Successful Marketing Case Analysis_Marketing Classic Case Analysis

Marketing (Marketing) is also called marketing, marketing or marketing. "Marketing" for short, often called "marketing" in Taiwan; refers to the process in which individuals or groups obtain what they need by trading the products or values ??they create, achieving a win-win or multi-win process. The following is a successful marketing case analysis that I share with you for your reading!

Successful marketing case analysis 1: Changyu is doing the market with good intentions

Yantai Changyu Group The predecessor of the company, Yantai Changyu Grape Winemaking Company, was founded in 1892 and has a history of 107 years. It is the first industrial wine manufacturer in China and is currently the largest wine production and operation enterprise in China and even Asia. The main products include six series and dozens of varieties: brandy, wine, champagne, health wine, Chinese medicinal wine and grain liquor, with an annual production capacity of more than 80,000 tons. The products sell well all over the country and are exported to more than 20 countries and regions in the world.

1. A hundred years of Changyu has gone through ups and downs to create glory

In 1892 (the 18th year of Guangxu’s reign in the Qing Dynasty), Mr. Zhang Bishi, a famous overseas Chinese businessman, founded Changyu Brewing Company in Yantai. Zhang Yu was named after the surname Zhang, and later borrowed the auspicious meaning of "Changyu Xinglong". After more than ten years of hard work, Changyu finally brewed high-quality products. In 1915, at the Panama Pacific International Exposition, the world's largest product event, Changyu's brandy, red grapes, Riesling, and Gewürztraminer (vermouth) won four gold medals and the best certificate in one fell swoop. China Wine has since been recognized around the world.

After the reform and opening up, the social and economic environment has provided it with unprecedented development opportunities. Changyu products have won many international and domestic awards for their excellent quality and have become household name brand products. However, famous brands do not equal the market. The golden brand name is a great advantage for Changyu, but this advantage is not enough to make Changyu invincible in the market. In the first two years of the transition to a market economy, due to poor market concepts, companies lacked the ability to adapt to market competition, blindly produced, and waited for customers to come to their doors, which was punished by the market: In 1989, Changyu's output value dropped by 2.5% compared with the previous year. , the output dropped by 26.2, 4 of the 6 production lines were stopped, 1/4 of the employees had no work, nearly half of the wine was backlogged in the warehouse, and the cumulative loss was more than 4 million yuan. Survival and development are facing severe challenges. . At the critical moment, Changyu people did not lie in history and wallow in self-pity. After actively reflecting on the reasons for failure, striving to explore the laws of the market, and working hard to study marketing, the company established the business concept of "market first" and the development strategy of "marketing to revitalize the enterprise", and achieved two fundamental changes: First, the enterprise From "selling the products I produce" to "producing the products I sell", everything revolves around the market;

Two: from "doing business" to "doing the market", from "selling" Adult marketing. These two changes make the operation of enterprises no longer a simple production and marketing issue, but an organic combination of market-oriented research, decision-making, implementation, and monitoring, which can create the best benefits for enterprises while satisfying the interests of consumers. Under the guidance of correct marketing concepts, the production volume, sales revenue and market share ranked first in the industry for two consecutive years in 1997 and 1998; in the 1998 national product market competitiveness survey, it won the title of the ideal brand in the minds of consumers and the actual purchase Brand and first choice shopping brand in 1999.

2. Competition among the best in the red wine market

Wine has a variety of health-preserving functions. When grapes are fermented, they can produce more than a dozen amino acids needed by the human body, which can alleviate oxidation reactions, clean arteries, and prevent atherosclerosis and other heart diseases. At the same time, wine also helps digestion and is rich in vitamins B1, B2, B6, B12 and various minerals, which can make people look plump.

In recent years, with the strengthening of Chinese people’s concept of healthy diet, wine has become more and more popular due to its various health-care functions. Its consumption has suddenly increased, becoming the new favorite of the wine market. More than 100 foreign brands and more than 400 domestic manufacturers and brands from more than 10 countries have gathered in the Chinese market. One can imagine the intensity of market competition. At present, there are more than 20 domestic wine production companies with an annual output of 10,000 tons. There are only three companies that can be called wine production giants: Changyu, Great Wall, and Dynasty. According to statistics, the market shares of three powerful companies are: Changyu 19.35, Great Wall 16.09, and Dynasty 15.57. Consumers’ familiarity with the three brands is Changyu 73, Great Wall 35, and Dynasty 30. The most commonly consumed wine brands by consumers are Changyu 43, Great Wall 19, and Dynasty 15. Among them, Changyu Wine, my country's well-known trademark, is the brand that consumers are most familiar with and drink most.

