Guizhou Chun’s marketing case

In 1993, Lu Yunjun began to represent Guizhou Chun. By continuously expanding the agent categories and gradually getting exposed to fast-moving consumer goods brands such as Coca-Cola, Robust, Lulu, and Yeshu Juice, Lu Yunjun has been able to skillfully use a rigorous and in-depth distribution operation model to spread his "Guizhou Chun" in Beijing. About 80% of small and medium-sized supermarket channels in the city. In 2000, after accumulating some terminal resources, in order to reduce the intermediate links in the supply chain and increase product profit margins, Lu Yunjun started direct supply to hotels. Facts have proved that his new model of "delivery to your door, check out after the goods are sold" saves time and effort, and directly accelerates the flow of funds on the company's books.

As Guizhou Chun rapidly expanded to various districts and counties in Beijing, Lu Yunjun began to frequently contact manufacturers to seek agency for new products and obtain general distribution opportunities. After unremitting efforts, Lu Yunjun finally grasped an opportunity. In 2003, Guizhou Chun Distillery, which is famous for its uniqueness, launched a new product "Guan Guan Xiang" in response to the mid-to-low-end market. With the intention of testing Lu Yunjun's trading ability, Pan, the newly appointed general manager of the Beijing branch, handed over the agency rights of "Jin Guan Xiang" to him.

After 2003, the annual sales of Guizhou Chun, an iron box sold by Lu Yunjun, reached more than 10 million. In 2005, Guizhou Chun's sales in Beijing maintained a strong momentum throughout the year, and Lu Yunjun also achieved sales revenue of tens of millions, an increase of nearly 40% over the same period last year. Lu Yunjun has certainly received sufficient growth. However, with the three banks in Beijing doing Guizhou Chun, Lu Yunjun's growth space seems to have hit the "ceiling." Lu Yunjun, who makes tin box Guizhou Chun, has established a sales network with more than 40 distributors in Beijing. The sales area has expanded to 18 suburban counties and has more than 200 directly-operated restaurants.

The first secret to achieving scale advantage in the prosperous era of the military capital is "obtaining effective terminals." He has a complete terminal management mechanism, a strict "three-day visit" system for hotels, and his huge direct sales work appears to be in order. Within the designated area, the salesperson must return to the hotel under his jurisdiction every day and be responsible for statistics on product sales, trends of competing products, maintenance of hotel terminal displays, hotel purchases and exchanges, etc. The sales staff of Jundu Shengshi keep abreast of the hotel's developments through "work, diligence, and diligence". If any hotel has unsalable products, late checkout, or transfer of store space, the company will promptly adjust its strategy and recover the payment in a timely manner. Try to minimize losses and effectively avoid "running orders".

In addition, Lu Yunjun also attaches great importance to the customer relationship with the terminal. He believes that the most important thing for a good hotel terminal is to provide good service. "Doing service is to think about what customers want and do things that customers haven't thought of yet, like a man pursuing a big girl. Once the relationship with the hotel is smoothed out, and trivial matters such as rebates and material delivery are taken care of by the terminal, it will be done. It can effectively stimulate the enthusiasm of waiters for promotion. It is indeed not difficult to improve sales performance. "Lu Yunjun said, "What dealers compete for in the 21st century is service. Many dealers encounter the problem of 'dodging orders', and they have more than one responsibility. In terms of hotels, dealers also have problems, which are mainly reflected in the lack of fast service and failure to keep up, which creates an opportunity for the store owners to take advantage of."

Adopt the "follow-up method" to play the new wedding wine game. When Guizhou Chunxi Wine was quickly launched into the market, Lu Yunjun used his strong sales in supermarkets as an image display, and on the other hand, he increased promotion efforts in the wholesale and circulation links in Beijing to form a position advantage. For a time, wherever there is Guizhou Chun, there is Guizhou Chun wedding wine, whether it is the surrounding districts and counties in Beijing or the wholesale market in Hebei. This is Lu Yunjun’s strategy: use Guizhou Chun’s market influence and marketing network to enter the market quickly and at low cost!

Lu Yunjun has a clear understanding of the conventional methods of wedding wine: 1. Starting from the marriage registration office of the street office, sending business personnel to strengthen terminal interception; 2. Strengthening terminal display in the wedding photo studio; 3. Strengthening distribution Service capabilities, with directly controlled hotels as the core, recommend a series of services such as wedding dresses, photography, and hosting for brides and grooms.

Due to the strong promotion in channels and the recognition of Guizhou Chun’s quality support by consumers, the market volume of the wedding wine increased rapidly as soon as it came out. However, compared with the crazy buying at the end of 2005, the Guizhou Chunxi wine market in 2006 is gradually becoming more rational. In this case, Lu Yunjun conducted a survey: When answering the question "When should we drink the wedding wine?" hundreds of middle-class people answered the most frequently: "Golden list title, bridal chamber flowers and candles, the birth of a child, job promotion" , old acquaintances reunited." Therefore, Lu Yunjun took the wedding wine out of the scope of the "wedding feast". He said: "Wedding wine can be drunk for any happy event." In this regard, Guizhou Chunxi Wine does not have the packaging of a big wedding, and secondly, in terms of quality It also has low health properties, so it is suitable for all happy events.

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