Low-key tycoon, the richest man in Fujian, founded 3 1 year, making more than a dozen brands top brands in the industry.

It owns more than ten brands of cakes, drinks and snacks, almost every one of which has become the head brand occupying one of the best positions in the market.

Some people say it's Procter & Gamble in China's food industry.

This is a very low-key company, established 365,438+0 years ago. Surprisingly, some brands that are very popular in the market and well known to the public are rarely known to come from the same company, but those brands are actually interrelated.

The founder is even less well-known, worth more than 40 billion yuan, and has become the richest man in Fujian Province in obscurity. His name is Xu, and his business is Dali Park.

Speaking of Dali Garden, many people know that it only sells steamed buns. But in fact, there are many famous brands under Dali Park, but you don't necessarily know that they are under Dali Park Group.

In March 2020, Dali Group released the performance report of 20 19. The financial report shows that in the whole year of 20 19, Dali Group * * * achieved revenue of 2 138 billion yuan, an increase of 2.5% compared with 20 18 (20.86 billion yuan). Among them, the net profit was 3.84 billion yuan, a steady increase over last year. The overall gross profit margin of the Group was 39.7%, up by 1. 1 percentage point compared with the same period of last year.

Dali Group pointed out in the report that 20 19 is a crucial year for the Group's industrial transformation and upgrading strategy. After two years of development and layout, it has formed three major industrial patterns: household consumption, snack food and ready-to-drink beverages.

In recent years, Dali Park has made rapid efforts in the household consumption industry sector and has become an important engine to drive the performance growth of the group company. In the financial report just released this year, Dali Park proposed to continue to "cultivate star brands with incomes of 10 billion in various industries and build a first-class brand portfolio in China's consumer industry".

Fujian is a southeast province where business culture is prevalent and there are many businessmen. In the 1980s, poverty inspired many people in Fujian to go into business. Some of them have failed, and some have become powerful giants today. From clothing to sports shoes, from glass to foreign trade, from food to drinks, these seemingly lofty industrial fields are full of Fujian people.

The money earned by Fujian people is hard money, and it is by no means opportunistic to make the scale bigger.

Among Fujian businessmen, there are many rich people we are familiar with, such as Cao, Chen Fashu and so on. However, it is estimated that many people have never heard of Xu's name.

Born in 1958, there were many small food workshops in Quanzhou. At the age of 22, Xu began to enter the food industry. It was not until 1989 that Xu started his own entrepreneurial journey. The predecessor of Dali Food, Huian Murray Food Factory, was founded from a small workshop. In fact, this small factory at that time was still a collectively owned enterprise. Three years later, Xu became the representative of this small factory. After that, Xu led the factory to be transformed into a private enterprise, which attracted the investment of Jiada Company and started the development of Dali Group.

After the establishment of Dali, the first Dali brand biscuit product was launched. Through the active development of Xu's team, the biscuit business is doing well. From 65438 to 0996, Dali biscuits grew from a regional brand in the southeast coast to a national brand-name product.

However, the good times did not last long. After entering the 2 1 century, the favorite canned fruits and vegetables, fish skin peanuts and spiced melon seeds in the 1990s have all reached the aesthetic fatigue period, and the food hygiene problems are also worrying. Because these cans are produced by small family workshops, the market urgently needs a new product to open up the situation.

Xu realized that the food industry should conform to the consumption trend and seek the solution of product structure. In the urban population, many people will find some snacks on their desks, private cars or computers, or satisfy their hunger or have fun. This phenomenon has become commonplace, and the "leisure" of food has become a general trend.

Starting from 200 1, he put forward a brand-new concept product: Dali egg yolk pie. In Xu's hands, the pie was expanded unprecedentedly. In addition to square cakes, egg yolk pie, chocolate pie and fruit pie have been introduced one after another, which set off a "pie" fever in the food industry and became the veritable king of China pie food.

June165438+1October 65438+June 2004, Murray Food, a wholly-owned company of Wyeth family, acquired 42% equity of Fujian Dali held by Jiada for 8.4 million yuan. At this point, Fujian Dali food business is controlled by Xu family 100%.

2015165438+10 On October 20th, Dali Food Group went public in Hong Kong. After the IPO, the Xu family controlled 85% of the shares of Dali Food, with a value as high as 50.6 billion yuan, ranking the richest man in Fujian in 20 16.

From 2003 to 2004, when the egg yolk pie was a great success, Dali Garden quickly launched Kobik potato chips and delicious biscuits, which cut into the shopping malls at a price lower than one third of that of similar products of Pinke. Both products were popular all over the country.

After owning three leading brands of food: Dali Garden, Kebike and Haochidian, in 2006, Dali Garden entered the beverage industry, invested 800 million yuan, introduced 12 international standard beverage production lines, and comprehensively launched more than 20 varieties of beverage products in eight categories: "Heqizheng" herbal tea, "priority milk" protein beverage and "green plum tea".

