Core Viewpoint - The recent inheritance dispute surrounding Wahaha has raised concerns about its market performance and sales strategies under the leadership of Zong Fuli, who has implemented strict measures against underperforming distributors [1][2][3] Group 1: Sales and Distribution Changes - Wahaha is eliminating distributors with annual sales below 3 million yuan, leading to sudden terminations and disputes over unpaid amounts [1][2] - Many distributors report increased sales targets, with some facing a 50% increase in their annual sales goals starting in 2025 [3] - The company is undergoing a significant restructuring of its distribution network, with smaller distributors being absorbed by larger ones, which has led to payment disputes and inventory issues [5][6][7] Group 2: Market Competition and Performance - Wahaha's product presence in retail stores is reportedly low, facing stiff competition from brands like Nongfu Spring [2] - Some distributors have experienced stockpiling issues, with inventory levels exceeding normal limits due to increased sales targets and market conditions [3][4] - Despite the challenges, Wahaha's overall beverage sales revenue increased by 53% in 2024, returning to peak market levels [8] Group 3: Brand and Consumer Perception - The inheritance controversy has negatively impacted consumer trust and brand perception, particularly affecting products that rely on emotional connections [10][11] - Experts suggest that Wahaha needs to focus on brand rejuvenation and innovation in product development to meet changing consumer demands [10][11] - The company's recent performance surge is attributed more to emotional consumer spending rather than the effectiveness of distributor restructuring [11]

从用户需求洞悉，到用户价值传递，再到用户黏性打造，营销作为促成最终消费的关键环节之一，营销 创新对消费力的驱动尤为关键。北京商报记者日前专访北京大学国家发展研究院营销管理学教授、发树 讲席教授、BiMBA商学院前任院长张黎，结合业界经典案例、行业共性趋势，以"对创新所做的营 销"和"营销上的创新"为切入点展开探讨。 /更应该学习创新，不只追求短期热点/ 北京商报：在您近期接触过的企业案例中，有哪些让您印象深刻的"营销创新"或对"创新"的营销？ 张黎：这样的案例有许多，比如现在关注度很高的泡泡玛特旗下潮玩LABUBU，它的IP消费市场确实很 火。但这一案例不太可能复制，它的火爆有赖于天时地利人和，并且短时间内很难判断它是否真的能称 之为"成功"，这还需要时间的检验。但是企业不应该对营销创新的理解局限在这个模式上，更不能过于 聚焦在跟风模仿上，去刻意追求第二个LABUBU。 北京商报：据您观察，在企业为拉动消费所做的创新中，有哪些共性趋势？是否在产品质量及服务上的 优化才是更重要的创新？ 张黎：从营销管理学的角度看，创新的核心就是开发适销对路的产品，更好地满足客户和用户的需求。 看起来简单的一句话，背后功夫很深， ...

Core Insights - Marketing innovation is crucial for driving consumer spending and should not be limited to short-term trends or imitation of successful models [3][4][9] Group 1: Marketing Innovation - Successful marketing innovation examples include product quality improvement, service enhancement, and customer management optimization, rather than merely following trends [3][4] - Companies should focus on developing products that meet customer needs through precise positioning and a long-term commitment to quality [4][8] Group 2: Differentiation Strategies - Small and medium-sized enterprises (SMEs) should leverage their unique positioning and strengths to differentiate themselves in niche markets [6] - SMEs can innovate by adapting to changing consumer preferences and providing tailored services, such as home delivery for elderly customers [6] Group 3: Role of Technology - Digital tools like big data and AI can empower marketing innovation, but they cannot replace the deep communication and strategic thinking required in marketing [7] - Companies must first identify the specific problems they want to solve before effectively utilizing AI and data analytics [7] Group 4: Traditional Brands and Innovation - Traditional brands face challenges in innovation due to rigid management structures, but they must maintain their core strengths while embracing new ideas [8] - Innovation should focus on understanding new consumer demands and adapting strategies accordingly, rather than superficial changes [8] Group 5: Effective Innovation Practices - Companies should avoid "innovation for innovation's sake" and instead focus on genuinely understanding and meeting customer needs [9] - Effective marketing involves a deeper understanding of customer behavior and integrating marketing into overall business strategy [9] Group 6: Collaboration and Policy Alignment - Companies should align their innovation efforts with genuine market demands rather than merely responding to government policies [10] - Collaboration across the supply chain should be guided by clear objectives that prioritize customer needs [10]

