英文文献029再塑白酒营销逻辑.doc

外文翻译：再塑白酒营销逻辑原文来源： Han Xu On the marketing logic a global brand network 09-12-2更多原创经管论文及英文文献与翻译请访问：http:/经管论文.com/ ,并提供定制服务译文正文：快速变化的经济环境以及诸多不确定因素的存在，让预测变得越来越不可靠，比如我们曾经对全球化、自由贸易的乐观预测。加上金融危机的影响尚未消除，其影响的深度和广度还不可知，企业应该如何更加灵活的适应市场环境，应该从何处着眼关注未来变化？自04年以来，是白酒行业快速发展的几年，也是白酒行业竞争水平和白酒企业竞争能力迅速提升的几年，尽管近年来白酒市场竞争正在面临严重的同质化和资源竞争困境，但行业的进步依然。在行业快速增长背后的驱动力除了需求的因素之外，还有企业意识的转变和营销的创新，尽管未有革命性创新，但是渐进性的创新一直未停。 随着白酒行业几年来的快速发展，区域化和全国化的矛盾和冲突将更为明显，既然我们已经意识到一二线市场竞争难度的提升和正在逐步趋于饱和，未来的二三线和乡镇农村市场该如何攻守？是靠经验的移植，还是靠另一种创新？ 快速增长的业绩（市场规模的扩大、营销队伍的增加等）以及相对滞后的企业能力，使得企业在单一市场上的稳定性和可持续性面临考验，而企业整体业绩的提升靠的不是单一市场的攻守，更是整体市场的持续稳定。 从目前看，行业间的并购、业内外资本的介入似乎正在加快步伐，但是这只是一个开始，并购和资本介入之后呢？并购和资本介入的目的不单单是一种资本价值的转移，更重要的是如何借助资本的力量进一步提升资本价值。 所以，不仅是在白酒行业，企业必须要有一套清晰的营销逻辑。这个逻辑不单是一套如何创造和提升价值的逻辑，更是一套应变和创新的逻辑。 营销逻辑是企业通过科学地观察市场获得适用于自己的成功方式，是指企业以何种方式将自己的何种产品和服务销售给客户、如何持续拉开与竞争者间的差距、如何获取利润等问题，是一套贯穿始终的看法、思路和行为方式。 虽然在过去的营销中，我们一直在强调知识的价值，比如对营销模式的推崇、比如对团购技能的追求、比如对终端运作能力的重视，虽然，这些营销技巧和技能都非常重要，但在企业的营销逻辑下，不是所有的技巧和技能都重要。只有符合营销逻辑的技巧和技能才是最重要的，除此之外的技巧和技能都可以忽略。 具有营销逻辑就是可以给包括技巧、技能在内的各种营销活动和人才选拔等提供“焦点和方向”。如果缺乏营销逻辑，这些活动就会无限地分散开来，所以要有一个中心轴把它们有效地集中起来。 营销逻辑是应变的逻辑，是创造价值的逻辑，拥有营销逻辑我们才更清楚，哪些资源对我们来说更重要，应该全力整合；哪些技能对我们来说最有价值，应该努力提升 所以，从现在开始，关注、思考和建立营销逻辑成为一种必要。 白酒营销的八大逻辑 迈锐思营销咨询团队，基于十数年白酒行业经验，始终用审视的眼光关注和观察不同行业的发展和变化，不断在实践中对白酒营销进行体悟，精炼出关于白酒营销的8条逻辑，以求窥探白酒营销的现状和未来，与同行们一起探讨！(一)关注变化，系统解读未来 其实未来已经存在，未来就在我们的身边，未来之所以让我们措手不及，关键在于我们没有用心的观察、在于我们没有足够的敏感度：过于看重过去和现在的成功经验；在于过度发达的信息会淹没可能主导明天的主要信息，没有意识到一个小小的萌芽也会长成参天大树。 当众多企业为因实行(续致信网上一页内容)“外包”有效降低了成本而沾沾自喜时，他们并没有想到随着知识和技术的转移，供应商会成为自己直接的竞争对手，侵蚀自己的市场份额。其实未来存乎于心，创造未来的动力源于人性对获利的追求、对不安于现状的进取、对打破现有游戏规则的创造。 当诺邦及B0rders的首席执行官坐在办公室里，看到电视新闻上一个叫杰夫?贝佐斯的说“自己开了一个叫亚马逊的网上书店，这个书店将来会有100万种书，是普通书店的100倍，价格还要低3-5成，消费者可以通过计算机，在家里花几分钟买到书”时，他也许只是报以一笑，回头来继续专注自己连锁店的扩张，没想到几年以后，亚马逊成了他最主要的竞争对手。 当白酒市场影响力和话语权逐步下沉时，我们没有意识到终端即将在未来的白酒竞争中承担重要作用，只有少数企业开始了尝试，直到“盘中盘”概念提出，我们才真正意识到终端的力量。其时，在饮料、方便面行业已经开始了疯狂的终端战，我们却视而不见。未来就在于身边，在其它行业中存在。 当白酒消费开始自带时，只有少数企业被动的做了一些消费者的公关工作，而大多数企业还在疯抢终端，直到几年后“消费者盘中盘”被明确提出，对消费者的争夺战才大规模开始，其时，我们已经丧失了争取主动的最佳时机。 关注未来，关键是找到未来所在： 未来存在于消费者身上：消费者口感的变化、意识和观念、喜好和习惯、购买行为、对品质和品牌的追求、消费场景等都可能存在未来的前兆。 未来存在于渠道：渠道的形态、渠道的功能、渠道的比重等；一些趋势如大卖场和小连锁份额的提升、如品类专卖的发展、如定制化（产品和服务客户化）、如网络购物等； 未来存在于其它行业：比如食品饮料行业，不断细分品类已经成为常态，我们却刚刚开始关注和尝试；再有就是健康营养、便利和时尚等在食品和饮料行业已经成为重要的追求方向，这是否会在下一个时间成为白酒行业关注和尝试的焦点。 未来存在于可替代品：比如啤酒、黄酒和红酒行业，“庄园”概念的打造、产区概念的打造等，能否成为白酒未来竞争的一个重要方向。 当然未来更存在于宏观，如全球经济走势、资本走势、通货膨胀、互联网技术、货币政策、媒体舆论导向、税收政策、政府管制等等。 未来就是这样，从萌芽发展到一个临界点然后突然爆发，一时让我们难以适应。关注未来，找到未来，才能找到下一步努力方向和创新的焦点，才能找到营销驱动的关键力量。 （二）创新，获得持续动力 找到未来，就能找到营销驱动的关键力量；找到未来，就能找到创新的焦点； 创新，才是企业发展的持续动力。世界经济论坛全球竞争力报告将世界各经济体划分为三个发展阶段，即要素驱动阶段、效率驱动阶段和创新驱动阶段。根据世界经济论坛的解释，商业成熟性和创新是创新驱动型经济的关键标志。同样，成熟度和创新也是一个行业驱动的关键标志。 实践总是先于理论，白酒行业从未停止的创新不是来自专家和学者的理论，而是来自于每一个个体的实践。 当04年“盘中盘”在白酒行业一片哗然时，小糊涂仙、黑土地等一些企业已经提前4-5年开始了终端运作；当07年“消费者盘中盘”提出来的时候，山庄老酒、板城烧锅等已经提前4-5年开始了实践，并在承德和石家庄市场取得了巨大的成功。 我们不缺创新，不缺实践和探索，但缺乏对知识和技能的总结提炼能力！直到我们的经验被总结和提炼，直到有媒体推波助澜，我们才开始给予重视，终于意识到原来我们就像“中国制造”一样，输出了低附加值的“半成品”，花钱买来和学来的却是自己“半成品”的加工品。 在迈锐思的咨询实践中，也有一些“胆大妄为”的举动，现在已经有一些成为行业理论和实践的热点，有些还没有被关注。 比如“终端客户信誉管理”、“系统互动营销”、“俱乐部营销”等。 目前我们正在尝试一种新型的厂商协作模式，将经销商和厂家的收益与风险真正一体化，即提高经销商的费用控制意识，也能调动积极性，效果良好。 所以，我们应该关注创新，应该尝试创新。 创新，才能获得持续发展动力！（三）放大优势，进而改善劣势 任何成功的企业或市场，无论是一时的成功还是一段时期的成功甚至是持续的成功，除了外部因素之外，都有其一系列内在的驱动因素，在这一系列的驱动因素中，必然有一种或几种因素起到了核心作用，是为企业的竞争优势。 然而实践中，很多企业更喜欢总结失败的教训，希望通过弥补失败来获得成功，但实际上，正面的经验永远要比反面的教训更有价值，企业真正应该着眼的是不断从实践中总结成功经验，然后思考如何将成功的核心驱动因素复制和放大，进而获得更大的成功。 企业要想获得成功，最重要的是持续发现和放大竞争优势。 （四）竞争在于活跃度，而非简单的资源消耗 随着白酒行业被彻底推向终端时代，终端已成为主要竞争手段和阵地。于是，很多企业为了获得终端竞争优势而不惜一切代价陈列买断、促销买断、终端激励等等，但凡能想到的都在白酒竞争中得到了极致的体现。当然其中不乏成功者，但对于更多企业来讲，终端竞争已经成了白酒营销的一种必要但不充分的条件有其不必然，无其必不然。在这一竞争中，资源成了核心，一切都是以资源为代价。 