In different stages of enterprise market competition, regional market has a far-reaching impact on the survival and development of enterprises. In the initial stage of market competition, regional market plays a decisive role in the survival of brands. In the stage of free market development, the intensity of brand competition is often restricted by the development progress of regional markets. In the hesitation period of market brand, the performance of regional market is the evidence and decisive factor of brand's continuous influence. At present, the snack food industry is in the stage of free competition, and the ability to control the regional market is very particular. Regional market management is an important part of the company's marketing strategy management. The concrete implementation of regional market is the concrete manifestation of the implementation of marketing strategy. How to better complete the marketing execution of regional market is the key to leisure food enterprises where challenges and opportunities coexist. First, it is undoubtedly very important for the leisure food industry to establish strategic goals, recognize who they are and define their position. According to the enterprise's own scale and strength, choose the development and business strategy that is suitable for it, and combine the regional characteristics, consumption level, cultural concept, consumption habits, traffic conditions, policy support, etc. to refine the regional objectives. And implement the marketing objectives, target performance, promotion means, channel construction and marketing progress of each refined region. After systematic analysis, Boli Food took the lead in opening up the laver market segment, and determined the strategic goal of building the most valuable marine leisure food brand, which was gradually refined and implemented in a planned and step-by-step manner. In the end, Boli seaweed successfully occupied the seaweed snack food market. In the future, Boli Juan and Boli Fishing Fun launched by the company also won successive victories in the terminal market share under the guidance of the strategic objectives of their respective brand groups. Second, positioning competitors In the market competition, there is no need to treat all peers as competitors. Although they are peers, there may be many gaps in product structure and target consumer group composition. If we "shoot" all our peers, we will only consume our own strength excessively and bring avoidable strain. On the basis of "knowing yourself and yourself", enterprises should study the product structure and target consumer groups of their peers, and then lock in the enterprises that pose the greatest threat to their own development and concentrate on destroying the "enemies".