How to do it thoroughly in mature markets

The market is "mature", but have we really done it thoroughly? How to penetrate mature markets? The philosophy of "an open gun is easier to hide than an open arrow" tells us that a brand loses a market, and being shot down by an open gun is only the final result, and being shot down by an open arrow is the real beginning and reason of failure. The following basic criteria are needed to measure whether the market is thorough: 1, and the brand becomes the leading brand of similar products in the region; 2. The sales volume ranks first or second among similar products in this market; 3, the target channel coverage rate reached more than 90%; 4, a reasonable product mix, both leading products and auxiliary products to assist the market operation; 5. The general cycle of market "penetration" defined by industry conditions. Eliminating blank spots is to eliminate the brand of "invisible opponent" being defeated by a dark arrow. Its real killer is invisible opponent. Where is the invisible opponent? It's only one kilometer away from dealers and salesmen. This is a hotbed and comfort zone for stealth opponents, who entered the market at this terminal one kilometer away. How to eliminate invisible opponents? Is to eliminate blank spots! Check the "blind spots" first, and make a complete statistics of all the terminal sales points in the jurisdiction. You will find that there are many stores you haven't been to, or your products haven't entered yet. These stores are your "blind spots", but they are the "comfort zones" for invisible opponents. If you don't go or overthrow the "hotbed" of the invisible opponent, it will shoot an arrow at you from here. Second, improve the "weaknesses" Some sales points are the stores where your products have entered, but your sales at these points are limited and your influence is weak. These stores are your weakness. If you can't continuously and effectively improve your position in the "weaknesses", these points may become your "blind spots" and become the "foothold" of your competitors. Third, to change maintenance into development and maintenance into development, we need to continue to do maintenance by promoting new products and continue to do incremental market development in blank spots. Grasping these, we will continue to create new quantities for dealers. Fourth, grasp the inspiration of "golden point" and "blank point" and "28 principle": 20% customers generate 80% sales. How to make the market network "comprehensive"? Grasp the "golden point" and influence and develop the blank point. There are two types of "golden spots": one is the "piles" in the second batch of nets; The second is "point" in the terminal network. To be a market, we must step on "piles" and "points". Fifth, for a market, systematic and standardized point-of-sale visits should not only maintain their own "strongholds" and strengthen their own "weaknesses", but also eliminate their own "blind spots" and open up the "happy spots" where competitors are located. To do this, you must take stock and rationally allocate the resources you have, and arrange systematic and standardized visits to the point of sale by business personnel and drivers. When the traffic volume of the "overpass" on the elevator passage is large, the overpass can quickly divert traffic; When the market is mature, it is necessary to build and upgrade the "overpass" between products and target consumers. Let's take the liquor industry as an example: a mature liquor market needs to build a high-speed "overpass" with more than seven floors. The first bridge: catering channel is the main place for liquor consumption, which plays a guiding and exemplary role in liquor consumption trend. The new market needs to start from the catering channel. The promotion of new products also needs to start from the catering channel terminal. 1. The expansion and contraction of distribution points are combined to increase the number of hotels with exclusive distribution and direct operation, with expansion as the main distribution point; Once the product enters the mature stage of growth (it has a certain popularity in the local area, the rate of entering the store has exceeded 50%, and there are stable repeat customers), it will begin to shrink its direct outlets-hand over some stores to the second batch of merchants; The number of hotels directly controlled by the general distribution is maintained at 20%~30%, and some of them are reserved for hotels to maintain the product image, guide the trend and reduce the pressure on accounts. 2. The first step of the six-step selection of catering terminals is to see whether the target hotel is consistent with its own brand and price; The second step is to look at the business reputation of the hotel; The third step is to understand the operating conditions of the hotel; The fourth step is to see if it is necessary to enter the store to determine similar sales; The fifth step is to see if the hotel has a long-term business plan; The sixth step is to see what the conditions are for entering the store. 3. Key investment cost of key terminals Select stores and key investments that can make a considerable contribution to the sales of this product. By reviewing the sales history of terminal hotels in the past, we can find hotels that are more willing to cooperate with their products (we can observe the cooperation in display, promotion, exchange of corkage fees, payment and settlement, etc.). ), and choose some shops with good operating conditions to concentrate resources on bombing, and strive to occupy an absolute advantage in our store. The second bridge: the wholesale bridge is the main business and circulation channel of mass liquor. The wholesale bridge consists of a group of merchants and two groups of merchants. Wholesale bridge is "two batches of success and two batches of failure" for mass liquor. 