Misunderstandings of marketing of small and medium-sized food companies The small and medium-sized food companies mentioned here include old food companies whose products have entered the food market for many years; food enterprises that have entered the food market for a short time and new food companies that are preparing to enter the food market. These small and medium-sized food companies are small in scale, with few sales of products, low branding and marketing expenses, and no special sales management system. If the model market initially chose to enter a municipality or a provincial capital, the company’s resources could not be effectively supported and the market operation would be difficult to succeed. Instead, it would create obstacles and unnecessary losses for the development of the company. Beijing Precision Planning believes that the core sales area for the operation of small and medium-sized food enterprises should choose the markets of the cities where their companies are located, including prefecture-level cities, county-level cities and counties, and surrounding areas, and first become local well-known brands.
The big city may be a trapped city. The market size of big cities is much larger than that of small and medium-sized cities. In general, the market size of municipalities is greater than that of provincial capitals. The market size of provincial capitals is much larger than that of prefecture-level cities and county-level cities. However, the intensity of competition for similar products in municipalities directly under the Central Government and provincial capital cities is also much greater than that of prefecture-level cities and county-level cities. In the big city market, small and medium-sized food companies often face direct competition and pressure from large national brands. For small and medium-sized food companies, the marketing risks of operating municipalities and provincial capital cities are much greater than those of prefecture-level cities and county-level cities. For most small and medium-sized food companies with weak marketing power, on the surface, there are more opportunities than risks, but in reality risks are greater than opportunities. Therefore, first of all, large cities such as municipalities directly under the Central Government or provincial capitals are used as a model market, which may be a trap covered with flowers for small and medium-sized food companies.
Concentrating the company's limited resources in one market We have a customer for cooking oil - Hanzhong Aojin Woody Oil Co., Ltd., a company in Hanzhong City, Shaanxi Province, which is a small and medium-sized food company. At the beginning, the company wanted to set the model market in Xi'an, the provincial capital, on the grounds that the market capacity of Xi'an's edible oil was more than five times that of Hanzhong. After cooperating with Beijing's precision planning, we suggested that Hanzhong should be used as a model market to focus on the limited resources of the company and make the market in Hanzhong deep and thorough. In the prefecture-level city of Hanzhong, there are 10 counties in the district. The market capacity of edible oil products is tens of millions of yuan, which is enough to make the company profitable. As a result, Suijin Company invested 100,000 yuan in outdoor street sign advertisements in the main street of Hanzhong, and with the support of professional marketing planning, it became famous in the Hanzhong market. Not only did the brand's popularity increase significantly, but its product sales also increased several times. If this enterprise's resources are thrown into the Xi'an market, the capital city of the province, it is basically lost. It is difficult for Rongjin to increase its brand and sales performance.
First of all, in the market where their own companies are located, they have established well-known brands of small and medium-sized food companies, especially small and medium-sized food companies that have just entered the market or whose marketing capabilities are weak. The choice of key sales areas should not be too great or too far away from the city where their company is located. First, the limited resources of the company should be used in the cities where the company is located and in the surrounding markets. Through professional brand planning, product planning, market planning, and sales planning, the company should deeply plough the market in prefecture-level cities, county-level cities, and county towns. As a well-known local brand, it forms a local competitive advantage in the local and surrounding markets, rapidly increasing the sales of the product, earning the funds needed for the development of the company, etc. After the company has a stable profit and successful marketing experience, it plans to extend to other markets. .
The expansion from the local market to the regional market requires the support of professional planning. Here, the local market refers to the prefecture-level cities, county-level cities, county-level cities and surrounding markets where the small and medium-sized food companies are located. Regional markets refer to the provincial capital markets of several provinces, several prefecture-level cities, several county-level cities and the surrounding markets. Small and medium-sized food companies become well-known local market brands need professional marketing planning guidance. It is much more difficult for local brands to expand into regional markets and become a strong brand in the regional market. Companies must not only have the ability to control the larger market segments, but also need the support of professional marketing planning.
Steady to become a regional well-known brand marketing strategy Small and medium-sized food companies from local well-known brands to regional well-known brand changes, the necessary conditions at the marketing level are: 1. Corporate brand and product brand to establish accurate brand and product positioning. Brand and product positioning first, then dissemination and promotion; 2. Identifying target consumer groups for products, brand communication and product promotion targeting core consumer groups; 3. Clear product line planning to form product series and price matching system 4, the product packaging design must be the best in the same competing products, in the sales terminal has enough visual impact; 5, the establishment and management of a capable sales force; 6, for the dealer to reserve suitable Product profit space, increase the enthusiasm of dealers; 7, in the product sales terminal display and distribution of promotional materials, and at the same time have the support of promotional activities; 8, in key sales areas, such as prefecture-level cities or county-level cities to put TV Advertising does not cost much. It can quickly increase the brand, drive the sales of products, form a benign marketing cycle, and so on.