终端竞争的第一步必须是以吸引消费者“关注”和“尝试”为目的的，这是产品/品牌撬动市场第一步。在这一目的下，企业要做的就是有效地提升和保持品牌/产品足够活跃，只有足够的活跃才能吸引消费者的关注，才能得到终端客户的关注，才能有更多机会被“推荐”和“尝试消费”。 所以，终端竞争的本质不是资源竞争，而是有效提高和维持产品/品牌的活跃度的竞争！ 当然，产品/品牌活跃度的提升和维持也必须有赖于一定的资源投入，但这种资源投入一定不能单靠几套规范的终端动作陈列、买断、宣传等完成，而是需要不断地变化和灵活运用，没有革命性创新，也必须有渐进性和适应性创新，资源的多少不是关键，方式和方法才是关键，所以，即使花再大的代价买断陈列，买断更长的时间也不可能获得有效地竞争优势，因为那成了为了过程而过程。 （五）错位竞争，开创蓝海 错位是为了避其锋芒、避实就虚，防止企业陷入资源消耗的旷日持久战。 错位竞争的关键在于找到错位点，这个错位点从某种意义上讲也可以视为市场竞争的机会点。错位竞争的机会点有价格错位、渠道错位、区域市场错位、产品价值错位、服务价值错位等等。找到错位点之后，才是如何配置资源（人力、物力、财力），制定策略，实施进攻，展开有效竞争等问题。 错位竞争的第一步应该是对整体市场进行系统扫描，首先找出有价值的竞争点，其次才是从有价值的竞争点中找出错位点。 （六）建立竞争标杆，提高营销效能 市场竞争越激烈，越需要效能（依托于资源的速度加能力）！要提升营销效能，就必须做到营销的精准化。 要做到营销精准化，企业有必要考虑建立竞争标杆。建立竞争标杆的意义不在于模仿，而在于如何做到精准。竞争标杆包括两个方面。 1、成本标杆 关注效能，从关注成本开始。 企业要关注的不单是自己的营销成本，更应该关注竞争对手的营销成本。要建立成本标杆，需要企业将营销成本分解成每一个具体的单位：比如传播成本可以按不同媒体和时间进行分解；促销成本可以按不同渠道和不同的促销环节进行分解；渠道成本可以按不同的渠道费用和利润规划进行分解；组织成本可以按人员数量、单人的报酬、每个人的管理成本等进行分解 企业通过与竞争对手进行具体单位的成本对比，通过对单位成本的效能评估，结合具体成本投入的营销价值，可以有效找到企业与竞争对手资源使用效能的差别或差距，进而通过调整和改进，充分发挥资源的作用，提高营销效能。2、组织能力标杆 任何层次的竞争归根结底是人的竞争，组织能力是企业营销成败的重要技能。企业关注组织能力，往往着眼于团队的执行力上，但执行力只是组织能力的一种表现，是一个笼统的概念。在执行力的背后是一系列能力的组合：比如组织的决策能力、组织的运行效率、组织的知识和技能、组织的思想意识、组织的积极能动性（激励）等等。在企业的营销逻辑下，通过标杆法，或找到组织能力的缺失所在进而持续的改进和提升；或找到组织的优势所在进而持续提升和强化。提高组织能力，是企业提高营销效能的关键。（七）重视产品价值企业重视产品价值，除了重视产品为消费者提供的理性和情感价值之外，还应该关注产品在企业持续增长和品牌建设中的价值。企业要建立品牌或在某一市场成功和保持稳定，关键是要持续有“明星”产品。市场营销是认知之战，产品才是承载品牌和获得消费者认知的根本。企业要想在单一市场持续竞争优势，必须从不断成就明星产品入手；品牌要想获得持续的成长，也必须从持续稳定的明星产品着眼。所以，白酒市场竞争必须要有明确的产品导向，群狼战术只是一种短期策略，以产品为导向，展开系统竞争、整合资源、聚焦资源才能有效的获得市场的成功。（八）定价不等于定位在每推出一款产品时，企业营销人员都会说：这款产品的定位是，其实这只是一种定价，是一种产品策略。定价只是从价格上考虑了消费者的需求，而定位则是从价格、品牌形象、产品价值、消费者心理等方面做系统考虑。Plastic wine marketing logic again原文来源： Han Xu On the marketing logic a global brand network 2009-12-2Rapidly changing economic environment, as well as the existence of many uncertainties, so that prediction is becoming increasingly unreliable, for example we have of globalization, free trade, the optimistic forecast. Coupled with the impact of the financial crisis has not yet eliminated, its impact might still not know the depth and breadth of how businesses must adapt to a more flexible market environment where the focus should focus on the future change? Has been since 2004, is the rapid development of liquor-making industry a few years, but also wine and spirits industry, the level of competition to enhance the competitiveness of enterprises quickly a few years, although in recent years, competition in the market is facing a serious liquor homogenization and competition for resources predicament, but the industry progress continues. The rapid growth in the industry, the driving force behind the demand factors, in addition, there are changes in business and marketing sense of innovation, though not a revolutionary innovation, but the incremental nature of innovation has not stopped. As the wine industry several years of rapid development, regionalization and nationalization of the contradictions and conflicts will become more obvious, since we have realized that 12-line competition in the market difficult to upgrade and are gradually become saturated, the future second and third line and townships in rural areas market, how offensive and defensive? Rely on experience in transplants, or by another innovation? Fast-growing performance (expansion of market size, marketing team to increase, etc.), as well as lagging behind the capacity of enterprises, enabling businesses in a single market tested the stability and sustainability, while enhancing their overall performance, not a single market by The offensive and