Core Viewpoint - The automotive industry is experiencing intense competition, leading companies to open their factories to the public as a marketing strategy, which reflects the idea that "form is also content and competitiveness" [1][5]. Group 1: Industry Context - The automotive sector is in a heated competition phase, with traditional manufacturers seeking breakthroughs and new entrants emerging rapidly, resulting in increased product homogeneity [1]. - Companies are innovating their marketing strategies to stand out, as relying solely on product quality is no longer sufficient [1]. Group 2: Marketing Strategy - Opening factories to the public serves as an excellent opportunity for companies to showcase their capabilities, as seen with Xiaomi's highly automated production line featuring over 700 industrial robots [2]. - This approach allows consumers to visualize complex automotive technologies, making them more relatable and enhancing brand image and reputation [2][3]. - Factory tours cater to the new generation of consumers who seek higher engagement with brands, fulfilling their curiosity and educational needs, especially for families [2][3]. Group 3: Consumer Engagement - Factory visits provide a unique experience that can be easily shared on social media, amplifying word-of-mouth marketing and expanding brand influence [3]. - Unlike traditional advertising, factory tours allow companies to guide consumers through their strengths and production processes, fostering a more interactive and engaging experience [3]. Group 4: New Energy Vehicle Manufacturers - Many new energy vehicle manufacturers are leading the trend of factory openness, leveraging advanced technologies and modern designs without the constraints of traditional automotive legacies [4]. - These new factories symbolize innovation and strength, helping brands convey their advanced capabilities in technology and manufacturing to consumers [4][5]. - As competition intensifies, it is expected that more companies will adopt factory tours as a marketing tool, enriching consumer experiences and invigorating the automotive industry [5].

Group 1 - The summer discount battle is intensifying, with various markets offering significant price reductions on clothing items, such as a long-sleeve shirt for 69 yuan and a dress reduced from 128 yuan to 50 yuan [2] - The "live model" advertising strategy initiated last winter has led to an 80% increase in foot traffic for the "Yuhuanghou" store, demonstrating the effectiveness of innovative marketing tactics in attracting customers [3] - Other stores, like "Jiangnan Buluo," are adopting similar strategies by distributing promotional bags to encourage customer visits, indicating a trend towards creative customer engagement methods in the retail clothing sector [3] Group 2 - The "Yuhuanghou" store's success has prompted the market management to support such innovative marketing efforts, aiming to enhance overall market vitality and attract more customers [3] - The presence of promotional activities and discounts is creating a vibrant shopping atmosphere, which is crucial for the retail clothing industry during the summer season [2][3]

