Shulou(Shulou.com)12/24 Report--

In the consumer industry, every enterprise should have its own Mate60. The success of brands is often the success of super-large items. Brands without super-large items are not strong brands, listed companies without super-large items, and capital market valuations are generally low, said Wang Bo, teacher of Dongji Positioning.

With the emergence of Huawei Mate60, how to build a national brand and how to create a phenomenal single such as Mate60 has become a hot topic in the business community. Dongji Positioning has been focused on building national brands as its mission for many years, and is committed to helping Chinese enterprises to build strong national brands through correct positioning.

Therefore, Wang Bo, founder of Dongji Positioning Consulting, has recently been invited by Yinma Media, Zhenghe Island and other organizations to share how to build national brands for Chinese entrepreneurs. In the sharing of these lectures, Mr. Wang Bo talked many times about the strategic enlightenment that Huawei Mate60 has brought to Chinese enterprises.

Teacher Wang Bo pointed out that the company with the highest market capitalization in the world is Apple, which has a market capitalization of more than 20 trillion yuan, and Maotai Group, which has a market capitalization of more than 2 trillion yuan in China. To some extent, Apple's success lies in the super-large item iPhone, and the success of Maotai lies in the super-large single Feitian Maotai.

In fact, for many years, how to create super-large items has been a hot topic concerned by consumer enterprises. However, the business community generally looks at the creation of large items from an operational perspective or a tactical perspective, including the misconception guidance of many consulting organizations, which reinforces the tactical perspective of the business community. Teacher Wang Bo pointed out that if we want to successfully create a large item, we must return to the positioning perspective and look at this topic from the strategic positioning level. In other words, only by establishing a clear strategic positioning and a correct strategic positioning, can enterprises really create a super-large product that determines the competitive pattern.

Reviewing the development process of China's consumer goods industry, we can find that the case that really makes China's local FMCG enterprises attach great importance to the strategy of large items is precisely the classic case of positioning industry, Wang Laoji, pointed out by teacher Wang Bo. The annual revenue of a single product of Wang Laoji red can of herbal tea once topped 20 billion, surpassing Coca-Cola to become the best-selling canned drink in China. Wang Laoji's success let China's local FMCG enterprises see the power of large items.

Why can Wang Laoji red can herbal tea achieve such a great success? Teacher Wang Bo pointed out that Wang Laoji is a classic case of the correct application of Trout's positioning theory. In essence, it is precisely because Wang Laoji's strategic positioning is to prevent hot drinks, so he chose red can herbal tea, which is very suitable for catering and hot pot channels, to be promoted to a strategic height as the representative item of Wang Laoji.

It is precisely because Wang Laoji creates a cognitive advantage in the minds of consumers through the classic positioning slogan of "fear of getting hot and drinking Wang Laoji". So consumers are very willing to accept the Chinese-style packaging of red can of herbal tea and are willing to pay a higher price than Coke, thus stimulating the creation of super items with revenue of more than 20 billion yuan this year.

Teacher Wang Bo stressed that from the perspective of Trout's positioning theory, the key and premise of creating super-large items is that enterprises need to find the correct strategic positioning and establish their own advantage position according to the competition. Only by defining the correct strategic positioning can enterprises screen out the super-large items that need to be built. Only by establishing a correct positioning cognition, can consumers be inspired to choose super-large items promoted by enterprises.

The success of Huawei Mate60 is the same in nature. In the corporate world, many people only see the tactical points such as the promotion of Mate60, the creativity of promotional films, and the planning of Campaign, while ignoring the huge role played by the strategic positioning that Huawei has adhered to for many years. Reviewing the development history of Huawei mobile phones, we can see that 2011 was an important turning point when Huawei decided to launch smartphones and position them as high-end independent research and development brands.

It is precisely because of its positioning as a high-end independent research and development brand that Huawei decided more than a decade ago to develop its own core technology of chips, and decided to use self-developed Hayes chips on Huawei-branded smartphones, even though the performance of Hayes chips was not satisfactory at that time. It is precisely because of its positioning as a high-end independent R & D brand that Huawei began to build the commanding market of high-end business people as early as a decade ago, choosing the Mate series as its flagship model.

It is precisely because Huawei has always been positioned as a high-end independent brand, creating a cognitive advantage in the minds of consumers, so after Samsung plummeted in the Chinese market due to battery explosion and the Snowden prism eavesdropping incident in the United States, mainstream consumer groups such as Chinese businessmen and civil servants are more likely to choose Huawei rather than Xiaomi, ZTE and other brands. This triggered sales of the Mate series of high-end phones and promoted Huawei to become the two major high-end mobile phone brands that dominate Apple.

Therefore, the great success of Huawei Mate60 is definitely not the success of a single product, let alone the success of a propaganda campaign Campaign, but the success of the correct strategic layout and the success of the correct strategic positioning. Teacher Wang Bo pointed out that only through correct strategic positioning, establishing its own advantageous position in the minds of consumers for competition, opening up mental strategic opportunities, and opening up mental strategic space, can we create super large items at the physical level and at the market level.

