Second and third line wine "marketing breakout"

However, with the popularization of wine culture and consumers' attention to health, as well as the consumption of the consumer culture in the primary market, the wine market in the second and third-tier cities has gradually emerged. When some big brands began to pay attention to the second and third-tier markets, many small and medium-sized wine brands had already flocked to the market in hopes of caring for the first-tier market. They displayed a variety of skills and competition brands and began to fight on the streets of the city. As the second group of domestic wines, Xintian, Weilong, Longhui, Mogao, Yunnan Hong, Tonghua and other brands and the third group of the King of Chi Mei, Baiyang River, Changbai Mountain, and Gujing are the second and third line wine brands. Seek a breakthrough in marketing.

Marketing bottlene incentives:

1. From the perspective of the current corporate competition strategies of the major second and third-tier wine brands, the traditional operating practices have certain limitations, causing them to encounter considerable resistance and risk in achieving regional market expansion. At present, many small and medium-sized brand wines still have no mature experience and are still in the market for exploration.

2. Many second- and third-tier wine brand manufacturers want to use the so-called marketing plan to carry out "event marketing, advertising hype or celebrity effect", but the actual results have often become the "Confucian wine" in the wine market. Draw attention to the eye can not lead to cash.

3. In order to occupy the market as soon as possible, some second- and third-tier wine brand manufacturers often adopt a strategy of using a brand of distributor channels, relying on the use of a distributor channel for wine brands, hoping to increase distribution with a higher “benefit” than competitors. Business enthusiasm. In the long run, it is impossible to establish long-term partnerships between regional wine brands and local distributors, and it can only increase the motivation of dealers.

4. When many second- and third-tier wine brands newly enter a regional market, they frequently use the so-called “quality of service” as the main appeal point for channel cooperation. However, the service quality itself is not sufficient to build the local core competitiveness of the company. It is easily imitated and surpassed by competitors, especially a class of brands.

5. In order to achieve the purpose of entering supermarkets and restaurants in various shopping malls, the second and third tier wine brands use store fees, bottle opening fees, and sales promotion staff. As a result, input and output ratios are imbalanced, investment is limited, and profits are limited. Compared with a class of brands, the input costs are too large and cash inflows are insufficient. Many regional brands have to shrink their battle lines.

Currently, the small and medium-sized brand wine market is undergoing a period of transition from “market cultivation and promotion phase” to “market maturity phase.” At this time, many consumers already have the habit of drinking wine, but most of them have not yet formed brand loyalty. Consumers who are extremely unstable in terms of consumer behavior and who are most likely to change their spending are being sought. At this point, the investment in marketing is the lowest. At this time, it is an opportunity for those second-tier and third-tier wine companies that are ready to have a tight battle plan. However, this opportunity will be fleeting if not promptly grasped, according to regional market characteristics. The flexible use of marketing promotion methods will result in rapid opening of the market and improved product sales.

Second and third line wine brand marketing game:

Avoid the second-and-third-tier market in the second- and third-tier market. The second-tier and third-tier wine companies must look for market gaps in a highly competitive environment. Therefore, we should concentrate our resources on one point, one region, or one market. At this point, the so-called "concentrated marketing power" is to play the most favorable allocation of resources. From the region, business district, and retail outlets, we should select areas with weak brands or neglected markets, and strive to do a good job in regional management or small market operations. After that, it gradually used various promotion strategies and gradually became a regional strong or erode the market of other brands. The primary market is usually economically developed, wine consumption habits have been formed, consumer awareness of the brand is strong; all types of terminal entry costs are higher, coupled with a strong brand of monopoly on terminal resources, so many small and medium-sized brands can avoid the first-tier market to attack Second and third-tier markets.

Due to the low consumption potential in the secondary and tertiary markets, strong brands are reluctant to enter or have no time for consideration. This gives the second and third tier brands an opportunity to strengthen the secondary and tertiary markets. For example, the Guangdong National Dry Red Group expects to start from the second and third-tier markets first, and through the intensive cultivation of the second and third-tier markets, it will form an advantage point, then link the points together, and finally compete with the strong brands in the regional market.

Unique Product Stimulus Small and Medium Distributor Network The second and third-tier wine brands need product innovation, and the uniqueness of the category is very important. The true value of the product is the basis, to ensure that the wine is certainly full of grapes. Then the price is the ratio of pride and cost. In the first and second tier cities, wines worth about 30 yuan should be the most popular among consumers, while in the second and third tier cities, about 20 yuan of wine should be the best-selling wine.

Product wine bottle packaging needs to be able to highlight its own product image and brand connotation, at least from the appearance of the product can feel the product and brand corresponding appeal position. The current wine terminal image is the same, in addition to the brand and product label on the glass bottle, almost no one can tell who is who, is nothing more than a white transparent glass bottle or dark glass bottle, mostly 750 ml standard bottle. The introduction of wines of different capacities by second and third-tier wine companies can be regarded as a strategy for differentiated market competition. Even wine bottles with other glass colors can be considered as a competitive strategy. Can consider different drinking occasions to launch different packaging wines, such as 375 ml, or even 550 ml, to meet market demand and better meet consumer demand.

For second and third-tier wine brands, the product is independent and needs distributor support. Due to the lack of brand appeal and lack of adequate advertising support, large distributors are also hard to find. Sales can be achieved through the development of small and medium distributors with a certain network. Most of the support for small and medium-sized brands is reflected in the price. Dealers sell much more, and dealers often like to push the product. At the same time, the prices of such products are not very transparent. For dealers who already have a network in restaurants and night markets, it is a good product mix to use the brand name product tree to look and go and to sell such products to make money.