20 13, Dali Garden launched the functional drink "Le Hu". Xu believes that the functional beverage market in China is still in the stage of rapid development, and it is still an attractive category in the beverage industry. With the focus on subdividing consumption scenarios and sponsoring the 20 19 FIBA Basketball World Cup, Le Hu's market share and brand awareness in the domestic functional beverage category have been continuously improved.

In 20 17, Dali Garden innovated its product system again, introduced soybean-based soybean milk and entered the soybean milk industry.

The brand of Dali Park

Every sub-category of Dali Park, in the routine of product operators, is basically the way of "channel+advertising". First, use powerful network and advertising channels to occupy the market, and then spread it in all directions.

Dali Park has better controlled the profit rate of products. Daliyuan Company also requires that the profit of products should not be less than 10%, and the profit of better products should be kept above 30%.

The financial report shows that Daliyuan's food management benefit is higher than Master Kong's. According to the financial report of Master Kong Food Company in 200018, the company realized an operating income of 60.686 billion yuan, an increase of 2.94% compared with 200017, and the net profit of shareholders of the company was 2.463 billion yuan, an increase of 35.42% compared with 200017. Although from the data point of view, the sales of Dali Park is not as good as that of Master Kong, but the net profit of Dali Park is much higher than that of Master Kong.

"Dali mode" is the following strategy-in many categories, it is neither a pioneer nor a leader, but it is the leader of the following strategy, and many categories rank first in the camp, second only to leading brands.

Generally speaking, it is very powerful to be able to do a good job in a category and lead the industry!

However, the top enterprises that can involve multiple categories and take the lead in multiple categories are almost rare, and there are even fewer bosses in the industry who can do this!

In China, companies that can do this are basically industry giants! Dali Group is undoubtedly one of such high-level enterprises. Dali's net profit margin has always remained above 17%, far higher than Master Kong and Uni-President's 3.8% and 4.06%.

Although creating products belongs to the following strategy, Dali Group has achieved one of the best positions in this category for each product.

The egg yolk pie in Dali Garden ranks first in Le Hu cakes, third in potatoes, second to third in biscuits, third in herbal tea, second in peanut milk and second to third in functional drinks. Most of these brand products are not the first, but the combined profits can exceed most competitors.

In China, the product line of Dali Park is very extensive, involving many competitors. In the field of beverages, the main competitors are Wahaha, Wang Laoji and Uni-President. There will be hope for the competition in the field of cakes and biscuits, Xu Fuji and so on.

The success of multi-brand in Dali Park has a lot to study. However, one of them, compared with Wahaha, Dali Park has done a very good job:

For Dali Gardens, different brands are chosen for different categories, which has nothing to do with the main brand (Dali Gardens). The new brands choose different spokespersons, and the sense of rhythm between brands is particularly well grasped. Make a brand bigger and then invest in another category, with prominent focus and steady progress.

However, compared with Wahaha, it is also following the strategy to continuously develop new products, but Wahaha's new brand strategy is obviously not as successful as Dali Park.

Wahaha can't even grab the top five or top ten market positions except for a few products such as Nutrition Express. In addition, Wahaha pursues the strategy of encircling cities from rural areas at low prices. Under such product positioning, the brand grade is not high, and it is difficult to gain the recognition of mainstream consumers.

Therefore, if we compare the multi-brand strategy of Dali Park and Wahaha, we can find that after the launch of new products, Dali Park takes the central city as the radiation point and concentrates its superior strength to launch brands. However, Wahaha is just the opposite. Brand launch is too fast, involving too many categories, and each category has not formed a very advantageous psychological orientation and mental cognition.

The PK strategy of each product in Dali Park can be simply compared and analyzed:

He Qizheng herbal tea PK Wang Laoji herbal tea. And its role of being locked in the supplementary position of the market, highlighting the selling point of the big bottle and filling the consumer demand of the third-and fourth-tier cities with the appeal point of the big bottle.

Daly Garden Egg yolk pie PK Pan Pan French bread, Hsu Fu Kee, etc. As a market leader, Dali Park has always occupied the first place in this category.

Eat cookies such as PK. In fact, delicious cookies are not ordinary cookies in terms of categories. It is more similar to an original ecological leisure food, a composite combination of biscuits and dried fruits, which attracts young people's diverse tastes.

Kebik potato chips PK fun. Kebik started another branch of potato chips. Compared with pleasure, Kobik's potato chips are thicker, and the original flavor of potato chips is stronger than pleasure, which firmly attracts the taste preference who pursues the original flavor.

In the field of beverages, peanut milk, Le Hu, peas and so on. The products launched by Dali Garden are basically obviously different from other products. For example, compared with the original soybean milk Wang Weiwei, peas are obviously original in the form of canned PK brewing.

In terms of marketing communication strategy, Dali Park will give full play to the power of the vast number of dealers in the country to put in advertisements.

