On Successful Marketing Cases (I)
Caterpillar is the world's largest manufacturer of infrastructure and mining equipment, and also occupies a considerable position in the fields of agricultural machinery and heavy transport machinery. At present, the company's value has exceeded $654.38+06 billion. Looking back on Caterpillar's road, Donald V.Fites, its CEO, thinks that the company's competitive advantage lies in its unparalleled product distribution system. Around the world, Caterpillar has 186 independent distributors, who sell the company's products and provide product support and services, thus becoming a bridge between the company and customers. Caterpillar products are distributed through independent distributors except in some countries, original equipment manufacturers and new markets opened by the US government. This phenomenon is invisible to other competitors. Fites believes that finding a local distributor is far more advantageous than setting up a distribution agency for your own enterprise. Because all Caterpillar dealers are local enterprises with a certain history and have been deeply integrated into the local society. Their familiarity with local customers and the close relationship they have established are worth spending money on. In addition, Caterpillar's products are high-value fixed assets with a long depreciation period, but they usually work in harsh environments such as construction sites and mines, and even the best products will break down, which will bring economic losses to users. Through distributors, Caterpillar has formed the fastest and most comprehensive parts delivery and maintenance service system in the world. The company promises to provide replacement parts and maintenance services for Caterpillar products all over the world within 48 hours.
However, only a well-formed distribution system is not enough for Caterpillar to gain a firm foothold in the fierce competition. The relationship between Caterpillar and dealers is far better than the rights and obligations stipulated in a paper contract, and it is a family-style intimate relationship. Distributor is not only a channel for Caterpillar products to be delivered to customers, but also a channel for customer feedback. In this way, the functions of dealers are not only to sell products and provide after-sales service, but also to promote the company to produce products that meet customer needs.
For example, Caterpillar introduced the D9L crawler bulldozer in the early 1980s. This model adopts some new design schemes, so it is considered that it can improve the efficiency of use. Correspondingly, the price of this model is higher than that of traditional models. But when D9L sold hundreds of units around the world, a disaster came quietly. Some tractors start to break down after working for 2500 hours, which shows that D9L is far from being as good as originally thought. This problem is enough to shake Caterpillar's dominant position in the industry and give competitors an opportunity. In order to save the company, dealers all over the country took action. They helped the company to formulate a set of remedial measures, such as quickly repairing the machines that have failed and checking the machines that have not yet failed. There is also full cooperation between dealers. For example, a British dealer sends personnel to help Saudi dealers deal with such problems, while some dealers are on standby day and night in order to be responsible for customers. Finally, one year later, all the D9L models were overhauled, the downtime of users was shortened to the shortest, the possible economic losses were greatly reduced, and customer complaints disappeared. At the same time, the company's designers also changed the design in time, making D9L products very popular in the market.
This partnership with dealers can't be achieved overnight, which is the result of Caterpillar's consistent principles and efforts. The following principles put forward by Fites to deal with the relationship with dealers are worth learning by managers:
Don't squeeze the dealer. One of the mistakes made by many enterprises is that when they find that the market is depressed, they begin to squeeze users to ensure their own interests; Once you find any profitable business, you will immediately go over the dealer and take the business yourself. Although this can gain temporary benefits, it will damage the relationship with dealers in the long run. For example, in the 1970s, enterprises in Alaska once asked Caterpillar to sell products directly to them, otherwise they would buy products from competitors. But instead of giving in, Caterpillar insisted that the other party buy from its dealers. Because dealers can provide excellent after-sales service for products. Caterpillar believes that if you bypass the dealer, you are breaking your arm.
This principle is more effective when the whole industry is hit by the economic recession. For example, during the economic recession in Mexico, all five Caterpillar dealers survived, while competitors' dealers were wiped out. When the economic environment improved, Caterpillar became the only supplier.
Provide other things besides products and parts to dealers. In addition to providing products and spare parts, Caterpillar also helps dealers to provide customers with credit guarantees such as installment payment, and supports dealers in inventory management and control, logistics and equipment maintenance procedures. For example, every year, the company prints all kinds of written technical materials for dealers' technicians as reference, and provides training services for its employees at any time according to the needs of dealers, including how to make business plans, how to predict the market, how to manage electronic information systems, how to manage marketing and advertising, etc. In particular, Caterpillar is building a huge and complex global electronic contact system, connecting all dealers with the company headquarters, suppliers and warehouses. The ultimate goal of the system is to monitor the products sold remotely and share spare parts among the company's distributors, companies and manufacturers. The so-called remote monitoring means that no matter where a machine is in the world, dealers and even company headquarters can know its operation at any time.