Consumption segmentation and cultivation of loyalty population As the top brands of domestic wine brands, Changyu, Great Wall, and Dynasty, they are more aware of target consumption. They are the people who understand the wine, the people of the three parties, and the high-end consumption of government affairs business. Therefore, Zhangyu, the Great Wall, and the Dynasty require a lot of TV's wide appeal for taste, culture and brand.

The consumers of the second and third-tier wine brands are not the top three people, but the white-collar workers and the ordinary working-class people. They are more of the growing consumer groups. They may not understand wine tasting and may not understand the quality and culture behind the wine, but they know that The wine is genuine, the wine is healthy, and it is a festive and lively celebration. It is also a kind of face, and the feeling is also full of comfort. It is also more convenient to buy. The price is not too expensive, twenty to thirty dollars. A bottle is also acceptable. They are willing to try, they are willing to accept this taste, then they may become a loyal consumer group of second and third-tier wine brands.

The method of market segmentation for the target consumer groups of the second and third-tier wine brands can be subdivided according to the classification of consumers, and can even be further subdivided into four major consumer groups, such as launching them for women or men. It is not a bad idea to classify wines that are more like taste, or even to launch women's wines.

Whether it is the distribution of wines or the spread of culture, competition in the consumption of wine brands and target people is needed because the decisive factor for consumers’ purchase behavior is whether they are really suitable for them. Second- and third-tier wine brands must seize the inherent consumer groups. We must also cultivate the loyalty of the target consumer groups and further expand the consumption capacity.

Brand promotion allows “Advertisements and Events” to play a leading role Brands for second and third-tier wines should be properly advertised according to actual needs. Advertising costs should be more practical and effective, and must be accurately placed at places where major consumers often frequent activities. Due to the low investment in second and third-tier wine stores, it is one of the best channels for companies to display images and spread brand information for many years. It is also the best window for product sales and after-sales service. The number of stores is set according to the size of the regional market. More effective. Hotels and night markets are the main consumers of wine, and they are also the best place to carry out promotional activities to target consumers. Develop useful and effective advertising tools for these consumers. For example, hotels and nightclubs make small signage for entertainment, fluorescent ashtrays, sloppy plates, nighttime exquisite small light boxes, neon lights, and so on. These methods and tools can save money on advertising expenses. Reach publicity.

In addition, for the weaker characteristics of the second and third line wine brands, they have the opportunity to conduct event marketing, timely seize the widely-received social news, events, and effects, and combine a series of companies or products to achieve their goals in communication. Related activities. Such as: sponsoring local major events to become designated wine exclusively, making use of the media as an opportunity to speculate; by participating in local folk activities, designing dissemination activities around the contents of the event; involving in local Spring Festival Gala, other large-scale cultural performances organized by organizations to become special wines for performances, etc. Wait. For the second and third-tier wine brands through "foreign opportunities and momentum," in order to improve the visibility of enterprises or products, reputation, establish a good brand image, and ultimately contributed to the sale of products or services.

Pathway Innovation Selects “Blasting Force” Terminal Second- and third-tier wine brands have to surpass the channel advantage of a class of wine manufacturers and need innovation in their re-channel strategy rather than blind imitation and dependence. In order to improve the performance of the second and third-tier wine brands, the key is to make a number of regional strong brands and make multiple model markets.

Sales channels are mainly: supermarkets, hotels, group purchase. Among them, the second and third line wine brands should focus on commercial supermarkets, gift shops, tobacco and wine wholesale channels, wedding tobacco and wine candy channels, and some catering hotels. Considering that it is too expensive to enter part of the catering hotels, it is not as effective as mass promotion. There are all three places for drinking: one is a restaurant, the other is a night market, and the third is a family. Second and third line wine brands are more focused on selecting food and beverage outlets and household objects as their focus of drinking. Different brands can choose different channel priorities, and they can also take food and beverage stores and families as the marketing direction.

With the rapid development of Internet information technology, information exchange has become more and more rapid and convenient. Under such circumstances, the advantages of offline channels will be increasingly replaced by the advantages of e-commerce and how to effectively use the power of the Internet. With the advantage of modern information technology, we can achieve rapid penetration and dissemination of products. The clubhouse model and wine monopoly are also complementary channels. Channels need to be integrated, and they need to use the combination of boxing to attack. There are breakthroughs in key areas, consolidation of strong markets, strong channels, and in-depth development, and intensive cultivation of the terminal market. The second and third-tier wine brands can adopt strategic channels such as supermarkets, restaurants, nightclubs, and groups to strategically enter into the market, through the channels of direct marketing, secondary and special channels, and the second-tier market to open brand monopoly. Use multiple channels and terminal resources to seek efficient energy release from the terminal.

The marketing of small and medium-sized brand wines is challenging the competition for high-end products on the one hand, because high-end customers are gradually growing and mature. In addition to high-quality products, personalized services and cultural added value have now become the key factors that motivate target customers to purchase. On the other hand, it is necessary to sell and support the low-end market. For example, the development and intensive cultivation of the second and third tier markets are mainly activities such as revolving, banquets, etc. No matter what kind of form, it is necessary to cultivate and guide, especially with many foreign countries. The invasion of the brand will be more intense for the competition of small and medium-sized brands in wine marketing. However, the difference is that wine sells not only products, but also sells culture; not only sells prices, but also sells taste and life.