Coca-Cola's Uppercut

From the terminal through the standardization of sales is Coca-Cola's uppercut, as a systematic project, Coca-Cola is not so vigorously listed on the general consumer products, its terminal solid work, so that competing products is difficult to intercept, and can be forced to channel, so that channels become old An honest logistics role.

People who haven't practiced boxing rarely make active uppercuts and basically hold high and fight high. There is also a similar situation in consumer goods marketing. The common planners are playing the trick of killing the masters in chaos. The first is high-altitude bombing: mass advertising and then chaotic punching: strong but non-standard terminal interception. The problem is also very obvious, one of the phenomena is: advertising, sales; advertising, sales. The second phenomenon is that the terminal is intercepted by more unreasonable competing products. A few months or at most a year or two of the sales promotion process, where the sales difference is ten times and a hundred times more than one case, one of the reasons is that the vigorous investment leads to the misjudgment of the distributors, resulting in excessive channel stocks, sewers are not smooth, and finally appear The phenomenon of cutting prices and cutting down the goods shortens the life cycle of products. The second reason is that the sales volume is large and small, the production fluctuations are great, and the production cost is increased. In the current period, the investment in large-scale production equipment is too large. When the sales volume is reduced in the later period, it will even be reduced. Lead to the fracture of the company's capital chain. From the perspective of the marketing department, the promotional time is profitable, but from the perspective of the entire company, it is completely defeated, because few entrepreneurs will only want to do it after two years. The production equipment is worth buying and selling it is worthless.

China's marketing and planning communities generally believe that brands determine the fate of companies. The reason why people think such a theory sounds reasonable is that it stems largely from the story of Coca-Cola: People often cite the words of the Coca-Cola company owner. “Even if my factory is burned out, as long as my brand is there, I The production can be resumed right away because my brand value is worth billions of dollars." So how did Coca-Cola's brand build and develop steadily in 110 years? Many people see beautiful Coca-Cola ads. After all, beautiful things are more eye-catching. If we look closely, we will find that even if Coca-Cola has new products on the market, it will rarely use mass advertising. Is Coca-Cola money? Obviously not. Of course, it is not Coca-Cola's company that can't afford domestic planning masters.

In the summer of 1994, the high temperature of Wuhan was steamed. As the representative of Coca-Cola's most basic market, I rode a bicycle six days a week from 8 am to 6 pm, and visited the wholesale food from non-staple food to popsicles according to the daily visit route. client. My biggest complaint with my colleagues at that time was: Why didn't Coca-Cola, the world's No. 1 brand, advertise, but only let us run posters with a family? For three full years, there was no television advertising, no newspaper advertising. So is Coca-Cola not advertising because it is already a well-known brand? Obviously not, as the most basic salesperson, I am very clear about the difficulty of just starting to promote: dealers say that Coca-Cola is as unpleasant as medicine and refuses to purchase. In the Dongxihu District of Wuhan, I sent 30 cartons for the first time and only 9 bottles in two months. However, in the first year, Coca-Cola's market share increased from 8.0 percent at the beginning of the year to 86 percent at the end of the year.

From the terminal through standardization of sales is Coca-Cola's uppercut, this punch from the following force, when the channel is not goods, it does not matter, we let the terminal non-staple food store purchase. Finally, when the grocery store went to the wholesale channel to feed Coca-Cola, it forced the channel to find Coca-Cola. At that time, the channel was to lose hundreds of thousands of Coca-Cola every year, because it could not be less. Smaller wholesales of non-staple foods have been dragged down because Coca-Cola's channel prices are even higher than those for supermarkets. This situation is also very similar to the Bayer play that I encountered when I was doing pesticide marketing consulting: In the early days, I spent money on rural terminals to do promotions. Channel experts said they were stupid and they were making money at a loss. Two years later, the channel said that they were stupid. They pointed at Bayer in the warehouse and said to me: "If it is not for the farmers, I will not enter their goods. There is no profit."

Outside the training bones, practiced a breath. This tone of Coca-Cola is a systematic project: from the standardized operation of the market representative, the middle management is in place, the effective incentive of the whole staff, to the high-level strategy. These things are hard to see outside. In addition to learning Coca-Cola's skin, Hongtao K broke through the common life span of health products for one to two years, and has been developed for more than ten years. It was not until 2002 that they had just invited Coca-Cola and Procter & Gamble people to come to be executives.

Coca-Cola's uppercuts, as a systematic project, are not as vigorous as general consumer products. Of course, production will not fluctuate significantly. Its solid work at the terminal makes it difficult for competitors to intercept, and it can be used to force channels to become honest logistics roles.