defensive, but also the overall market remained stable. Judging from the current perspective, inter-industry mergers and acquisitions, foreign investment in this industry appears to be accelerating the pace of the intervention, but this is just a beginning, mergers and acquisitions, and capital involved after that? The purpose of mergers and acquisitions and capital involved is not only a transfer of the capital value, but more importantly is how to help further enhance the power of capital, capital value. So, not only in the liquor industry, companies must have a clear marketing logic. This logic is not just a set of how to create and enhance the value of the logic, but also a set of contingency and innovation logic. Marketing Logic is the enterprise markets through scientific observation applies to the success of their own way, is the manner in which companies own what kind of products and services sold to customers, how to continue to widen the gap between competitors, how to profit and so on, is a view that runs through the train of thought and behavior. Although in the past the marketing, we have been emphasizing the value of knowledge, such as the right marketing mode regimes, such as the pursuit of the Group buy skills, such as the importance of operational capacity of the terminal, though, these marketing techniques and skills are very important, but in enterprise marketing logic, not all of the techniques and skills are important. Only in line with the logic of marketing techniques and skills is the most important addition to the techniques and skills can be ignored. With the marketing logic is that we can to include the techniques, skills, including a variety of marketing activities and personnel selection and so provide a focus and direction. If the lack of marketing logic, these activities will be infinitely spread out, so there must be a central axis to be effectively together. Marketing logic is the logic of contingency is to create value, logic, logic of marketing, we have more clearly, what resources we have is more important and should be fully integrated; what skills are most valuable to us, we should endeavor to enhance the . . Therefore, from now on, attention, thinking and the establishment of marketing logic, as a necessary Eight liquor marketing logic Mai Rui Si marketing consulting team, based on the liquor industry experience and more than a decade, always with the vision to examine the concerns and the effects of different sectors of development and change, constantly in practice, be realized on the liquor sales, wine marketing, refined out of eight on the logic, Liquor sales in order to pry into the present and future, and colleagues explore! Article 1: Focus on change, the system read the future In fact, the future already exists, the future is in our side, the future of the reason let us by surprise, the key is we have no intentions of observation, is that we do not have enough sensitivity: too much weight on the successful experience of past and present; is that information will be developed over flood likely to dominate tomorrows key message is also not aware of a tiny sprout grow into towering trees. When the number of enterprises as a result of the implementation of (continued sent a letter to an online content), outsourcing, effectively reducing the cost and complacent, they did not think with the knowledge and technology transfer, suppliers will become his direct competitors, eroding its own market share. In fact, the next Cunhu in mind, and create