The deep market of key markets is combined with the investment in the national market. Through professional marketing planning, the small and medium-sized food enterprises first become local famous brands. After the company has stable product sales and profits, it needs to gradually expand from the local market to the regional market. At this stage, it is also possible to adopt a marketing strategy that combines regional deepening of the key market and investment in the national market to increase the market sales area and sales scale of the product. There are many ways of attracting investment in the national market, mainly including: 1. Using professional media to attract investment; 2. Selling their own sales teams directly to the local market; 3, Investing through various exhibitions; 4. Investing through the national dealer database phone; Through the investment activities organized by industry associations and so on, various investment promotion methods are combined to complement each other. But the precondition is that the dealer's agent of your product can really bring profits.
Can be made into a regional well-known brand before it can become a national strong brand In short, Beijing precision planning that small and medium food companies to strengthen the brand and expand product sales is a gradual process. Through professional brand planning, product planning, market planning and sales planning, the company first focused on corporate resources, invested in the local market where the company is located, became a local well-known brand, and then stepped forward to a regional strong brand, gradually growing up through continuous learning. It can minimize marketing risks and make the company develop steadily. Only small and medium-sized food companies that have the ability to make local and regional brands first will be the nation's strongest brand in the future.
Concluding remarks: Our understanding of precision planning is precisely based on the overall understanding of the food market, using precise market segmentation strategies, accurate brand strategies, accurate product strategies, accurate pricing strategies, accurate access strategies, and accurate advertising. Delivery strategies, precise sales promotion strategies, etc., focus on the accurate dissemination of corporate resources to segmented markets and target consumer groups, effectively reduce the waste of resources and costs of food companies, and rapidly increase the integrated marketing planning model for brand and product sales.
After 17 years of actual marketing tests, we will start a new era of precision planning in the food marketing field in China starting in August 2008. We can stably earn profits for food companies and be responsible for the results of marketing planning, and truly realize the company's philosophy of low-cost, risk-free marketing planning for food companies. Precise planning solemn promise: Marketing plan customers are not satisfied with 100% refund. 1. Providing China's top-ranking marketing planning services for food companies; 2. Making food marketing companies do the best in similar competitive products; 3. Giving food companies an equivalent of 10-100 times the cost of marketing planning. The economic benefits.
The big city may be a trapped city. The market size of big cities is much larger than that of small and medium-sized cities. In general, the market size of municipalities is greater than that of provincial capitals. The market size of provincial capitals is much larger than that of prefecture-level cities and county-level cities. However, the intensity of competition for similar products in municipalities directly under the Central Government and provincial capital cities is also much greater than that of prefecture-level cities and county-level cities. In the big city market, small and medium-sized food companies often face direct competition and pressure from large national brands. For small and medium-sized food companies, the marketing risks of operating municipalities and provincial capital cities are much greater than those of prefecture-level cities and county-level cities. For most small and medium-sized food companies with weak marketing power, on the surface, there are more opportunities than risks, but in reality risks are greater than opportunities. Therefore, first of all, large cities such as municipalities directly under the Central Government or provincial capitals are used as a model market, which may be a trap covered with flowers for small and medium-sized food companies.
Concentrating the company's limited resources in one market We have a customer for cooking oil - Hanzhong Aojin Woody Oil Co., Ltd., a company in Hanzhong City, Shaanxi Province, which is a small and medium-sized food company. At the beginning, the company wanted to set the model market in Xi'an, the provincial capital, on the grounds that the market capacity of Xi'an's edible oil was more than five times that of Hanzhong. After cooperating with Beijing's precision planning, we suggested that Hanzhong should be used as a model market to focus on the limited resources of the company and make the market in Hanzhong deep and thorough. In the prefecture-level city of Hanzhong, there are 10 counties in the district. The market capacity of edible oil products is tens of millions of yuan, which is enough to make the company profitable. As a result, Suijin Company invested 100,000 yuan in outdoor street sign advertisements in the main street of Hanzhong, and with the support of professional marketing planning, it became famous in the Hanzhong market. Not only did the brand's popularity increase significantly, but its product sales also increased several times. If this enterprise's resources are thrown into the Xi'an market, the capital city of the province, it is basically lost. It is difficult for Rongjin to increase its brand and sales performance.