After experiencing a life-and-death battle with foreign wine, domestic wine, especially domestic dry red, has achieved substantial victory with its excellent quality and low price. According to statistics, among the nearly 40,000 tons of domestic dry red wine consumed in 1996, domestic dry red wine exceeded 20,000 tons, while foreign brand wines only had about 10,000 tons. Since 1998, Changyu, Great Wall, and Dynasty have occupied about 60% of the market share, while more than a dozen brands such as Yeli and Longhui have grown into the second tier, occupying the vast majority of the remaining market share. Miscellaneous wine assembly manufacturers, small businesses, and small workshops are struggling to survive and have almost no market. From 1998 to 1999, hundreds of wineries closed down.

3. Cultivate the market

Changyu has good intentions. At the end of 1998, the market research department of Changyu Marketing Company analyzed the market information fed back from all over the country and found that coastal areas and central and western cities There are big differences in the end consumer structure of wines. In coastal areas, the proportion of personal wine consumption is very high, and market sales are relatively stable; in inland cities, public funds are mainly consumed (accounting for more than 70%), and market sales fluctuate greatly. At the same time, a psychological survey of end consumers shows that consumers in coastal areas value the health care functions and cultural taste of wine, while consumers in the mainland value status symbols and fashion. This shows that wine in coastal areas has entered the rational consumption stage and entered the market maturity stage where the speed is slowing down, while inland cities are in the perceptual consumption stage and the market is rising. However, because the main consumption areas of my country's wine are in coastal areas, it can be speculated that the growth rate of the wine market in 1999 will slow down, and Changyu Company must adjust its marketing strategy accordingly and increase its efforts in market cultivation and development.

Changyu is very clear: compared with beer and liquor, the market size of wine is too small, and the market size of the entire industry is less than 10 billion yuan at best. Now the average annual wine consumption per Chinese is only 0.3 liters, 1/20 of the world average. The Chinese people's alcohol consumption habit of mainly liquor is gradually formed during historical development. It is a major feature of China's catering industry and is difficult to change in the short term. Great efforts must be made to guide consumption. If each Chinese consumes two bottles of wine (1.5 liters) per year, then 1.95 million tons of wine will be needed, and the market size will reach 78 billion yuan. This shows that there is still huge room for development in the Chinese wine market, and the key lies in the cultivation and development of the market.

In order to cultivate consumers, Changyu focuses on "communication". Due to price constraints, regular wine consumers are mainly middle- and high-income people. In addition, executive management personnel are also a mainstream consumer group that cannot be ignored. Occasional wine consumers are mainly young people. The main targets of Changyu's communication are these people, which is to consolidate regular consumers, gradually turn occasional consumers into regular consumers, and at the same time develop a large number of new emerging consumers. For different consumption levels, they adopt different communication methods.

For regular consumers, Changyu mainly displays the health, nature and cultural connotation of wine as well as the taste and style of wine through a series of integrated communication with clear goals. They carry out cultural penetration into the main information sources of regular consumers, such as high-end magazines, sports programs, hotels, etc., to improve the affinity of wine in the minds of these consumers, and at the same time, through a series of brands The strategy has established the classic image of Changyu Oriental Red Wine, with the theme of "Legendary Quality, Centennial Changyu", and also achieved good results in the systematic dissemination of wine.

For occasional consumers, Changyu focuses on the fashionable color of the wine itself. Through the controlled dissemination of mass media, it conveys fashion information about various wines and creates an atmosphere. That is to promote wine as a status symbol and make it part of the fashion trend. Such as opening up eye-catching wine consumption columns in newspapers, inserting various topics on wine during prime time on TV stations, and holding various wine knowledge lectures. Through accumulated and penetrating communication over time, consumers have begun to establish a mentality: choosing wine is choosing a better lifestyle. Subsequent surveys showed that many consumers were affected by this spread and gradually fell in love with wine.

