1. vertical triangle profit model
From 2000 to 20001year, Yuantai Pharmaceutical Company acquired Eagle Ginseng and Xile Ginseng in 2003. The profit model is: taking Xile Ginseng as the triangle base, attacking the mid-range product market and threatening the mid-range product markets such as Wanji, Jinri and Kangfulai from bottom to top. Eagle brand is a high-end market because of its rich profits. In this way, Xileshen was regarded as a firewall product in the ginseng strategy of Taitai Pharmaceutical Company to prevent other products from threatening the high-end Eagle brand ginseng market. Obviously, this may put pressure on other leading crystal cards. But in the face of the powerful Wanji brand, this strategy is quite difficult. Wanji has a rich product line structure, which can form a strong barrier and fight back at various price points. The profit source of the product vertical triangle profit model is concentrated on the top product of the triangle, and the bottom product of the triangle also has important strategic significance and may become the second profit source.
2. Profit model to solve consumer problems
In 2002, Amway's turnover in China reached 3 billion yuan. Its profit model is to understand the target consumers, consumer demand and how consumers buy and use products, and then combine them according to their own product characteristics, put forward healthy solutions, and finally sell their own products. In the early stage of applying this model, it needs the unremitting efforts of business personnel, because for business personnel, the early stage is likely to be negative profits. However, this phenomenon will change immediately after discovering the needs of consumers and gaining their trust. After winning consumers, the cost of maintaining customer relationship will be greatly reduced and customer loyalty will be high. Moreover, good relationships and high-quality products will enable old customers to bring new customers.
This model is essentially different from the model that some enterprises first own a product and then find consumers to promote it strongly.
3. Innovative marketing speed profit model
The outstanding performance of this model lies in the innovation speed of marketing strategy and tactics. For example, Sun Shen, which first adopted the strategy of C 1 (corporate image planning), Sanzhu Oral Liquid, which first adopted the strategy of encircling cities from rural areas on a large scale and achieved unprecedented success through comprehensive marketing of cases, topics and activities, Wanji Ginseng, which first adopted the strategy of vigorously promoting and displaying to control terminals, and melatonin, which made a breakthrough in soft text marketing. , are all successful through speed mode. These leading practices brought extraordinary profits and market share returns to enterprises at that time. However, imitation brands soon began to follow up, which made the effect of this model begin to be discounted. Therefore, when an innovative marketing model is discovered, the execution speed is very important, because the advantages it brings are difficult to last long.
4. Repetitive profit model
In the health care industry, there are many examples of repeated profits from the same product and the same trademark. We can call it the repeated profit model.
There are many examples of using the same product to make profits repeatedly, such as Taitai oral liquid. By changing the specifications and packaging design, the life cycle is extended and the enterprise can make profits repeatedly. Another example is Wanji Yang Shen's continuous improvement of the dosage form, packaging and specifications of the same product, which has also achieved great success. There are also many examples of using the same trademark to make repeated profits. The most typical representative of health care industry is Wanji Pharmaceutical. Through the successful promotion of ginseng, Wanji brand was established, and the company transferred the value of this brand to a series of health products, thus making profits. This model also exists in many other industries, such as Nestle, Panasonic, Little Nurse, L 'Oreal and so on.
5. Characteristic profit model
All enterprises will show some characteristics and strength in the initial stage of their business, otherwise they will not succeed in the industry, at least it will be difficult to make profits continuously. From the perspective of globalization, we can also find many enterprises. After their success, they began to set foot in more and more fields, but they obviously didn't have the expertise to enter some new fields, so their sales revenue increased while their profits decreased.
The outstanding representative of the medical and health care industry who continues to rely on its advantages for enterprise brand building should be the former wife pharmaceutical industry. After more than ten years of development, the former Taitai Pharmaceutical Company has established a mature brand operation mode and has rich operation experience. Its professional ability in these fields enables it to expand to related fields and continue to apply this professional ability in new fields, so as to achieve the goal of sustained profitability.
6. Brand profit model
Enterprises applying the brand profit model generally need to invest a lot of capital in the early stage to establish reliable and value-added brands through scientific channels. In the same category of enterprise products, because of different brand values, consumers are willing to pay much higher prices for their own crystal brand products than other crystal brand products, which is the reason why this model is popular. For example, consumers are willing to pay more for Wanji ginseng buccal tablets. The same is the purchase of Shenbao, consumers are willing to bear the high price of Huiren Shenbao; The same is the purchase of Wuji Baifeng Pills, and Tongrentang has the highest price.
7. Profit model of specific products
Enterprises produce a product with high technology content, which is difficult for other enterprises to imitate, so they can make long-term stable profits. This kind of situation is generally found in health care crystals in the biological field. For example, there is only one from Shanghai Jiaotong University, which has been on the market for nearly 10 years. Except for three successful imitations, few other products have been successfully followed up. Although it has only such geographical advantages, it has achieved continuous success mainly by this unique product.
8. Regional advantage profit model
In the health care industry, some unknown brands or enterprises have also made huge profits. The secret of their success lies in concentrating all the resources of the enterprise and establishing regional advantages.
In Nanjing market, in recent years, Laoshan Royal Jelly Freeze-dried Powder has established the regional leading edge of Royal Jelly Freeze-dried Powder bit by bit through various social marketing means, and it is far ahead among similar products. According to reports, the annual turnover of Laoshan royal jelly freeze-dried powder series products in Nanjing market is nearly 80 million yuan. The successful enterprises of this profit model appear more in the liquor industry. Liquor is very regional, and many local brands have established strong regional advantages in the local area. Even a strong national brand can only take the second place where the regional brand is strong. For example, the local real estate liquor Langyatai liquor in Qingdao has an annual sales of 200 million yuan; Tai 'an Taishan Daqu has an annual sales of over 100 million yuan in Tai 'an. This is unmatched by foreign brands. This is a typical case of establishing regional advantages and realizing profitability.
The above are eight common profit models in the health care products market. As can be seen from the above analysis, some enterprises adopt 2-3 profit models at the same time. However, whether adopting several models or promoting a certain model, the first thing is to find a profit model that conforms to the advantages of enterprise resources, and plan the marketing model of your own enterprise according to this model, so as to achieve the purpose of survival and development. In fact, no matter how big or small, strong or weak, every enterprise may find its own profit model. It may exist in the strategic planning of enterprise operation, or it may need marketers to find it creatively. But the author firmly believes that in the near future, there will be more new profit models. With the further development of the health care industry, these new models are bound to emerge one after another. In the future, whoever finds a new profit model first will have the best chance to become the next successful health care product enterprise.