1. To make two batches of three piles for a fence, we must first find the core "second batch". The second batch of liquor distributors in a county, and only one "second batch" in a township, the market started quickly and developed steadily. 2. Requiring high coverage does not mean that "high second batch rate" depends on two batches to improve and maintain market coverage, so how many second batches should be developed? The development of the second batch should not be "auditioned" like "Super Girl". Only by implementing exclusive agency in multiple links can we maintain the first-class price system. Similarly, relying on the second batch, it is impossible to blossom and develop the second batch everywhere. 3. Carefully screen the second batch. When choosing the second batch, we only pay attention to the payment without paying attention to the planning of the market structure, which leads to the unreasonable regional division of the second batch and the price war is inevitable. To make matters worse, I chose the second batch that I shouldn't choose: I made your product purely to be used as a weapon to fight price wars. Select two batches of three indicators: first, the number of effective terminal sales points in the region; Second, the strength of the second batch, the strength of the second batch should match the number of terminal sales points it serves; The third is whether the second batch has sincerity and enthusiasm to make our products. 4. Flexibly and dynamically adjust the layout of two batches. Different batches generally have their own natural radiation radius, and such a business circle is usually the result of long-term natural formation. When zoning, we should fully consider whether the zoning is reasonable. Therefore, the division of regions cannot remain unchanged, which will easily turn the region into a "concession" and form a stagnant pool. Dealers can implement a "horse racing" mechanism for the second batch, rewarding the superior and punishing the inferior. Really not good. For the second batch that is not good, it should be adjusted then. The third bridge: Xiaodianqiao Town Xiaodian is the main selling place of Volkswagen brand wine and the main buying place of family table wine. Single store sales are not large, but omni-channel goods are large. Small shops often have transfers, demolition and so on. Therefore, selling on credit through this channel requires dealers' business personnel to visit customers frequently, and at the same time, the amount of credit sales should be small, not large. The fourth bridge: Shang Chao Lianjia Bridge is characterized by new channels and rapid development, which has a great impact on the wholesale market. Its passenger flow is large, the retail volume is large, the price is low, the service quality is good, and consumers have confidence in the quality. Disadvantages are serious credit sales, long checkout cycle, complicated procedures, and many store entry fees, sponsorship fees, fines, etc. At the same time, terminal operation requires higher quality and ability of dealer personnel. The fifth bridge: the group purchase direct supply bridge mainly meets the collective consumption and holiday welfare goods distribution. The sixth bridge: the tobacco and alcohol monopoly bridge is mainly famous liquor stores and bars. The seventh bridge: joint linkage bridge, such as cooperation with wedding etiquette, wedding photography units, and even direct cooperation with marriage registration departments. As long as you can hook up with the target consumers, you can interact, cooperate and promote sales. Grasp the key points of building a "product group" 1: focus on leading products, develop auxiliary products around major brands that have achieved breakthroughs in single products, extend new products, and share the pressure caused by the high proportion of leading products. When a single product is attacked by competing products, it is impossible to take effective strategies to fight back-if the attack of competing products is ignored, the market will be affected; If you fight back, the profit will drop. The more you promote sales, the faster the product will age. After the product group is formed, the product group can be used for strategic counterattack. Point 2: Introduce new products in a "high opening and low walking" way. The requirements of dealers and salesmen are often: better quality, more beautiful packaging, lower price and better policies. And these are almost impossible things. Whether the new product can be sold or not depends on whether the channel is willing to sell it. Whether the channel is willing to sell is not the price itself, but how much profit the channel has. Only by making the price of new products higher than that of old products can new products provide higher profits for channels. The third point: a single product that forms a "well-known brand" instead of a "well-known variety" is too strong, which will lead to the phenomenon that "brand is variety", which is an obstacle to promoting new products. Many varieties under a brand protection umbrella can not only enjoy the protection of the brand umbrella, but also provide consumers with choice space-if they are not satisfied with this variety, they can choose other varieties. Point 4: The advantage of the multi-product policy complementary combination "multi-boxing combination" lies in that there are tricks to break this trick, and there are tricks to win. Competing products generally do not attack all product lines. They usually choose the products that sell the most or threaten the most. If the dominant product is too single, all attacks will focus on one product, and this product may become a victim. Using the complementary combination of various product policies can make it difficult for competing products to formulate targeted policies, and then form a strong product group. No matter which product is sacrificed, it will not collapse across the board.