Since 1998, Changyu has found many new consumers through a huge nationwide event: this is the "Chinese Wine Culture Exhibition" it has held across the country in the past two years. Changyu has a profound cultural heritage for a century. Changyu, which combines Chinese and Western elements, is increasingly emphasizing a cultural identity in its market development, that is, emphasizing its own oriental personality. The "Chinese Wine Culture Exhibition" based on Chinese traditional culture uses a large number of pictures and historical facts to introduce in detail the long history of Chinese wine of more than 2,000 years.

In the new millennium, Changyu’s prediction of the market in 1999 was confirmed, and wine began to enter a consumption plateau period. However, Changyu as a whole still maintained a good development momentum, with sales revenue exceeding 1.361 billion yuan, an increase of 36% from 1998. In Changyu's marketing strategy in 2000, the core part is still: cultivating the market and cultivating consumers, and as always, with good intentions. Changyu said: They will continue to do this kind of work of cultivating the market and strive to extend the sales network to the county level in the next two years and increase the market share by another 10 percentage points. Successful Marketing Case Analysis 2: Marketing Strategy of Hong Kong Bank’s Credit Card Business

In Hong Kong, there is a saying that there are more banks than rice shops. This is not an exaggeration. As an international financial center after New York and London, Hong Kong has gathered hundreds of banks from 40 countries in the world in a small area of ??less than 1,100 square kilometers, including 80 of the world's 100 best banks. A major international bank, with 368 authorized institutions and local bank representatives and nearly 1,500 branches. 11.6% of Hong Kong’s population works in financial institutions, and the life of every Hong Kong person is inseparable from banking and finance. A small credit card is enough to express this connection. Credit cards are generally accepted and widely used by Hong Kong people and play an important role in their lives. The credit card business has naturally become a battleground for merchants. Hong Kong's credit card market has great potential, but there are many competitors. In order to survive and develop, banks have actively launched promotional measures and financial innovations have emerged one after another.

HSBC is one of the banks with the most branches in Hong Kong. It has quite complete hardware facilities. With an HSBC credit card, you can make purchases at 4.2 million merchants around the world, and withdraw money at 9,000 Global Express ATMs and 200,000 special service agencies around the world. In order to attract more users, HSBC's credit card also comes with three additional services: First, 30-day shopping protection. If items purchased using a credit card are damaged or stolen, you can receive compensation of up to HK$3,000. Second, global travel insurance. Cardholders enjoy personal accident insurance of up to HK$2 million during travel, including luggage loss compensation, legal support, protection and accidental medical subsidies.

Third, global emergency medical support. Cardholders can receive medical consultation and referral services by calling the nearest hotline. At the same time, holders of credit cards can enjoy discounts on car rentals and purchases at many famous stores, and can also exchange cash coupons for many famous stores and restaurants in Hong Kong through the points program. The so-called "points plan" means that every HKD spent or cash overdraft corresponds to a certain point value. During the time period specified by the bank, based on the accumulated points, you can exchange for gifts, travel or bonuses for free or at a preferential price. In addition, HSBC also adopts different strategies and different card types for different consumer groups and hot spots in each period. For example, in order to win over students as a consumer group, HSBC’s strategy for credit cards for college students is to waive the first-year annual fee and provide small gifts when applying. During the 1998 World Cup, HSBC took advantage of this world-famous sports event to launch the World Cup MasterCard for fans. This credit card is printed with the logo of the 1998 World Cup, and football king Pele is invited to advertise it. In addition, you can enjoy three kinds of discounts when you apply for this card; you can get 3 shopping coupons worth 100 yuan in cash at famous sports goods stores; you can enjoy a 10% discount when you use the card to spend at 3 specially appointed famous sports stores; and you can get the latest sports consultation. At the same time, you also enjoy a 30-day shopping guarantee and can participate in points programs, etc. Therefore, as soon as the card was launched, it was welcomed by the majority of fans.

