement period, Electrolux launched a super-value to abandon the old, old for new action. Where the purchase of Electrolux users, the old refrigerator can be used in exchange for a vacuum cleaner or electric kettle produced by Electrolux, and is responsible for door-to-door transportation. In some places, it is implemented? 300 yuan off the retail price and a free bicycle? In some places, the company is offering a $300 discount on the retail price and a free bicycle. Use it for two weeks and pay when you are satisfied. The company's business is a very important part of the company's success," he said.
Another Electrolux marketing group is the urban newlyweds. The company's products and services are available in a wide range of colors and sizes. The first time I saw it, it was the first time I saw it, and it was the first time I saw it. The company's website is a great source of information about the company's products. Chinese New Year? During the period, Electrolux has launched a very targeted? Honeymoon gifts for lovers? promotional activities, also known as "honeymoon gift" in some areas. The "Send a sweet dowry" campaign is also known in some areas as the "Send a sweet dowry" campaign. activity, the purchase of Electrolux refrigerator newlyweds gift food blender, steam iron, bread oven and other small appliances, Electrolux promotional form of ordinary consumers are also applicable, the gift content is more extensive, and even send drinks, send a year of electricity, send shopping discount card, and so on. Electrolux just around the refrigerator generation and the newly married family for marketing articles, not only to expand the market share, more importantly, in the consumer's affectionate image has been played to the fullest, this affectionate image in turn strengthens the brand advantage, the formation of a new virtuous cycle.
As the saying goes? The first thing you need to do is to get your hands on a new product, and then you'll be able to get your hands on a new one. Electrolux can be said to know this way, marketing strategy using attack? The company's marketing strategy is to attack the heart of the market. The company's marketing strategy is to attack the hearts of the consumers. The king of the market is the king of the market. It is also not to be called the king of the world. The marketing strategy of Electrolux is based on the "heart". , and even less self-aggrandizement, advertising investment is also a low profile, however, its brand image and product image has had an impact on consumers.
Electrolux successful marketing case review:
Electrolux in the promotion of the product successfully used the affectionate, localized marketing strategy, close to the hearts of customers, so as to successfully occupy the market.
An enterprise with a quality product does not mean that the inevitable market, but also must rely on effective marketing strategy to expand, and the soul of marketing is effective.