Frequent in-depth and frank communication with dealers. Fites believes that there are no secrets between Caterpillar and dealers. Dealers have a high degree of trust in Caterpillar. If they don't have a high degree of trust in their financial statements and key business data, it will be difficult to do this. At the same time, Caterpillar has also opened its own information resources to the maximum extent. Employees of all companies and distributors can get real-time information about sales trends and forecasts, customer satisfaction survey data and so on from computers.
Every year, the top management of Caterpillar Company holds some regional meetings with the top management of dealers. At the meeting, they discussed the sales target of each product line and how the two sides should achieve this goal. In addition, the company regularly invites all 186 dealers to hold a week-long meeting in Pioria, mainly to comprehensively review the company's strategy, product plan and marketing policy.
There are many daily contacts between people at all levels of Caterpillar and dealers. At a lower level, although communication is required every day, it is not uncommon for dealers' executives and senior staff of the company to talk several times a week. Especially in the past few years. Caterpillar has consciously increased the contact between employees and distributors. 1990' s reorganization has turned the former functional departments into profit centers, allowing everyone in the company, from the youngest employee to the CEO, to take the initiative to contact the dealers. This frequent interaction enables companies to know more about the front line of the market faster.
Leave the dealer in the Caterpillar family. Caterpillar companies are usually more willing to deal with family businesses because they believe that family businesses are more consistent in management policies than public enterprises. This is emphasized because the product life cycle of Caterpillar Company is generally around 10- 12 years, and some even as high as 20-30 years. In public enterprises, the term of office of the CEO is generally only 5-6 years at most. From the perspective of providing consistent services to customers, public enterprises may not be as stable as family enterprises.
Caterpillar also organized various activities to make dealers' children interested in Caterpillar from an early age. The idea of the company is to let them know about Caterpillar, make them interested in this business, and let them know their peers, that is, future working partners. They visited Caterpillar's factory and operated the machines themselves. At the same time, Caterpillar also encourages dealers to let their children work in the company from an early age. They often arrange some summer jobs for dealers' children, and then arrange some full-time jobs after they graduate from college. Sometimes dealers are advised to let their children do parts sales for two years, then work in the engineering department for a while, and finally manage the product support business.
Analysis of successful marketing cases of Caterpillar Company;
The source of enterprise's life lies in satisfying Gu Rong. Due to the progress of science and technology, the development of economy and the intensification of market competition, today's customers are different from those in Gu Rong before, and today's market is no longer yesterday's market. Now, the dominance of the market has shifted from manufacturers to customers.
In the final analysis, Caterpillar's marketing strategy is only one: close to customers and close to customers. The result is obvious.
On Successful Marketing Cases (Ⅱ)
1955, 52-year-old Crocker bought seven McDonald's fast food chains and their store names for $2.7 million, and started his McDonald's hamburger business career. After years of hard work, McDonald's fast food restaurant has made amazing achievements: at present, it has become the largest food company in the world. By the end of 1986, its annual sales had reached 124 billion US dollars and its annual profit was 480 million US dollars. McDonald's fast food restaurants have spread all over the world. If you travel to Japan, you can walk into McDonald's fast food restaurant and eat a big one? McDonald's? Hamburgers and a glass of iced milk drink. You can also order a McDonald's in Mexico, Switzerland and Thailand. If the negotiation is successful, you can even taste the characteristics of McDonald's in Hungary and Yugoslavia. In a word, McDonald's has become a global commodity, almost everywhere. McDonald's Golden Arch? m？ Logo has become a popular culture that can be understood without translation in the world market, and its corporate image has taken root in the hearts of consumers to such an extent. As a professor at the University of Michigan said, some people will find it difficult to live a day without seeing the golden vault of McDonald's restaurant, because it also symbolizes safety. ?
