The following information is for reference. There is a saying in the chess world: "One careless move will lose the game; Take the lead, and everything will live. " It implies a truth, no matter what you do, success or failure depends on the correct decision. Scientific management decisions can make enterprises full of vitality and prosperity, while wrong management decisions will make enterprises passive and on the verge of danger. Throughout the world, there are some failures in business decisions, and of course, there are also many successful cases. We will get many useful inspirations from the following cases. Case 1: In 1985, the new car "Shag", which was jointly produced by Malaysia's state-owned heavy industry company and Japan's "Mitsubishi" automobile company, was grandly launched on the market. The Malaysian government regards it as a "glorious product" of Malaysian industry. After the product was launched, the sales volume quickly fell to a low ebb. After research, economists believe that all parts of Shag cars are shipped from Japan. Due to the appreciation of the yen, its production cost has soared, and Malaysia's own economic downturn, the sales volume of cars is very small. In addition, the most important factor is that when the government decided to introduce this model, it mainly considered meeting domestic needs. Therefore, it failed to meet the standards of advanced countries technically and could not be exported. Due to mistakes in the target market decision-making, the good dream that "Shag" cars brought to Malaysian industry was just a flash in the pan. This example shows that the premise of scientific management decision-making is to determine the decision-making objectives. As a criterion for evaluating and monitoring the whole decision-making action, it constantly influences, adjusts and controls the process of decision-making activities. Once the goal is wrong, it will lead to decision failure. Case 2: In 1962, British and French airlines began to cooperate to develop Concorde supersonic passenger aircraft, which is characterized by speed, luxury and comfort. After more than 11 years of research and development, it cost hundreds of millions of pounds and was finally successfully developed in 1975. With the passage of more than ten years, the situation has changed a lot. Energy crisis and ecological crisis threaten the western world, so passengers and many airlines have changed their requirements for passenger planes in flight. The passenger's request is that the fare should not be too expensive, and the airline's request is to save energy, carry more passengers and make less noise. But Concorde can't meet these requirements of consumers. First of all, it is noisy, which will make a great noise when flying, and sometimes even shatter the glass on the building. Then, due to the rapid growth of fuel prices, the operating costs have also increased greatly. These conditions show that consumers will not have a great demand for this kind of aircraft. Therefore, it should not be put into production in large quantities. However, because the company has no decision-making operation control plan and no re-evaluation, and the aircraft is jointly developed by the two countries, a large number of people are hired to take part in this work. If they dismount halfway, a large number of people will be fired. The above situation made it difficult to interrupt the decision-making of aircraft development and production. Later, the two countries had a debate on whether to continue to cooperate in the development and production of such aircraft, but because of the lack of decision-making operation control mechanism, they could only reluctantly carry out the decision. As a result, the plane could not be sold after it was produced, and the original darling became an abandoned child. This example shows that the decision-making operation control of enterprises is closely related to the fate of enterprises. Whether a decision can be successful in the end depends on the control and adjustment of the decision operation, including the control in the process of decision implementation and the control in all stages of the decision determination, in addition to the quality of the decision itself. Case 3: In order to occupy the market in scale, IBM boldly decided to buy equity. In 1982, he bought 12% equity from Intel Corporation of the United States for $251 million, which was enough to meet the challenges of the computer industry at home and abroad. The other time was in 1983, when it acquired 15% equity of Roma Company, an American enterprise specializing in the production of telecommunication equipment, for US$ 228 million, thus maintaining the position of "overlord" in office automation equipment. Another example is that as early as 1956, an American company invented a video cassette recorder. But American companies only use it to produce a very expensive special equipment for radio stations. The operators of Sony in Japan, through analysis and demonstration, have seen that once the TV video recording device is mass-produced, its price is bound to decrease, and many families can afford this kind of video recording device. In this way, the market of household electronic products will expand, and if we develop and study home TV video recording devices immediately, we will certainly get good economic and social benefits. Due to the success of this decision, the market of home TV video recording devices was once occupied by Japan for more than 91%, while the United States was at a disadvantage for a long time. This example shows that the correct management decision can make the enterprise live alone in the leading position in the changeable market and keep the enterprise invincible. Case 4: In 1961, Ai okuka was promoted to vice president and general manager of Ford Company in the United States. He observed that a social innovation force represented by young people was formally formed in the 1961s, which would have an incalculable impact on American society and economy. Ai okuka believed that when designing new models, the needs of young people should be put first. Under his careful organization, after many improvements, this new car was finally finalized at the end