the future of humanity on the earnings momentum from the pursuit of aggressive non-status quo, to break the existing rules of the game creation. When the Nothelfer and B0rders CEO sitting in office, saw a man named Jeff, on TV news? Bezos say own opened an online bookstore called Amazon, the bookstore in the future there will be one million kinds of book, is 100 times the normal bookstore, the price is even lower than 3-5 into consumers by computer, buy the book at home and take a few minutes, he may be only responded with a smile, they will return to continue to focus on the expansion of its chain I never expected a few years, Amazon has become his main competitors. When the liquor market influence and the gradual sinking of the right words, we are not aware of liquor in the future terminal will assume an important role in the competition, only a few companies have begun trying until the disk drive concept put forward, we are really aware of terminal force. That time, in the beverage, instant noodles industry has begun a terminal crazy war, we are blind. Future lies around, in other industries there. When the liquor consumption will start to bring their own, only a small number of companies to do a number of the passive consumer public relations work, and most businesses are still Fengqiang terminals, until a few years later consumer disk drive is clearly to consumers The only large-scale battle since that time, we have lost the best opportunity to gain the initiative. Focus on the future, the key is to find the next location: Exist in the future to consumers: consumer tastes change, awareness and ideas, preferences and habits, buying behavior, the pursuit of quality and brand, consumer scene and so there may be a precursor to the future. The future exists in the channels: channel morphology, channel functions, the proportion of channels, etc.; some trends, such as hypermarkets and small chains share gains, such as the development of monopoly category, such as the customization (customization of products and services), such as online shopping and so on; The future exist in other industries: for example, food and beverage industry, has become a norm continuous sub-category, we are just beginning to pay attention and try; another is the health and nutrition, convenience and fashion such as in the food and beverage industry, has become an important pursuit direction, which whether it will become the wine industry, the next time, attention and try to focus. There may be alternatives in the future: for example beer, rice wine and the wine industry, manor house concept of creating, producing the concept of building and so on, can become a wine competition in an important direction for the future. Of course, the future is more present in the macro, such as global economic trends, capital movements, inflation, Internet technology, monetary policy, media, public opinion, tax policy, government regulation and so on. Future is that, from the germination to a critical point and then suddenly broke out, a moment so difficult for us to adapt. Concerned about the future, to find the future, to find the next direction and focus of innovation in order to find the key to marketing-driven force. Article 2: innovation, access to continued momentum, To find the future, be able to find the key to marketing-driven power; to find the future, be able to find innovative focus; Innovation, enterprise development is the continued momentum. World Economic Forums Global Competitiveness Report, the worlds