How did McDonald's achieve such remarkable achievements? This is due to the company's marketing philosophy. The company knows that a good corporate international image will play a great role in corporate marketing. Therefore, Crocker, its founder, on the one hand strives to establish the corporate product image, and at the same time pays more attention to establishing a good corporate image. m？ The golden image of the logo. At that time, there were many hamburgers on the market, but most of them were of poor quality, slow delivery to customers, poor service attitude, poor sanitary conditions and noisy atmosphere in restaurants, which made consumers very dissatisfied. In view of this situation, McDonald's company put forward the famous? q？ 、? s？ 、? c？ And then what? v？ Management concept, Q stands for product quality? Quality? S stands for service? Service? C stands for clean? Cleanliness? V stands for value? Value? . They know that providing customers with suitable products and services and constantly meeting customers' changing needs is an important way to establish a good corporate image.
In order to ensure the quality of products, McDonald's company has detailed regulations and instructions on every specific detail of hamburger production, from management and operation to the selection and processing of specific products, even including details such as how often the toilet must be cleaned and how hot the oil of potato chips should be. To run a McDonald's branch, you must first go to McDonald's Hamburg University in Illinois for training 10 days. Hamburg? Degree, before business. Therefore, all hamburgers sold in McDonald's fast food restaurants strictly implement the prescribed quality and ingredients. Take the French fries sold with hamburgers as an example. Potatoes as raw materials are specially cultivated and carefully selected, and then the contents of sediment and sugar are adjusted through appropriate storage time, and then fried in a frying pan with adjustable temperature and immediately supplied to customers. If the French fries are not sold within 7 minutes after frying, they will be scrapped and no longer supplied to customers, thus ensuring the quality of French fries. At the same time, because the customers who eat in McDonald's fast food restaurants come from different classes and have different ages, sexes and hobbies, the taste of hamburgers and the recipes and condiments of fast food also cater to different tastes and requirements. These measures make the company's products win people's admiration and endure for a long time, establish a good corporate product image, and then lay a solid foundation for establishing a good corporate international image.
McDonald's fast food service is also first-class. There are no public telephones and coin-operated jukeboxes here, so there is no noise and loitering, which is most suitable for family dinners. Its seats are comfortable and spacious, with breakfast and new varieties for customers to choose from. The service here is very efficient. When there are many people, the food customers want is put in paper boxes or paper cups and cans in advance, and all the requirements of customers can be met by queuing once. McDonald's fast food restaurants always appear where people need to eat, especially on both sides of the highway, which reads:? /kloc-Is there a McDonald's fast food service 0/0 meters away? , and marked with eye-catching food name and price; In some places, there are walkie-talkies Customers only need to report the name and quantity of food on the intercom. When the car arrives at the branch, they can deliver it with one hand and pay with the other and drive away immediately. The food taken away by customers in the car is not only packed in advance to avoid spilling out of the car, but also equipped with plastic knives, forks, spoons, straws and napkins. The lid of the drink cup is also crossed in advance so that customers can insert the straws. Such thoughtful service adds a lot of color to the glorious image of the company.
McDonald's has established the image of high-quality products and services among the public, but it also realizes the importance of cleanliness for a food company. Without a clean and hygienic image, McDonald's company can't keep a good image all the time, and of course it can't guarantee a good marketing effect. Therefore, McDonald's fast food restaurants have set strict hygiene standards. For example, staff are not allowed to have long hair, women must wear hairnets, customers must wipe the desktop as soon as they leave, and the paper that falls on the ground must be picked up immediately, so that fast food restaurants can always keep the windows clean and clean. Whenever customers walk into McDonald's fast food restaurant, they can immediately feel clean and comfortable, thus generating trust in the company.
Due to the outstanding performance of McDonald's fast food restaurant in service, quality and cleanliness, customers feel that McDonald's fast food is a real enjoyment and it is worthwhile to spend money. This feeling will prompt him to walk into McDonald's again and into the restaurant with the golden vault.
In this way, McDonald's has won a good image for the company through the marketing management mode of Q, S, C and V. Now, McDonald's is standing in the international market with a safe and reliable image. A good international image has brought great benefits to the marketing of enterprises. At the same time, good sales have further expanded and consolidated the company's international image.