Core Viewpoint - Tong Ren Tang, a century-old traditional Chinese medicine company, has successfully ventured into the baking industry, achieving impressive monthly revenues of tens of millions by combining traditional wisdom with modern consumer demands [3][5]. Group 1: Market Disruption by a Century-Old Company - The decision of Tong Ren Tang to enter the baking market represents a significant shift, leveraging its extensive resources in high-quality medicinal materials and a deep-rooted culture of "food as medicine" [7]. - The brand "Zhi Ma Health" is the main player in this cross-industry venture, offering products like "Goji Latte" and "Fu Ling Cake" that blend health benefits with modern tastes [9]. Group 2: Product Innovation and "Food as Medicine" - Tong Ren Tang's baking strategy emphasizes the concept of "food as medicine," incorporating genuine medicinal ingredients into their baked goods, such as "Fu Ling," "Goji Berries," and "Black Sesame" [11]. - Specific products include the "Goji Original Croissant," "Five Black Soft European Bread," and "Pumpkin Goji Soft European Bread," each designed to appeal to different consumer preferences while maintaining health benefits [14][15][17]. Group 3: Targeting Diverse Consumer Groups - The company effectively targets a wide range of consumers, from the elderly to Generation Z, by offering products that cater to their specific health and lifestyle needs [25]. - For younger consumers, the brand focuses on trendy and convenient options, while for older consumers, it emphasizes low-sugar and easy-to-chew products [28][30]. - The unique product offerings and store experiences are designed to encourage social sharing, enhancing brand visibility [31]. Group 4: Innovative Marketing Strategies - Tong Ren Tang employs a dual approach to marketing, integrating online and offline strategies to enhance brand engagement [33]. - The flagship stores serve as brand experience centers, offering interactive activities that immerse customers in traditional Chinese medicine culture [35]. - Online marketing through social media platforms has proven effective, with viral content significantly boosting brand awareness [37]. - Collaborations with major e-commerce platforms have expanded the reach of their health-focused baked goods, improving convenience for consumers [38]. Group 5: Future Prospects and Challenges - Despite achieving impressive monthly revenues, Tong Ren Tang faces challenges in balancing taste and health benefits to appeal to a broader audience [41]. - The rapid expansion raises concerns about maintaining the quality of medicinal ingredients and consistency in product experience across locations [42]. - As the health baking trend gains popularity, competition is expected to increase, necessitating continuous product innovation and brand differentiation [44].

Core Insights - AIRMETER successfully leveraged precise marketing strategies and multi-channel collaboration during the 618 shopping festival, achieving over 1.7 billion yuan in online sales and maintaining its position as the top brand in the instant pasta category on major platforms [1] Group 1: Marketing Strategies - The collaboration with celebrity He Haonan as the brand ambassador injected new energy and connection with young consumers, resulting in over 1 billion brand exposure and sales exceeding 3 million yuan within 24 hours of the announcement [2] - The partnership with top food influencer "Special Ula La" created a new marketing model combining short video promotion and live streaming, leading to over 40 million brand exposures and sales surpassing 6.6 million yuan in a single session [4][5] Group 2: Product Innovation - The launch of a new instant noodle series during the 618 promotion achieved sales exceeding 10 million yuan, featuring unique flavors that cater to various dining scenarios [10] - The introduction of the "Corn Pig Soft Bone Baby Noodle" series specifically targets the needs of parents dealing with picky eaters, achieving significant sales growth and enhancing brand influence in the niche market [10] Group 3: Brand Experience - The collaboration with Disney IPs created a multi-dimensional brand experience, successfully extending the consumer base to include pet owners and enhancing emotional connections through themed products [7][8] - The brand's focus on emotional resonance and social value has transformed simple food products into emotional carriers, elevating the consumer experience beyond mere sustenance [12] Group 4: Future Outlook - The impressive performance during the 618 festival reflects the unique value and strong potential of AIRMETER in the food sector, motivating the company to continue prioritizing product innovation and consumer value [13]

Core Viewpoint - Zhangyu, a century-old wine brand, is facing significant challenges, including declining revenues and profits, leading to asset sales to alleviate cash flow pressure [2][3][5]. Financial Performance - In 2024, Zhangyu reported total revenue of 3.277 billion yuan, a decrease of 25.26% year-on-year, with net profit attributable to shareholders dropping 42.68% to 305 million yuan [3][4]. - The company's net cash flow from operating activities fell by 66.09% to 397 million yuan, indicating severe cash flow issues [4][5]. - The sales of wine, which accounted for 71.59% of total revenue, plummeted by 22.32% to 2.438 billion yuan [6][7]. Asset Sales - To manage cash flow, Zhangyu announced the sale of its 100% stake in French company ETABLISSEMENTS ROULLET FRANSAC for 2.6 million euros and related real estate for 2.2 million euros, totaling approximately 39.77 million yuan [5]. - Additionally, Zhangyu sold its Laizhou Zhuqiao grape base for 202 million yuan, with expected proceeds of around 100 million yuan [5]. Market Position and Challenges - Zhangyu's stock was removed from the Shenzhen Component Index, signaling potential concerns about its market position and performance [10]. - The company has experienced a significant decline in sales across its product lines, with both wine and brandy sales dropping by double digits [6][8]. Management and Strategy - Zhangyu's management acknowledged the challenges, attributing the poor performance to a drastic decline in market consumption and ineffective marketing strategies [8]. - The company aims to achieve a sales target of no less than 3.4 billion yuan for the current year, despite a lack of positive trends in early financial results [10][15]. - Zhangyu is focusing on product innovation and expanding distribution channels, including community stores and new retail formats, to improve sales [17][18].