of 1962. It looks like a sports car, with a long nose and a short tail, which satisfies the psychology of young people who like sports and excitement. More importantly, the price of this kind of car is quite cheap, only about $2,511, which is affordable for ordinary young people. Finally, this kind of car also took a name that made young people daydream-"Wild Horse". During the new york World Expo in April, 1964, "Mustang" officially appeared in the market. Before that, Ford made a big public opinion about it and set off a "Mustang" craze. In the first year of sales activities, customers bought 419,111 "Wild Horses", setting a record for the automobile manufacturing industry in the United States. The appearance and great success of "Wild Horse" showed okuka's outstanding management decision-making ability. Since then, he has made a name for himself in American business circles, and was honored as the president of Ford Motor Company. This example shows that successful decision-making can expand sales, reduce costs, improve profits, and then occupy the market. Case 5: In the early post-war period, Japanese Nisic Company only had more than 31 employees, producing rubber products such as raincoats, swimming caps, sanitary belts, diapers, etc. Due to insufficient orders, its operation was unstable, and the enterprise felt precarious. The chairman of the company, Tomokawa Bo, learned from the census that about 2.5 million babies are born in Japan every year. If each baby uses two diapers, it needs 5 million diapers a year, which is a considerable diaper market. Tokugawa Bo is determined to give up products other than diapers, turn Nisic Company into a professional diaper company, concentrate on creating famous brands, and become a "diaper king". The capital is only 1 billion yen, but the annual sales are as high as 7 billion yen. Successful management decisions can also help enterprises avoid the danger of bankruptcy and turn defeat into victory. If an enterprise only relies on one product to conquer the world for a long time, it is bound to hide the danger of stopping production and closing down, because the market is changeable and people's needs are changeable, which requires entrepreneurs to often make decisions on the development of new products in order to meet the needs of the market. Once this decision is successful, it will make the enterprises in the "no water" situation feel "a bright future". Red jar Wang Laoji brand strategic herbal tea is a kind of "medicinal tea" made of Chinese herbal medicine in Guangdong and Guangxi, which has the functions of clearing away heat and removing dampness. Among many old-fashioned herbal teas, Wang Laoji is the most famous. Wang Lao Ji herbal tea was invented in the light years of the Qing Dynasty, and has been recognized as the ancestor of herbal tea for 175 years, and is known as the "king of medicinal tea". In modern times, Wang Laoji herbal tea has spread all over the world with the footprints of Chinese. In the early 1951s, due to political reasons, Wang Laoji herbal tea shop was divided into two branches: one completed the public transformation and developed into today's Wang Laoji Pharmaceutical Co., Ltd., producing Wang Laoji herbal tea granules (National Medicine Zhunzi); The other was brought to Hong Kong by descendants of the Wang family. In Chinese mainland, Wang Laoji's brand is owned by Wang Laoji Pharmaceutical Co., Ltd.; In countries and regions outside Chinese mainland, Wang Laoji brand is registered by Wang's descendants. Jiaduobao is a Hong Kong-owned company located in Dongguan. It is licensed by Wang Laoji Pharmaceutical Co., Ltd. and the formula is provided by the descendants of Wang in Hong Kong. The company exclusively produces and operates Wang Laoji brand canned herbal tea (food name) in Chinese mainland. Background Before 2112, on the surface, red canned Wang Laoji (hereinafter referred to as "red canned Wang Laoji") was a very good brand, with stable sales in Guangdong and southern Zhejiang, good profitability and a relatively fixed consumer group. The sales performance of red canned Wang Laoji beverages remained at more than 1 billion yuan for several years. After developing to this scale, the management of Jiaduobao found that a series of problems must be overcome to make the enterprise bigger and go to the whole country, and even some of its original advantages have become obstacles to the continued growth of the enterprise. Among all the troubles, the core problem is that enterprises have to face a realistic problem-whether the red pot of Wang Laoji is sold as "herbal tea" or "beverage"? The first real problem is that consumers in Guangdong and southern Zhejiang are confused about Wang Laoji. In Guangdong, traditional herbal tea (such as granule, home-cooked, herbal tea shop-cooked, etc.) is generally taken as "medicine" by consumers because of its remarkable effect of fire, so it is unnecessary and impossible to drink it often. The brand of "Wang Lao Ji" with a history of hundreds of years is synonymous with herbal tea. It can be said that when talking about herbal tea, I think of Wang Lao Ji, and when talking about Wang Lao Ji, I think of herbal tea. Therefore, Wang Laoji, a red can, is tired of the brand name and can't be accepted by Cantonese people as a drink that can be drunk frequently, so the sales volume is greatly limited. On the other hand, the formula of Wang Lao Ji, a red jar produced by Jiaduobao, originated from the descendants of Wang in Hong Kong, and is a food brand product approved by the state. Its smell, color and packaging are very different from those of traditional herbal tea in Guangdong consumers' concept, and its taste is sweet. According to the traditional concept of "good medicine tastes bitter" in China, consumers naturally feel that its "fire-reducing" medicine is insufficient. When there is a demand for "fire-reducing", it is better to buy it at a herbal tea shop, or Therefore, for consumers, it is not a good choice among the most "efficacy" herbal teas. In Guangdong, Wang Laoji in Red Pot owns the brand of Wang Laoji, the ancestor of herbal tea, but he has a face of beverage, which makes consumers feel that "it is like herbal tea and like a drink" and