On September 1 day, I put forward the concept of "Jiang Paradox", pointing out that Jiang has done a good job in the aspects of liquor rejuvenation, product media, variety and organization digitalization, but at the same time it has also formed a corresponding "collapse":
1. Because the label of youthfulness is quite profound, it lacks status among the majority of liquor consumers.
2. Because of the excellent expression of small scenes and small emotions, the public has a bad impression of the quality of ginger products; At the same time, the core proposition of the brand is not clear. What do you mean "life is simple"?
3. The diversification trend of categories and brands is obvious, which leads to the fact that the Xiaoquxiang route represented by Jiang is no longer important and mainstream, and the operation of enterprises may be out of focus.
4. The digitalization of enterprises and the IP of brands mean that fans have greater potential to tap, but at present, ginger is still mainly distributed in depth offline, and the online (including community) operation ability is insufficient.
Of course, the collapse I'm talking about is not derogatory, but a deficiency caused by a certain specialty-I call it the "paradox" of Jiang's development-that is to say, this deficiency is relative. Everything has two sides, and the long side is short.
The founder is quite innocent and helpless about some people's doubts about Jiang's quality. He has always attached great importance to product quality-using pure sorghum to brew and realizing stable production capacity through large-scale modern production equipment, that is, using the integration ability of the whole industrial chain to control quality and production capacity. To this end, he spared no effort to build more than 5,000 mu of sorghum planting demonstration field in Baisha Town, jiangjin district, Chongqing (the local government plans to support 65,438+10,000 mu of radiation planting through companies and farmers). Even so, we cannot avoid criticism from social media. Reflecting on this: "It seems that the marketing of ginger is not so good."
In my opinion, there are only two kinds of criticisms of social media: one is consumers who don't know the truth or are misled, and they need enterprises to open the right way of communication; One is an attack from an individual opponent. On the one hand, they are jealous of Jiang's achievements and have taken actions intentionally or unintentionally. Here, "unintentional" may be the majority, because it stems from the subjective prejudice caused by Jiang's "collapse". This part can dissipate automatically with the clarity of corporate image; After all, intentional attack is a stab in the back and a crime. Considering the high cost of this behavior, it is a minority or local phenomenon.
In other words, people have many misunderstandings and prejudices about Jiang's "quality". This requires Jiang to make more efforts in marketing and cross the "critical" zone: building such a factory not only requires huge funds, but also needs to spread the determination and action dynamics of the entire industrial chain to the industry and consumers. For example: 1. Raw materials: Where does ginger sorghum come from? If all sorghum is brewed instead of blended with purchased alcohol, the sales scale of 3 billion means the purchase demand of 30,000-60,000 tons of sorghum, which needs the guarantee of100,000-200,000 mu of sorghum plantation. 2. Technology: How can modern technology ensure the characteristics of traditional technology and the quality of the same scale? These need to be made clear to consumers. 3.R&D: Jiang wants to be Huawei in the wine industry. Where will these R&D points? What did you do?
At the same time, Jiang also needs to convey the core value points and demands of products to a wider range of consumers, that is, not only small feelings, but also "big spirit." For example, Wang Laoji once used "fear of getting angry and drinking Wang Laoji" to penetrate into various circles and regions. So, how did Jiang choose his own value keywords? Is pure grain healthier? Or highlight the brewing of pure sorghum? In terms of brand, what Jiang highlights at present is that "life is very simple". What is its connotation? How can it be as vivid and deeply rooted in people's hearts as Nike's "just do it"?
Between the two, product value appeal is the basis and interest point of direct consumption, while brand appeal is emotional or spiritual personality, which can make Jiang a young spiritual symbol, not just the circle emotion of young people. In this way, Jiang can break the boundaries of age groups and successfully get out of this circle.
It seems that Jiang is going to fight a quality marketing war. After all, it is normal for consumers to have "prejudice", and the process of enterprise information reaching consumers will not only naturally decline, but even be alienated. Although social media is highly developed now, the law of "cognition is greater than fact" has not fundamentally changed. In order to make consumers change their views, not only enterprises should attach great importance to it, but also they should be loved by consumers.
In terms of creative and innovative content marketing, Jiang is obviously not lacking. But in the past, it highlighted the brand characteristics of young people with freshness. Now we need to make up this important chapter in communication.
