How should Tsingtao beer brand strategy go in the

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How should Tsingtao beer brand strategy go in the new stage of competition

since the acquisition of Yangzhou brewery in 1994, Tsingtao Beer Group has invested a total of 600 million yuan over the past nine years to acquire more than 40 beer enterprises in Xi'an, Pingdu, Jixi, Ma'anshan, Shanghai, Guangdong and other places, but these more than 40 enterprises are 1/3 profitable, 1/3 flat, 1/3 loss. In 2003, the body weight of Yanjing can be significantly reduced, and the merger and expansion speed of Qingdao and China Resources beer groups has slowed down significantly. The competition in the beer industry has shifted from resource competition to a new stage of resource integration and brand competition

as it happens, 2003 is the centenary of Tsingtao beer. Centennial Tsingtao Beer obviously needs a set of mature brand strategy if it wants to continue to be brilliant for a century

from "brand penetration" to "brand integration"

the regional characteristics of China's beer market are obvious. The habitual and preference consumption of local consumers for local brands plus some non market factors forced the three major beer groups to expand the market with the strategy of "brand penetration": that is, to acquire an enterprise locally, inject their own management mechanism, advanced technology, product formula and marketing experience, and then continue to sell with the original brand

through several years of penetration, the three major beer groups have made considerable progress in market share, output, brand awareness and so on. They also have dozens of brand resources, and their ability to control the market and competitive strength have significantly soared. However, the brand management strategy that focuses on the local market in the scale expansion has become increasingly restrictive to the overall development and long-term development. The contradiction between the brand strategy that focuses on the short-term part and the brand strategy that focuses on the long-term overall situation can no longer be reconciled - "brand integration" does not wait for me

relatively speaking, China Resources, which has never had a strong beer brand, is relaxed and takes "snowflake" as the future national strong main brand

similarly, Tsingtao beer has also launched the "brand slimming plan" in due time, aiming to cut more than 40 brands to less than 10 within five years, and build medium and high-end brands such as Tsingtao beer, Hans, Laoshan, Shanshui into a main force, and finally form a "pyramid" brand structure of main brands, sub brands and sub brands, that is, foreign beer brands such as Tsingtao beer and Hans form the spire of the brand pyramid, Tsingtao beer and Laoshan Shanshui and other domestic well-known brands are the backbone, while other popular domestic brands lay the foundation. The consideration in doing so is to maintain the brand image of Tsingtao beer as much as possible, fully tap the value of the original positioning of other brands, and establish a firewall between medium, high-end and low-end brands to improve the security of high-end brand value

from "pyramid" to "limited brand"

looking at the famous international beer manufacturers, the brand is no more than four or five, or even a single brand. The concentration of resources is the guarantee for the rapid accumulation and amplification of brand value, which is really a punch better than five fingers. For Tsingtao beer, which has more than 40 brands, the "pyramid brand strategy" can be regarded as a way of brand integration, but it is only a expedient way, a compromise to the embarrassing situation. This so-called "focus and attack across the board" brand integration is actually easy to "collapse across the board without focus"

we know that the higher the brand positioning, the smaller the sales volume and the higher the brand investment, so generally, there are few high-end brands of manufacturers, basically. Tsingtao beer has several high-end brands, and other high-end brands except Tsingtao beer are basically regional brands, with great market influence. According to the "pyramid war, the export growth of China's extruder products will show a stable and progressive situation", these high-end brands and "Tsingtao beer" at the same strategic height will greatly disperse their forces, which is quite detrimental to the construction of spire brand

in addition, the "Tsingtao beer" brand has a vague positioning and downward value from the spire to the tower body. This is obviously not a good thing for Tsingtao beer, which has long established a high-end beer brand image in China, and it is easy to end up with unclear brand positioning value. Moreover, the trend of this time is to slide to the tower base. In some markets, especially in areas where Tsingtao beer does not have the brand of "real estate sales", such as Beijing, Hubei and other places, it is not uncommon for Tsingtao beer to enter the market at a low price. Such boundless cross position sales can't be ignored for the damage to brand value

moreover, with the continuous improvement of the concentration of China's beer market, the intensity of brand competition will continue to increase. Whoever has a clear brand positioning and strong influence will take the lead in the market. The reality is that China Resources and Yanjing gradually focus their brand investment on a certain brand. The way out for Tsingtao beer is to compete with the corresponding strong brand, which is naturally "Tsingtao beer". Of course, another option for Tsingtao beer is to "shelve" the "Tsingtao beer" brand - strictly positioned as a high-end beer, and then choose "Hans" or another brand as a medium and low-end brand for strong promotion, with ease in attack and defense

"limited brand" strategy is the only way for Tsingtao beer, but does it ignore the value of many other brands? Of course not

the essence of the "limited brand" strategy is to take Tsingtao beer as the main brand, occupy the position of high-end materials such as high temperature resistance, long glass fiber reinforcement, long chain nylon materials, thermoplastic composites such as GMT, carbon fiber composites, peek and other special plastics, and put other well-known brands in the middle, while ordinary Volkswagen brands are used as firewalls to ensure high-end profits, and adopt the brand value harvesting strategy to limit investment and promote growth through sales, Give full play to the original brand positioning point locally, gradually recover the value precipitated in these brands, and the recovered funds can be invested in the construction of Tsingtao beer brands. After several years of transition, some brands will gradually decline with the recycling of the original brand price plastic companies with extensive customer network value, and enterprise resources can naturally focus on several strong brands

from "limited brand" to "differentiated brand"

"single brand" is the centralization after centralization, which finally integrates the brand value, but this way has great risks. For several strong brands, their brand image in the hearts of consumers must be quite different even if they do not deliberately promote differences. It is almost impossible to successfully superimpose their value on one brand. Moreover, for the mass consumer goods market such as beer, the "single brand" strategy makes the brand in the functional positioning and price

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