Case: Master Kong instant noodles provide direct services at the transformation point of the channel, using the coverage capabilities of dealers to operate, transferring the saved manpower to township areas, and increasing the development of Waifu.

At the same time, Master Kong began to reduce the number of dealers in urban areas to increase dealers' sales and profits, thereby increasing dealers' willingness to operate. It also began to implement regional splitting or establish third-tier customers in towns to increase the depth and breadth of coverage.

Adopt a new marketing model - the precision marketing model is based on city classification (according to which its market performance will be affected by factors such as regional population, per capita GDP and residents' disposable income). Based on the above three major factors, combined with the annual per capita consumption package of instant noodles.

Number, per capita consumption of this product, and the competitive position of this product in the market to set the urban development potential levels: H, M, L. ) and the 80/20 sales principle, classify the jurisdictions (in districts),

And classify customers in the area, for example, into three levels: A level (most important), B level (important), C level (secondary important), and prioritize development and human resources structure according to the operating value of the level. This can be done

If you invest equivalent to 20% of human and financial resources, you can get more than 80% of the output. This can well avoid the risks of investment, and can get greater returns and good control channels.

Starting from the second half of 2004, Master Kong started to set up a separate factory to produce cheap noodles. Affected by the rising prices of raw materials and the dual pressure from cheap noodle expert Hualong, Master Kong began to make the major decision to set up a separate factory to produce cheap noodles in 2005 and established Fu

The Manduo brand company specializes in the production of affordable noodles, thereby reducing production costs and increasing the gross profit of affordable noodles, and resisting the strong penetration from Hualong in the channel. As of November, 5 Fumanduo companies have been established and have begun production and operation.

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Through the measure of setting up a separate factory for affordable noodles, the gross profit of affordable noodles has been directly increased by nearly 15%, which has greatly alleviated the pressure from Hualong and well coordinated with the channel adjustment of moving the business center to rural areas.

It can be predicted that in the next year, Tingyi will use its affordable price to make a big fuss in the market and channels, and at the same time consolidate its position as the number one brand, reaching the goal of exceeding 50% of the market share in 2006.

Accelerate the development of new products and flavors. As we all know, Master Kong made its fortune with the Red Bull flavor. Before the first half of 2004, the sales of Red Bull flavor accounted for more than 80% of Master Kong's overall sales. The company's decision-makers later realized that too much

Relying heavily on the Red Bull flavor, Master Kong took too many risks. At the same time, drawing on the success of unified multi-flavor development, Master Kong began to promote its sub-flavors across the country in June 2004, changing the previous comprehensive box to a single flavor.

Flavor box, and began to stipulate the proportion of flavors when dealers arrange orders for shipment, in order to promote the development of flavors. The business will also follow a certain proportion when loading and unloading goods on the channel. Through the above measures, the Red Bull flavor will be available in November 2004.

The proportion has dropped to 65%, and the growth in sales is the contribution of these sub-flavor growth.

After Master Kong tasted the effects of the development of this flavor, he immediately began to launch local flavors with different regional taste habits across the country, such as the Jiangnan cuisine series in East China and the stew series in Northeast China. In 2005, these local flavors

The sales and promotion have achieved very good results, accounting for about 15% of the category.

Since 2004, Master Kong has also begun to accelerate the launch of new products in order to resist the pressure of competing products on the channel and maintain its own market share. First, it launched the Asia Select Cup Noodles, positioning them as a delicacy in the entire Asian region.

They spent a lot of money to hire Lu Yu as the image spokesperson, and invested heavily in promotion on the channel. Although it has not made a profit so far, it has been accepted by the majority of consumers as a new brand and new positioning product on the channel.

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Next, Master Kong launched Asia's selected bucket bag noodles and the upcoming Bone Broth Expert and some new flavors. I believe that in the future, Master Kong will continue to launch some products and flavors that are different from the current manufacturers to further seize channels and expand market share.

Rate.

Adjusting personnel salaries. In order to become more competitive in the same industry and reduce the company's own turnover rate, Master Kong began to propose salary adjustments in October 2005. At the same time, it proposed the slogan "Three, Four, Five", that is, three people doing five

I get four people's salary for my job.

After two months of hard work and adjustments at all levels of Tingyi, the salary increase was reflected in the December payroll. The biggest beneficiaries of this salary increase are cadres above the scientific level of Tingyi. The basic salary increase range is more than 30%.

The salary increase below the department level is smaller, especially for assistants at the lowest level, where the salary increase is only about 8%. Once this measure was introduced, the turnover rate further increased.