The Bank of East Asia is a strong rival of HSBC. In Hong Kong, East Asia launched the "World Pass" credit card. With "World Pass", you can shop directly at merchants with the "Visa Interlink" logo around the world, with no handling fees, and you can also easily transfer money to relatives and friends overseas. On the campus of the University of Hong Kong, Bank of East Asia has adopted a different marketing strategy from HSBC. Bank of East Asia has launched a credit card business specifically targeted at Hong Kong university students and faculty; HKU Smart Card and HKU Credit Card. The most special function of the HKU Snart Card is that it doubles as a university student ID and staff ID. The smart card has the cardholder's photo printed on it. When paying at HKU campus and at all Visa Casb merchants, the cardholder does not need to sign or enter a password, and can also conveniently perform various operations at ATMs outside the campus. Bank of East Asia also implements incentive measures such as full annual fee exemption and points discount plan for student cards in response to the high price flexibility of students. In addition, East Asia has also cooperated with the University of Hong Kong to provide card holders with several discounts closely related to living and studying at HKU: If you hold an East Asia Card, you can directly apply for a sports center membership card and be exempted from paying the lifetime membership fee of the University Students' Union of NT$800. ; You can save a deposit of NT$500 when applying for a library card; you can get discounts on the annual fee for computer network services at a computer center at the University of Hong Kong, etc. To show the mutual support between the bank and the University of Hong Kong, they also announced that they would transfer 0.35 of the monthly spending amount of the University of Hong Kong's credit card to the "Teaching and Research Development Fund" of the University of Hong Kong. In the future, the annual fee of 50 will also be allocated to the fund. In this way, Bank of East Asia has established a public image of supporting education and being in harmony with the University of Hong Kong, and has won the trust of teachers and students in Hong Kong.

Other banks in Hong Kong have also taken various measures to promote their credit cards. For example, Citibank catered to the Hong Kong people's "star-chasing" admiration for the "Four Heavenly Kings" and invited Aaron Kwok to launch a series of advertisements. As long as you apply for a Citi credit card, in addition to being exempted from paying the first-year annual fee, the card holder will receive 2 "98 Aaron Kwok concert tickets" and a "Aaron Kwok" watch. This promotion naturally received enthusiastic response from "Aaron Kwok fans". The Chase Manhattan Bank credit card attracts customers with priority booking (concerts, sports events, stage performances) and compound points (points are calculated in compound) and a free repayment period of up to 7O days.

In short, in the credit card promotion war, what consumers see are exquisite cards, attractive preferential conditions, generous gifts and moving advertising slogans, but hidden behind them are superb marketing strategies and clever financial innovations.

1) Price strategy

That is, banks attract customers by lowering the price of credit cards.

The price components used by customers to purchase credit card services include card issuance fees, credit card annual fees, transfer fees, overdraft interest, fund accumulation and card loss reporting fees, etc. In the fierce market competition, all banks have reduced or even waived various handling fees to attract customers. The most typical ones are free card application, annual fee exemption, free transfer, etc. Therefore, this part of the income is reflected in the profits of the bank's credit card business. The proportion in the composition tends to decrease. The strategy of lowering prices has become the most basic credit card marketing strategy. In order to encourage consumers' long-term consumption behavior, banks have launched measures such as low overdraft interest rates and preferential points programs to obtain long-term and stable interest income. More importantly, this can increase customer spending at specially appointed merchants and increase merchant commission income. In this way, merchants' commissions will account for an increasing proportion of the bank's credit card business profits, becoming a profit growth point for the bank's credit card business.

2) Service strategy

That is, banks impress customers by improving basic credit card services and adding additional credit card services. The basic services of a credit card include overdraft convenience, deposit and withdrawal convenience, etc. In the early days of the credit card war, banks often worked hard to improve the quality of basic services, such as improving the convenience of ATM deposits and withdrawals, increasing the scope of merchant POS networking, and improving account opening and closing, authorization, loss reporting, and card replacement services. But when competition develops to a certain level, the service strategy shifts to adding additional credit card services, such as credit cards with purchase protection, travel insurance, global medical emergency support, priority booking and discounts from many merchants. Improving the various services of credit cards will not only enable cardholders to experience convenient and fast consumption, but also enable cardholders to obtain many benefits and security guarantees brought by credit cards, which reflects the bank's comprehensive care for cardholders. This kind of service innovation full of human touch can arouse the good impression of customers and be favored by the market.

3) Product strategy

That is, banks occupy specific market segments by developing differentiated products targeted at market segments. Based on cardholders' age, occupation, income, hobbies and other characteristics, different market segments can be divided and cards with special service functions can be launched to win over consumers. For example, we launch World Cup football cards for fans, college credit cards for teachers and students of a certain university, and celebrity cards for fans. These product innovations can more accurately and specifically meet the specific needs of consumers in market segments, so they are more likely to be adopted. Consumer acceptance in this market. As people's living standards improve, the requirements for personalized products will become higher and higher. Therefore, the design of financial products must also shift from being oriented to the large market of many consumers with individuality to being oriented to those with distinctive personalities and special needs. The need for a small number or even a small market of individual consumers is an inevitable trend in financial product innovation.