Analysis of successful marketing cases of McDonald's;
Only when the products and services of enterprises can be recognized and accepted by customers can enterprises gain a firm foothold in the market. Therefore, the starting point and destination of all business activities of an enterprise is to do everything possible to make customers satisfied with their products and services. Think about what customers think, worry about what customers are anxious about, and think more carefully.
Carefully analyze the growth process of McDonald's, why can a fast food brand become a symbol of popular culture? There are many reasons, such as convenient catchy names, clean and elegant dining environment, good food quality and so on, but each reason is a serious implementation of marketing strategy.
Successful marketing cases (3)
In the early 1990s, the competition in China household appliances market was fierce. As far as refrigerators are concerned, there are 1 1985 refrigerator manufacturers in China. By the early 1990s, there were more than 50 refrigerators left, and even some joint ventures were doomed to be eliminated. As famous as ... Ariston? In its heyday, the family had nine brothers, but later, except for Meiling, Changling and Hua, all the other brothers disappeared. However, all this can't stop Electrolux from rushing. It believes that China is the largest home appliance market in the world. After more than ten years of development, China's home appliance industry has achieved fruitful results, but there is still a certain gap compared with the world's advanced level in terms of scientific and technological content and technical functions. Although some products have high popularity, their brand loyalty is low, so the market opportunities of new and old brands are equal.
1) Take the silent refrigerator as the breakthrough point to clarify the market positioning.
When foreign brands enter the China market, they are faced with not only the localization of products, but also the localization of marketing strategies. Electrolux grasped these two points well.
In the late 1990s, China's refrigerator production capacity has reached 23 million units, and the actual output has reached more than 10 million units, while the market demand is only 8 million units. And because the refrigerator market is basically mature, consumers have a high awareness of the brand. The market share of Haier, Rong Sheng, Meiling and Xinfei reached 7 1.9%. In terms of product functions, Haier is vigorously promoting its antibacterial refrigerator. Rong Sheng and Xinfei are leading in energy saving, environmental protection and deodorization, while Meiling is unique in developing fresh-keeping refrigerators.
Facing this powerful competitor, Electrolux has carefully designed a set of marketing strategies suitable for families according to the characteristics and product styles of its target consumer groups. Silent refrigerator? As the entry point into thousands of households in China. Electrolux proposed. Do you have to put up with the noise of the refrigerator for ten or fifteen years instead of one or two days? ,? It's good to be alone. It's so quiet that I don't notice it day and night. ? This kind of people-friendly marketing language not only makes China consumers feel warm and sincere, but also recognizes the brand image and product image? Mute? Is Electrolux's personality and style.
Actually, what does Electrolux appreciate? Mute? Refrigerators are not specially designed and manufactured for the China market. It just uses zanussi's high-efficiency and low-noise compressor, just like the products it provides in other markets in the world. The only difference is that it has successfully created a family image for its products.
Mike, President of Electrolux Group? What Lecosse said in a market survey in China is worth pondering. He said that when exploring any country's market, we should pay attention to local folk customs, living habits, consumption patterns and other social and cultural differences. Only by respecting these differences and fully understanding and analyzing consumers' understanding of our products can we win their trust and admiration. ?
2) Manage and package the brand with a humble image.
At the end of 1990s, the market share of refrigerators in China continued to focus on well-known brand goods, but the market for non-brand goods further shrank. As a leader in the refrigerator industry, Haier's market share has reached more than 30%, which is also one of Electrolux's main competitors to expand the refrigerator market in China. But at the same time, Haier's rich marketing experience, after-sales service experience, brand image expansion strategy and sales network construction experience accumulated in the fierce market fighting are undoubtedly the most effective, convenient and influential enlightenment for Electrolux to implement localized marketing in China.
Electrolux believes that although foreign enterprises have their own brand advantages and product advantages, if they want to compete in the China market, they must pay attention to the applicability of marketing methods and build on their understanding of the consumption culture in China market. Therefore, in the early stage of market introduction, Electrolux learned marketing experience from Haier modestly and quietly, which not only can make its marketing work less detours and avoid the failure of cooperation between Whirlpool, ariston and China, but also can establish a humble and pragmatic corporate image among the China public. In China, the business community has always had? Are peers enemies? Declarations are considered enemies of behavior. At that time, some refrigerator manufacturers were showing off their achievements in various media in order to expand their brand awareness. In this case, Electrolux solemnly put forward the slogan of learning from Haier at the national distributor conference held in Haikou on February 1998, which immediately caused an uproar in the industrial and commercial circles. An international home appliance giant with annual sales of $ 147 billion, learning from China brands with sales of only 5%, caused a strong sensation in itself.