falls into cognitive confusion. In another main sales area of Jiaduobao, southern Zhejiang, mainly Wenzhou, Taizhou and Lishui, consumers compare "Red Pot Wang Laoji" with drinks such as Master Kong tea and Wangzi milk, and there is no taboo that is not suitable for long-term drinking. In addition, there are many local Chinese abroad, and under their guidance, the red pot Wang Laoji quickly became the best-selling product in the local area. Enterprises are worried that the red jar of Wang Laoji may become a fashion that comes and goes in a hurry. Just like the coconut palm juice that was a smash hit in southern Zhejiang, it was quickly replaced by new fashionable products and disappeared in the streets overnight. In the face of consumers' confused cognition, enterprises urgently need to provide a strong guidance through advertising, clarify the core value of the red pot Wang Laoji, and distinguish it from competitors. Performance 2 of the realistic problem: Wang Laoji, a red can, can't get out of Guangdong and southern Zhejiang. Outside Guangdong and Guangxi, people don't have the concept of herbal tea, and even the opinions that "herbal tea is cool and boiled" and "we don't drink cold tea, we make hot tea" frequently appear in the survey. The concept of educational herbal tea is obviously expensive. Moreover, the demand of mainland consumers for "reducing fire" has been filled, and most of them are solved by taking drugs such as Niuhuang Jiedu tablets. It is difficult to make herbal tea, and it is also dangerous to make drinks. If we look at the whole beverage industry, carbonated drinks represented by Coca-Cola and Pepsi-Cola, tea drinks and juice drinks represented by Master Kong and Uni-President are in an unshakable market leading position. Moreover, the red jar of Wang Laoji is made of herbs such as honeysuckle, licorice and chrysanthemum, which has a faint taste of traditional Chinese medicine. For drinks with the highest taste, there is indeed no small obstacle. In addition, the retail price of the red jar of Wang Laoji in 3.5 yuan, if Jiaduobao can't distinguish Wang Laoji from its competitors, it will never walk out of the shadow of a "great power" in the beverage industry. This makes the red pot Wang Laoji face an extremely embarrassing situation: he can neither stick to the two places nor promote it nationwide. The third problem in reality is that the concept of popularization is vague. If we use the concept of "herbal tea" to promote it, Jiaduobao is worried that its sales volume will be limited, but as a "beverage" promotion, it has not found a suitable division. Therefore, it has to be ambiguous in advertising. Many people have seen such an advertisement: a very cute little boy kept rubbing the refrigerator door with his ass in order to open the refrigerator and get a can of Wang Laoji. The slogan is "Healthy family, always accompany". Obviously, this advertisement can't reflect the unique value of the red pot Wang Laoji. In the promotion of Red Pot Wang Laoji a few years ago, consumers didn't know why they bought it, and enterprises didn't know how to sell it. In such a state, Wang Laoji, a red pot, actually spent several years in peace. The external reason for this phenomenon is that the China market is still immature and there are many market gaps. The internal reason is that the product itself is irreplaceable and can just fill this position. In China, such a group of small and medium-sized enterprises are allowed to make a lot of money in a muddle. But after developing to a certain scale, if an enterprise wants to be big, it must find out a question: why do consumers buy my products? Repositioning At the end of 2112, Jiaduobao found Chengmei Marketing Consulting Company (hereinafter referred to as "Chengmei"). The original intention was to shoot an advertisement with the theme of sponsoring the Olympic Games for Wang Laoji, and to promote it with the slogan of "sports and health" in order to promote sales. After a preliminary study, Chengmei found that the sales problem of Wang Laoji in red cans can't be solved simply by advertising-this problem is particularly typical in China enterprises at present: once the sales volume is blocked, the most common measure is to operate on the advertising film, or to change it beyond recognition, or to quickly create a "big creative" new advertisement-brand positioning is the primary solution to the sales problem of Wang Laoji in red cans. Although the red can Wang Laoji has been sold for 7 years, its brand has never been systematically and rigorously positioned. Enterprises can't answer what the red can Wang Laoji is, let alone consumers, and they have no idea why they want to buy it. This is caused by the lack of brand positioning of the red can Wang Laoji. If this fundamental problem is not solved, it will be useless to shoot any kind of "creative" advertising film. As david ogilvy, an advertising guru, said: The effect of an advertising campaign depends more on the positioning of your products than how you write advertisements (creativity). After a round of in-depth communication, Jiaduobao finally accepted the suggestion, decided to suspend the production of commercials, and entrusted Chengmei to brand the red can Wang Laoji first. According to the conventional practice, the establishment of brands is based on the needs of consumers, so everyone's conclusions and practices are similar, so just meeting the needs of consumers can't make the difference between Wang Laoji. The formulation of brand positioning is to meet the needs of consumers and put forward different opinions from competitors by understanding their cognition. Because consumers' cognition is almost unchangeable, brand positioning can only conform to consumers' cognition but not conflict with it. If people have a clear view of Wang Laoji in the red jar, it is best not to try to offend or challenge him. Just as consumers think Maotai can't be a good "beer". Therefore, the brand positioning of Red Pot Wang Laoji cannot conflict with the existing cognition of consumers in Guangdong and southern Zhejiang, so as to stabilize the existing sales and create opportunities for enterprises to survive and expand. In order to understand consumption