The economic development level of Hong Kong society is much higher than the average economic level of the mainland. Its financial market has also been fully competitive and fully developed due to the social characteristics of freedom and rule of law. Therefore, Hong Kong's finance occupies a leading position in the world. got a place. For the mainland, Hong Kong's return has brought opportunities for financial exchanges and learning between the two places. It is more realistic and positive to learn from the successful experience of Hong Kong's banking industry in financial innovation.

Comments on the classic successful marketing cases of Hong Kong bank credit:

Only by comparison can we know the gap. The methods used by Hong Kong banks to promote credit cards can be described as diverse. Compared with the relatively quiet market in the Mainland, it is really different. Although there are differences in hardware facilities such as systems, it is more about concepts. Today's businesses should focus on developing the market. Only by turning the potential market into a real consumer market can it be profitable and profitable. The mainland's market opening strategy should transition from a sales promotion approach to a marketing approach. Successful Marketing Case Analysis 3: Customers are God - Caterpillar’s ??Way to Success

Caterpillar is the world’s largest manufacturer of infrastructure and mining equipment. It also produces agricultural machinery and heavy transportation machinery. It also occupies a considerable position in the field, and the current value of the company has exceeded 16 billion US dollars.

Looking back on the path Caterpillar has taken, its CEO Donald V. Fites believes that the company's competitive advantage lies in having an unparalleled product distribution system. Caterpillar has 186 independent dealers around the world who sell the company's products and provide product support and services, serving as a bridge between the company and its customers. Caterpillar products are distributed through independent dealers, except in newly opened markets in certain countries, original equipment manufacturers and the U.S. government. This phenomenon is not seen in other competitors. Fites believes that it is far more beneficial to find local dealers than to set up a distribution agency of your own company. Because Caterpillar dealers are companies with a certain history in the local area, they have been deeply integrated into the local society. Their familiarity with local customers and the close relationship they have established with customers are worthy of Caterpillar. Spend money on this. In addition, Caterpillar's products are high-value fixed assets with long depreciation periods, but they are usually operated in harsh environments such as construction sites and mines. Even the best products will break down. Once a failure occurs, it will cause economic losses to the user. Through its dealers, Caterpillar has developed the world's fastest and most comprehensive parts delivery and repair service system. The company promises to get the required replacement parts and repair services for Caterpillar products anywhere in the world within 48 hours.

However, only a formally complete distribution system is not enough for Caterpillar to gain a foothold in the fierce competition. The relationship between Caterpillar and its dealers is far better than what is stated in a contract. The relationship between them is a family-like intimate relationship. Dealers are not only a channel for Caterpillar products to be delivered to customers, but also a channel for feedback from customers. In this way, the dealer's function is not only to sell products and provide after-sales service, but also to promote The company produces products that better meet customer needs.

For example, Caterpillar launched the D9L crawler tractor in the early 1980s. This model uses some new design solutions, which is considered to improve efficiency. Correspondingly, the price of this model is higher than that of traditional models. But after hundreds of D9L units were sold around the world, a disaster quietly came. Some tractors began to break down after 2,500 hours of operation, indicating that the D9L was not nearly as good as originally thought. This problem is enough to shake Caterpillar's dominance in the industry and give competitors an opportunity to take advantage. In order to save the company, dealers all over the country took action one after another. They helped the company develop a set of remedial measures, such as quickly repairing the machines that had malfunctioned and promptly inspecting those machines that had not yet experienced problems. There is also full cooperation between various dealers. For example, a British dealer sent personnel to help dealers in Saudi Arabia deal with such problems. Some dealers, in order to be responsible to customers, provide day and night services and are on call at all times. Finally, one year later, all D9L models have been inspected and repaired. Users' downtime for repairs has been shortened to the shortest time, possible economic losses have been greatly reduced, and customer complaints have disappeared. At the same time, the company's designers also changed the design in time, so that the D9L product became a popular product in the market.

The establishment of this kind of partnership with dealers cannot be achieved overnight. It is the result of Caterpillar's consistent implementation of principles and efforts. The following principles for dealing with dealers proposed by Fites are worthy of reference by managers:

Do not exploit dealers. A mistake made by many companies is that when they find that the market is sluggish, they start to squeeze their dealers to ensure their own interests; and once they find any profitable business, they immediately bypass the dealers and take away the business. Come and make it yourself. In this way, although you can gain temporary benefits, it will damage the relationship with dealers in the long term. For example, in the 1970s, Alaskan companies once required Caterpillar to sell products directly to them, otherwise they would buy competitors' products.