In terms of brand (category) diversification, Jiang has actually done quite well, among which "Mei Jian" (low-alcohol fruit wine, meaning "long time no see") has been greatly welcomed by the market and has become the fastest-growing sub-brand (category). In addition, Jiang is also exploring the road of industrial diversification. These all require considerable caution. If it is divided into three steps, Jiang is first of all a liquor enterprise that takes the Xiaoquxiang route; Secondly, it is a multi-category wine enterprise that satisfies young people's healthy drinking and trendy drinking; Thirdly, on a larger scale, Jiang can become an enterprise group with wine merchants as the leader and spanning industries such as planting, tourism and bar service. These three stages need to be done step by step.
The rapid development of new products such as "Mei Jian" is certainly gratifying, but it should be noted that if it is under Jiang's brand, it means that Jiang's concept of liquor has been diluted-this obviously has an impact on the liquor category that has just reached 3 billion; If you become a brand alone, you will face the problem of multi-brand operation-of course, there is no problem from the perspective of pure investment, but if you operate within the enterprise, it means diluting the valuable resources, funds and attention of the enterprise.
Using the business model of the division can solve the dilution problem to a certain extent, while maintaining a high degree of independence. However, the experience of many domestic companies shows that this often means that the synergy and integration effects of companies are difficult to play effectively. More importantly, enterprises may face the possibility of out-of-focus brand operation: the boss often occupies the right place and the right time, and the second child often cannot thrive in the shadow of the boss.
I think that in a certain period of time, Jiang is still in its main channel, that is, the main channel of products, brands, liquor, brand appeal and so on. The company should be highly focused and strive to build a brand with a scale of 10 billion. On this basis, it is not too late to emphasize brand diversification and industrial diversification.
As for the last point-digitalization, it is purely personal advice. It is understood that the current online sales progress of the liquor industry is quite slow. The reason is the consumer's consumption scene: either a dining place-consumers bring their own in private rooms, mostly buying on the spot; Or gifts-basically bought at a nearby point of sale. Generally, orders will not be placed online and stored at home.
This is obviously very reasonable, but the marketing circle I have contacted shows that community socialization is surging, personalized consumption is surging, and channels are facing the transformation of online and offline integration. Therefore, enterprises can actively promote the construction of community business model: on the one hand, they can highlight the circle and individual personality with customization, and enhance their sense of belonging and exclusiveness; On the other hand, we can vigorously manage users, customize online fans, socialize users and channel communities, and finally push the operating users to the direction of user management and platform enterprises, so that users can not only customize the expression content on this platform, but also customize products and industries, and finally form a super-large ecological body with Jiang as the banner.
From the numerical point of view, it has undoubtedly achieved great success. Considering that this kind of success was abruptly created in the crack of "poor and white (market marginal area)", this kind of success is even more admirable. But I obviously gained more from Jiang's trip: the founder paid unusual attention to quality, established a modern operating system in terms of company institutionalization and digitalization, and was frank and accepted the truth and facts, all of which showed that this is an ambitious but intelligent entrepreneur-the "Ten-year Resumption Meeting" is more like a reflection of his inner grandeur: 3 billion success is nothing to him. He believes that as long as we build a modern enterprise system full of passion, standardization and strong internal drive, 654.38+00 billion and 654.38+00 billion are just a result, and we don't ask for anything in return.
Writing here, the so-called "Jiang paradox" is more like a kind of nitpicking and closer to an appreciation. On the one hand, there must be a long shadow behind the long board, and enterprises always need to improve. The significance of the resumption is to preview the choice of assumptions or as a future option, and predict what changes will be brought to the enterprise. On the other hand, the world is full of contradictions, and enterprises will always meet the future in a paradoxical environment: to be an excellent person, you must accept praise and slander at the same time, and to be a new leader, you must have the heart to accept the bondage of followers and strive to open up living space for them. This growth paradox is not unique to Jiang and will exist for a long time.
Although it was only a hasty visit and negotiation, although there were not many exchanges with you this time, I appreciate such enterprises and entrepreneurs very much, and I am also very optimistic about Jiang's future.
Come on, Jiang Xiaobai, 10 years old, almost there! The future of "youth" is limitless.
Coach and consultant-the road to double performance
Duan Chuanmin, a strategic marketing expert, is a cross-enterprise, cross-occupation and cross-media researcher. Known as "the school of research in actual combat, the school of actual combat in research", he has long served as a strategic marketing and development consultant for many enterprises.
Advocate "coaching consultant-the way to multiply performance", and help enterprises achieve the goal of rapid growth of performance through five steps, such as "setting direction, building teams, finding ways, allocating resources and grasping the ground", centering on the three modules of "guidance, implementation and integration".