The ex-factory price of Dali food to dealers is lower, only about 50% of the retail price. In contrast, Jiaduobao > 55%, Want Want > 60%.

The lower ex-factory price means that Dali food gives more profits to dealers. Correspondingly, the distributors of Dali Food are more willing to invest in advertising and promotion. However, the marketing expenses of Daliyuan Group itself are lower.

For dealers, this is a multiple-choice question: let manufacturers give higher gross profit and bear more marketing expenses themselves; Or let manufacturers advertise more, and the gross profit is lower.

Obviously, dealers choose the former, and higher gross profit margin is one aspect. On the other hand, advertising by every dealer in the country can benefit more dealers (brand awareness), which is a marketing idea of "everyone for me and I for everyone".

Although Xu has a business mind, he is also very charitable. However, the balance of fate is unfair to him.

20 12 the only son of Xu, the richest man in Fujian, died in a car accident in Jiangxi. At that time, on the highway, a big truck couldn't stop, squashed Xu Liangliang's car, and all three people in the same company were killed.

Just three months before the wedding, his father Xu specially built a five-star hotel for him in Hui 'an as a wedding gift. However, when the hotel was built, my son was gone.

According to the Hurun Report released on 20 19, Xu family fortune's value is 60 billion yuan. Xu's daughter holds 34% of the shares. Daughter and wife Chen Liling became the richest woman in Fujian with a wealth of 32.5 billion yuan. Now, Xu has gradually handed over the position of the company to his daughter.

Xu Yangyang was born in 1983. He graduated from Xiamen University in 2005 and studied in the UK for several years. After returning to China, he entered Dali, starting from the grassroots level, and worked as a workshop director, deputy factory director and trade union chairman. On October 20 14, 1 1 year 10, Xu Yangyang was promoted to director of Dali group, and served as vice president and executive director of the group. After Xu Yangyang became the vice president, the output value and benefit of Dali Group have been significantly improved, and its scale has become larger and larger. Today, the daily affairs of Dali Group are presided over by Xu Yangyang.

Xu Yangyang's ability is obvious to all, so she has been designated as the successor of Dali Group. But as a quasi-successor, she is an obscure existence in the public media, and there are very few reports about her. She doesn't often appear in the public eye, but most of the occasions she often attends are charity and awards parties.

Influenced by her father's promise, she is also very enthusiastic about public welfare undertakings, and has successively won the honors of "the first outstanding economic woman in Quanzhou" and "the 10th Fujian Youth May 4th Medal".

The food industry is a very traditional industry, and consumers' tastes change with the times. Therefore, any food enterprise should keep pace with the times and at least do one of the following three aspects:

First, the way of marketing communication always keeps up with the changes of the times. For example, similar to Coca-Cola, it always conveys younger values and lifestyles;

Second, the continuous renovation of products. Similar to Dali garden, but product innovation also has great risks, so it is impossible for every new product to be highly sought after by the market. In case some products can't be sold, it is a huge burden for enterprises.

Third, the channel is highly controlled. Channels are too important for FMCG. From distributors all over the country to terminal outlets all over the country, the shortage of any channel may cause huge losses in market share.

Since its establishment 3 1 year ago, Dali Garden has undoubtedly been successful in product innovation and marketing strategy, but its hidden worries are equally obvious:

First, how to win the love of young people under the Internet, multiculturalism and values. Many brands, including Coca-Cola, are constantly making their brands younger. For example, Wangzai Milk diversified cartoon characters on the packaging, full of banter and humor. In this regard, many traditional brands are very lacking.

Second, some brands with slightly lower market reputation share may become a drag. For Dali gardens, Hezheng herbal tea and Lehu functional drinks are far from their head brands in this field (corresponding to Wang Laoji and Red Bull respectively). If they are not careful, these categories may become a drag on the group.

Third, it is a difficult problem to maintain the innovative ability of products. At this point, we see that Wahaha has entered a sunset era with insufficient product innovation. Product innovation will always dry up one day, unless it changes its course and enters another brand-new field.

Fourth, the risk of heirs. From the clan of Wahaha to his successor, from Xu of Dali Garden to his successor, the inheritance risk of family business is exactly the same. Can the new generation of successors still have incomparable abilities in market sensitivity, judgment, product development and channel control?

As mentioned above, food enterprises earn hard money. Compared with those emerging enterprises or high-tech enterprises, they need to make more efforts, and the profit level is much lower than that of emerging enterprises.

However, food is related to everyone's daily consumption and the appetite of thousands of people. Under the massive attack of foreign brands, almost all domestic food enterprises are shrinking their fronts and seeking survival in the cracks.

They need to innovate, expand sales channels, invest in advertising and marketing to maintain the vitality of the brand. Although Dali Park has been established for 31 years, it is still full of vitality in innovation, marketing and careful setting of business model, which is not easy.