Core Insights - The article highlights the successful transformation of Shangbin Convenience Store in Huangpi District, which evolved from a basic operation to a more sophisticated business model through strategic changes in product offerings, service enhancements, and marketing innovations. Product Strategy - The store expanded its product range from initial offerings of beverages and cigarettes to over 800 items, catering to daily consumer needs and enhancing customer satisfaction [2] - Effective product display strategies were implemented, focusing on vibrant and attractive arrangements to boost sales of both popular and slow-moving items [2] - Seasonal promotions, such as a dedicated Mid-Autumn Festival section, were created to enhance customer engagement and drive sales [2] Service Upgrade - The store adopted a customer-centric service philosophy, ensuring all customers received equal and enthusiastic service regardless of their purchase amount [3] - Staff were trained in proactive communication techniques to better understand customer needs and recommend suitable products, leading to increased customer loyalty [3] - Positive word-of-mouth contributed to the store's growing reputation and customer base, with many new customers referred by satisfied existing customers [3] Marketing Innovation - The store established a membership system using the "Zhiyin Tong" management platform, allowing customers to join by scanning a QR code and enjoy benefits like points redemption [4] - Personalized marketing through WeChat increased member engagement and boosted the repurchase rate by 30% since the membership system was implemented [4] - Future plans include training for retailers to enhance their sales skills and expand customer bases through a three-dimensional approach of refined operations, emotional service, and data-driven innovations [4]

Core Viewpoint - The article discusses the declining performance of Fuling Mustard, the leading pickled vegetable brand in China, highlighting a significant drop in sales and market presence due to changing consumer preferences and increased competition from other food products like dipping sauces [3][9][30]. Financial Performance - Fuling Mustard reported a decline in both revenue and net profit for the second consecutive year, with five out of seven major sales regions experiencing varying degrees of decline [3][5]. - The company's market value has decreased by 300 billion yuan from a peak of over 350 billion yuan five years ago [5][11]. Market Dynamics - The consumption of Fuling Mustard has significantly changed, with the product now being less visible in key consumption scenarios such as supermarkets and high-speed trains, where consumers are opting for more diverse meal options [10][20]. - The brand's pricing strategy has led to a reduction in the number of distributors, with a notable decline of nearly 60% in the South China sales region [17][20]. Consumer Preferences - Younger consumers are increasingly sensitive to health concerns related to high-sodium products, leading them to seek alternatives like dipping sauces, which are perceived as more sophisticated and versatile [25][30]. - The rise of various brands in the dipping sauce market, including those from influencers and traditional brands, has created a competitive landscape that Fuling Mustard struggles to navigate [28][30]. Product Strategy - Fuling Mustard has heavily relied on its flagship product, which now accounts for over 80% of its revenue, limiting its growth potential [22][23]. - The company has attempted diversification by exploring other products like pickled radish and seaweed, but these efforts have not yielded significant results [23][30]. Marketing Efforts - In response to declining sales, Fuling Mustard has increased its marketing budget by over 30% in 2024, allocating 100 million yuan for promotional activities [32][34]. - Despite past successful marketing campaigns, current strategies have not resonated with younger consumers, leading to ineffective promotional efforts [34][36]. Industry Challenges - The challenges faced by Fuling Mustard reflect broader issues within the traditional food industry, emphasizing the need for value reconstruction rather than merely targeting premium markets [38].