economies are divided into three development stages, namely, factor-driven stage, efficiency-driven stage and innovation-driven stage. According to the interpretation of the World Economic Forum, commercial maturity and innovation is the key to innovation-driven economy symbol. Similarly, maturity and innovation is also a key indicator of an industry-driven. Practice is always preceded by the theory of innovation in wine industry has never stopped does not come from the theory of experts and scholars, but from an individual in each practice. When the 2004 disk drive in an uproar when the liquor industry, small confused cents, black earth and some other companies have started 4-5 years ahead of the terminal operation; in 2007 when the consumer disk drive put forward by time, Villa wine, board city burning pot, have already started to practice ahead 4-5 and, in Shijiazhuang, Chengde, and the market has achieved a great success. We do not lack innovation, and no shortage of practice and exploration, but lack of knowledge and skills, a summary of refining capacity! Until our experience has been summarized and refined, until the media to stir things up before we start giving attention to, and finally realized that we were like Made in China as the output of low value-added semi-finished products, bought with money and learning to of it is own semi-finished products in processed products. In the step sharp thinking consulting practice, there are some audacious move, and now there are already some theory and practice of the industry hot spots, and some have not been concerned about. Such as end-user reputation management, system interactive marketing, club marketing, and so on. Currently we are trying a new collaborative model makers, dealers and manufacturers will be the benefits and risks of real integration, is to enhance awareness of dealer cost control, but also motivation to good effect. Therefore, we should focus on innovation, and should try to innovate. Innovation, in order to achieve sustained momentum! Article 3: Zoom advantage, thus improving the disadvantage Of any successful business or market, whether it is a momentary success or the success of a period of time and even continued success, in addition to external factors, has its own set of underlying driving factors in this series of driving factors, there must be a species or a number of factors played a central role for the companys competitive advantage. In practice, however, many companies prefer to sum up the lessons of defeat, hoping to make up failed to get success, but in fact, positive and negative lessons of the experience is always more valuable than the enterprise is the real focus should be continued from the practice of summing up successful experience, then think about how the success of the core drivers of replication and amplification, and thus greater success. Business to be successful, the most important is the continuous discovery and to enlarge its competitive edge. Article 4: The competition is active in degrees, rather than simply the consumption of resources As the liquor trade has been completely into the end-times, the terminal has become a major competitive tactics and position. As a result, many businesses a competitive advantage in order to obtain the terminal at all costs - display buyout, promotions buyout, terminal inspire . . and so on, anything can think of competition in liquor has been the ultimate expression. Of course, many of them successful, but for more companies concerned, the t