First of all, in the market where their own companies are located, they have established well-known brands of small and medium-sized food companies, especially small and medium-sized food companies that have just entered the market or whose marketing capabilities are weak. The choice of key sales areas should not be too great or too far away from the city where their company is located. First, the limited resources of the company should be used in the cities where the company is located and in the surrounding markets. Through professional brand planning, product planning, market planning, and sales planning, the company should deeply plough the market in prefecture-level cities, county-level cities, and county towns. As a well-known local brand, it forms a local competitive advantage in the local and surrounding markets, rapidly increasing the sales of the product, earning the funds needed for the development of the company, etc. After the company has a stable profit and successful marketing experience, it plans to extend to other markets. .
The expansion from the local market to the regional market requires the support of professional planning. Here, the local market refers to the prefecture-level cities, county-level cities, county-level cities and surrounding markets where the small and medium-sized food companies are located. Regional markets refer to the provincial capital markets of several provinces, several prefecture-level cities, several county-level cities and the surrounding markets. Small and medium-sized food companies become well-known local market brands need professional marketing planning guidance. It is much more difficult for local brands to expand into regional markets and become a strong brand in the regional market. Companies must not only have the ability to control the larger market segments, but also need the support of professional marketing planning.
Steady to become a regional well-known brand marketing strategy Small and medium-sized food companies from local well-known brands to regional well-known brand changes, the necessary conditions at the marketing level are: 1. Corporate brand and product brand to establish accurate brand and product positioning. Brand and product positioning first, then dissemination and promotion; 2. Identifying target consumer groups for products, brand communication and product promotion targeting core consumer groups; 3. Clear product line planning to form product series and price matching system 4, the product packaging design must be the best in the same competing products, in the sales terminal has enough visual impact; 5, the establishment and management of a capable sales force; 6, for the dealer to reserve suitable Product profit space, increase the enthusiasm of dealers; 7, in the product sales terminal display and distribution of promotional materials, and at the same time have the support of promotional activities; 8, in key sales areas, such as prefecture-level cities or county-level cities to put TV Advertising does not cost much. It can quickly increase the brand, drive the sales of products, form a benign marketing cycle, and so on.
The deep market of key markets is combined with the investment in the national market. Through professional marketing planning, the small and medium-sized food enterprises first become local famous brands. After the company has stable product sales and profits, it needs to gradually expand from the local market to the regional market. At this stage, it is also possible to adopt a marketing strategy that combines regional deepening of the key market and investment in the national market to increase the market sales area and sales scale of the product. There are many ways of attracting investment in the national market, mainly including: 1. Using professional media to attract investment; 2. Selling their own sales teams directly to the local market; 3, Investing through various exhibitions; 4. Investing through the national dealer database phone; Through the investment activities organized by industry associations and so on, various investment promotion methods are combined to complement each other. But the precondition is that the dealer's agent of your product can really bring profits.
Can be made into a regional well-known brand before it can become a national strong brand In short, Beijing precision planning that small and medium food companies to strengthen the brand and expand product sales is a gradual process. Through professional brand planning, product planning, market planning and sales planning, the company first focused on corporate resources, invested in the local market where the company is located, became a local well-known brand, and then stepped forward to a regional strong brand, gradually growing up through continuous learning. It can minimize marketing risks and make the company develop steadily. Only small and medium-sized food companies that have the ability to make local and regional brands first will be the nation's strongest brand in the future.
Concluding remarks: Our understanding of precision planning is precisely based on the overall understanding of the food market, using precise market segmentation strategies, accurate brand strategies, accurate product strategies, accurate pricing strategies, accurate access strategies, and accurate advertising. Delivery strategies, precise sales promotion strategies, etc., focus on the accurate dissemination of corporate resources to segmented markets and target consumer groups, effectively reduce the waste of resources and costs of food companies, and rapidly increase the integrated marketing planning model for brand and product sales.
After 17 years of actual marketing tests, we will start a new era of precision planning in the food marketing field in China starting in August 2008. We can stably earn profits for food companies and be responsible for the results of marketing planning, and truly realize the company's philosophy of low-cost, risk-free marketing planning for food companies. Precise planning solemn promise: Marketing plan customers are not satisfied with 100% refund. 1. Providing China's top-ranking marketing planning services for food companies; 2. Making food marketing companies do the best in similar competitive products; 3. Giving food companies an equivalent of 10-100 times the cost of marketing planning. The economic benefits.
Rongcheng Jingyi Oceanic Technology Company Limited , https://www.jingyifoods.cn