In China's dairy industry, Feihe's Star Feifan series of milk powder is also a very successful super large product of the order of 10 billion. In 2015, teacher Wang Bo successfully positioned Feihe milk powder as a milk powder more suitable for Chinese babies. As the creator of the classic positioning slogan that Feihe milk powder is more suitable for Chinese babies, teacher Wang Bo pointed out that the correct strategic positioning is the key to why Xingfei Fan can achieve more than 30 times growth in five or six years.

Like Huawei Mate series, it is precisely because it is located in the milk powder that is more suitable for the physique of Chinese babies, so for Feihe, it is necessary to focus on core science and technology, focusing on creating and promoting Xing Feifan series products with the best formula and closest to Chinese breast milk. This is the first milk powder product in China's milk powder market to be verified by Chinese baby clinical feeding experiments. Not only the milk quality is the world's leading, but also the formula is closer to Chinese breast milk. Product power can effectively consolidate the strategic positioning of Flying Crane.

It is precisely because Feihe has established a positioning cognitive advantage that is more suitable for the physique of Chinese babies in the minds of a wide range of consumers through systematic integrated communication and promotion. therefore, it can effectively stimulate consumers to choose Xingfei Sail, which is better in formula and more suitable for Chinese babies, and promote Xingfei Fan to become a super item in the milk powder industry.

On the surface, strategic positioning is only a simple advertising slogan, but in essence, it aims at competition, establishing its own dominant position on the key battlefield of consumer mind, leading and promoting the operation and development of enterprises with this advantageous position. draw the overall strategic upgrading and resource investment allocation of enterprises, including, of course, the selection and creation of super-large items.

Through the cases of super large items such as Huawei Mate60, Wang Laoji red can of cold tea, Feihe Star Feifan, we can see that the key and premise of creating large items is that enterprises need to find their own correct strategic positioning and establish their own dominant position for the competition. Take this positioning as the premise to screen and plan the super large items that need to be mainly promoted, teacher Wang Bo concluded.

In short, correct positioning is the premise of creating super-large items. Without the traction of the correct positioning, the development direction of the enterprise is not clear, resulting in unable to find or find the large items that need to focus, and it is difficult to successfully create a super large item that can determine the situation in the first World War.

In essence, every time it comes to the creation of large items, the business community is often used to thinking about this issue from the tactical and operational levels. It also reinforces this tactical tendency of thinking, including the misconception guidance of many consulting bodies. In particular, with the increasing popularity of positioning consulting in the Chinese market, positioning agencies have begun to differentiate significantly. Many positioning organizations no longer focus on helping enterprises establish correct strategic positioning, but emphasize in-depth operation landing, go deep into all aspects of the enterprise, and formulate a variety of detailed operation strategy reports for the enterprise. including combat readiness reports, campaign reports, landing reports and so on, which are mainly characterized by deep landing and a wide range of services.

The emergence of the deep landing positioning mechanism further strengthens the tendency of enterprises to think about the building of super-large items from the tactical level, the strategic issues from the operational level, and the positioning problems from the tactical level. Teacher Wang Bo pointed out that if we interpret the success of super large items such as Huawei Mate60, Wang Laoji red can of herbal tea, and Feihe Xing Feifan milk powder only from the perspective of tactics and only from the perspective of propaganda campaigns, it is impossible to see the root causes of the success of these large items.

Operational benefit is not a differentiation strategy, not a strategic positioning. This is why the two professional positioning organizations, represented by Trout and Dongji positioning, have highly emphasized the importance of correct strategic positioning for many years. At the beginning of 2023, the orientation of the East Pole clearly played the strategic slogan of "find the East Pole if you position it correctly". Subsequently, Trout also placed advertisements at major airports with a clear appeal to "make the right strategy to find Trout."

As the founder of Dongji positioning, teacher Wang Bo has repeatedly reminded the business community on many occasions why positioning organizations emphasize that deep landing will frequently lead to strategic mistakes and misdefinition of positioning. Teacher Wang Bo pointed out that on the surface, strategic positioning is just a concept and an advertising slogan, but the essence is to help enterprises see the right direction of development, and the essence is to help enterprises choose to do the right thing, not the right thing to do.

By studying the works of Mr. Trout, the father of positioning, we can see that Mr. Trout has a clear definition of positioning, that is, to establish an advantageous position for competition, which is the core work of positioning. Therefore, the core of strategic positioning is competitive differentiation, not operational benefits, let alone the landing of deep operations. From this point of view, the positioning consulting organization, which emphasizes deep landing and operational efficiency, has been divorced from the essence of positioning and is no longer a real positioning consulting organization.

In many books, Mr. Trout has always stressed that the key to business success is to find the right strategy. The core value of positioning institutions is to help enterprises establish correct strategic positioning, to help enterprises look at problems from the perspective of strategic positioning, and to solve the essential problems of enterprise development. Through the success of super large items such as Huawei Mate60, Wang Laoji red can of herbal tea, Feihe Xing Feifan milk powder, we can see that to create a super large product that can determine the situation and determine the competition pattern of the industry, the correct positioning is the premise, and the correct positioning is the key.

Positioning determines the hearts of the people, positioning determines the universe. If there is no clear differentiation strategic positioning, enterprises often can not find the direction of large items, it is often difficult to establish a real positioning cognitive advantage, and the market will not accept the large items forced by enterprises. Hope that more Chinese enterprises can establish their own correct strategic positioning, create their own Mate60, create their own super-large items, and become a national brand that Chinese people are proud of.

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