But Caterpillar did not give in and insisted that the other party buy from its dealers. Because dealers can provide excellent after-sales service for products. Caterpillar believed that by bypassing dealers, it would be breaking its own arm.

This principle is even more effective when the entire industry is hit by a recession. For example, during the economic recession in Mexico, Caterpillar's five dealers survived the difficulties, while all of its competitors' dealers were wiped out. When economic conditions improved, Caterpillar became the sole supplier.

Provide dealers with things other than products and parts. In addition to providing products and parts, Caterpillar also helps dealers provide customers with credit guarantees such as installment payments, and also supports dealers in aspects such as inventory management and control, logistics, and equipment maintenance procedures. For example, the company prints a variety of written technical materials every year to provide to dealers' technical personnel as a reference, and provides training services to their employees at any time according to dealers' needs, including how to formulate business plans, how to predict the market, and how to manage. Electronic information systems, how to manage marketing, advertising, etc. It is particularly worth mentioning that Caterpillar is establishing a huge and complex global electronic communication system that interconnects all dealers and company headquarters, as well as the company's suppliers and warehouses. The ultimate goal of this system is to remotely monitor the products sold and share the inventory of parts among the company's dealers, companies, and manufacturers. The so-called remote monitoring means that no matter where a machine is in the world, dealers and even the company headquarters can understand its operation at any time.

Have frequent in-depth and candid communications with dealers. Fites believes there are no secrets between Caterpillar and its dealers. Dealers have a very high degree of trust in Caterpillar. They provide the company with their own financial statements and key operating data. If there is not a high degree of trust between the two, it would be difficult to do this. At the same time, Caterpillar has also opened up its information resources to the maximum extent. All company employees and dealer staff can obtain real-time information on sales trends and forecasts, customer satisfaction survey data and other information from the computer. Every year, Caterpillar's top managers hold regional meetings with dealer top managers. At the meeting, they discussed the sales goals for each product line and what each side should do to achieve that goal. In addition, the company also regularly invites all 186 dealers to conduct a week-long meeting at the Peoria headquarters), which mainly conducts a comprehensive review of the company's strategy, product plans and marketing policies.

There are many daily contacts between Caterpillar personnel at all levels and dealer personnel. While communication takes place on a daily basis at a lower level, it's not unusual for dealer executives and company executives to speak several times a week. Especially in the past s years. Caterpillar has made a conscious effort to increase contact between employees and dealers. A reorganization in 1990 transformed former functional departments into profit centers, putting everyone in the company, from the youngest employee all the way up to the CEO, in active contact with dealers. This frequent interaction allows the company to understand more and faster the situation on the front line of the market.

Keep your dealer part of the Caterpillar family. Caterpillar generally prefers to deal with family businesses because they believe family businesses are more consistent in management policies than public companies. The reason why I emphasize this point is that Caterpillar's product life cycle is generally around 10-12 years, and some are as long as 20-30 years. In public companies, the CEO's term is generally only 5-6 years at most. In terms of providing consistent services to customers, public companies may not be as stable as family companies.

Caterpillar also organizes various activities to make dealers’ children interested in Caterpillar from an early age.

The idea is to introduce them to Caterpillar, get them interested in the business, and allow them to meet their peers and future work partners. They visit Caterpillar's factories and operate machines themselves. At the same time, Caterpillar also encourages dealers to include their children in corporate work from an early age. They often arrange summer jobs for dealers' children, and then arrange full-time jobs for them after they graduate from college. Dealers are sometimes advised to put their kids in parts sales for two years, then work in engineering for a while, and then manage product support.

Comments on Caterpillar’s ??classic successful marketing cases:

The source of life for an enterprise is to satisfy Gu Rong. Due to the advancement of science and technology, economic development, and intensified market competition, today's customers are different from those of the past, and today's market is no longer yesterday's market. Now, the dominance of the market has been transferred from manufacturers to customers.

In the final analysis, Caterpillar's marketing strategy has only one point: to get closer to customers and to shorten the distance between customers and itself. The results of this are obvious.

gt; gt; gt; More successful marketing case analyzes on the next page