3) Marketing publicity always reflects the image of brand affection.
In marketing, Electrolux Group is in sharp contrast with some domestic enterprises that invested huge sums of money in advertising in the media at that time.
Electrolux has always followed the business tenet of low-profile advertising and high investment in scientific research and development. Therefore, Electrolux was very restrained in advertising during the product introduction period, and did not forget to give the advertisement strong persuasiveness and appeal. According to the statistics of China Enterprise Market Research Center, 1998, the advertising expenses of Electrolux were only13 of those of Haier and Rong Sheng. In the geographical distribution of advertisements, Haier is characterized by blooming everywhere, which shows that it is ambitious and takes the world as its own responsibility; On the other hand, Electrolux is mainly concentrated in Beijing, Shanghai and big cities in northeast, east and south China. In northwest China, Electrolux invested only 8,000 yuan, while Haier invested 277,000 yuan. Electrolux has made little or no investment in Gansu, Qinghai, Yunnan and Inner Mongolia. Beijing's investment is as high as 6.5438+0.006 million yuan, and Haier's is 92.2 million yuan, which is not as good as it. Therefore, the advertising strategies of the two brands are different, and the high-income families in key cities are the established target consumer groups in Electrolux.
Among the 586 print media monitored by China Enterprise Research and Monitoring Network, Electrolux mainly chooses municipal media, especially morning papers and evening papers, to show their closeness. In order to strengthen the awareness of its own brand, Electrolux learned from Haier's successful experience in launching a public opinion offensive in hidden advertisements, and highlighted its product excellence and family image established with consumers in many publicity media. Its momentum is strong and its influence is incalculable.
Electrolux often makes amazing moves in propaganda content. Last year, Electrolux combined his after-sales service marketing strategy and launched it in the media? One year for replacement and ten years for repair? Commitment, which is related to Haier's commitment in the air conditioning industry? Six-year warranty? The same result, exactly the same, is also a wave among consumers after Electrolux proposed to learn from Haier.
Fourth, a variety of promotion methods, showing affection is still the main theme.
In addition to advertising on TV and print media, Electrolux's main promotion activities are directly facing consumers in sales stores, which makes customers leave a good impression on the company's standardized operation, technical level of products and poor service. For example, in response to the renewal of urban refrigerators in China, Electrolux launched a campaign to replace the old ones with the new ones. Anyone who buys Electrolux can replace his old refrigerator with a vacuum cleaner or electric kettle made in Electrolux, and handle it at home. Is it practiced in some places? Retail price discount 300 yuan, get another bike? , even started? Use it for two weeks first and then pay when you are satisfied? Promotion strategy.
Another marketing group in Electrolux is urban newlyweds. What time? National day? 、? Spring Festival? During this period, Electrolux launched a highly targeted? Are lovers polite on their honeymoon? There are also promotions in some areas? Send a thoughtful dowry? During the activity, newlyweds who buy refrigerators in Electrolux will be given small household appliances, such as food mixers, steam irons and bread stoves. Electrolux's promotion forms are also suitable for ordinary consumers, with a wider range of gifts, even giving away drinks, one-year electricity bills and shopping discount cards. Electrolux only does articles on refrigerator upgrading and marketing of newly-married families, which not only expands the market share, but also gives full play to the family image among consumers, which in turn strengthens the brand advantage and forms a new virtuous circle.
As the saying goes? Who has the hearts of consumers will have the market? . Electrolux knows this well, and his marketing strategy is offensive? Heart? For the top, it is not called. Wang? , don't say? Ba? Not bragging, advertising investment is also very low-key, but its brand image and product image have had an impact on consumers.
Analysis of Successful Marketing Cases in Electrolux;
Electrolux has successfully applied the marketing strategy of people-friendly and localization in product promotion, which is close to customers' hearts, thus successfully occupying the market.
An enterprise with high-quality products does not mean an inevitable market, but must rely on effective marketing strategies to expand, and the soul of marketing is effectiveness.