Regional brands limit their target scope to a certain area. A region, or a province or even several provinces, falls within the scope of regional brands. For most companies, the initial stage of brand strategy is generally appropriate to adopt a regional strategy. Only by establishing an influence in the region can we build on this foundation and achieve the goal of becoming a national brand. Guangxi Black Five Co., Ltd. has become a national brand because of its core product "Southern Black Sesame Paste". It was also positioned in the region at the beginning, from the Yulin area to the entire Guangxi, and then to the whole country. This is its history. .

National brand. After the regional brand is established, the next goal is to become a national brand. Through advertising, the expansion of marketing scope, and the establishment of a national sales network and after-sales service center, the product coverage will become greater, the popularity will become higher and higher, and it will eventually become a national brand.

International brand. In the process of building a national brand, it will naturally encounter challenges from foreign products, forcing it to adjust its strategy in a timely manner to cope with the challenges. In the competition with each other, the strength is constantly strengthening, and the internationalization strategy is becoming more and more obvious. If the operation is successful, the national brand will gradually become an international brand. There are currently almost no international brands in our country. However, multinational corporations have become the dominant force in the world economy. At the same time, multinational companies have an obvious role in promoting the country's economy. Finland's Nokia has become an important economic pillar of the country. Therefore, the ultimate goal of brand strategy should be an international brand. The end point of brand growth should also be an international brand. If you are only satisfied with national brands, you will be defeated by foreign international brands sooner or later. This is the case with "Arctic Ocean" and "Tianfu Cola" in my country's soda industry. The "seven flooded armies" in the beverage industry have made these domestic brands no longer exist.

Brand growth does not necessarily follow the above order. Sometimes, it can jump. If a company has relatively strong financial and technical strength, it can adopt a national brand strategy or even an international brand strategy from the beginning. Like Tsinghua Unigroup, it emerged as a national brand without going through the stage of a regional brand. Of course, the vast majority of brands are growing step by step. Brands often grow through setbacks and rarely rise in a straight line. Generally, it develops very quickly for a period of time, then slows down or even stops, and then accelerates again. Its process is a curve-shaped fluctuation. Such is the growth of the "Lotus" brand. Lotus brand MSG is a well-known brand in my country's MSG industry, and its market share reaches almost half of the national MSG market. It has been listed as an inspection-free export product and is exported to dozens of countries and regions, which is extremely rare in the same industry. Product export volume reached 10,000 tons in 1996. "Lotus" has become a strong brand. When the factory was first established in the 1980s, Lotus's production plant, Henan Zhou Flavor Essence Factory, had only a few hundred employees and millions of yuan in fixed assets. The factory made bold innovations after its establishment and spent ten years on technological transformation. Each technological transformation brings the factory to a new level. In 1992, its annual production capacity reached 60,000 tons, making it the largest MSG factory in the world. In the early 1990s, the Lotus MSG Group was established and the group business strategy was implemented.

"Shuanghui" also experienced a period of crisis. In my country's ham sausage market, "Shuanghui" is a dazzling star. However, the predecessor of Shuanghui Group, Henan Luohe Meat Factory, was in a state of loss from the 1950s to the mid-1980s when the factory was first established. In the mid-to-late 1980s, Luohe Meat Factory was engaged in frozen meat, mainly exporting business. This step was relatively steady, making it the largest meat export manufacturer in the country at that time. In the 1990s, its export strategy encountered challenges, and its products encountered setbacks in the Soviet market. Since then, it has almost lost this market. At this time, the company leaders decided to change direction and enter the field of ham sausage. Due to the rapid increase in investment in this area, the output of ham sausage increased significantly and the market coverage increased rapidly. By the mid-1990s, the company had formed a large group company with profits reaching hundreds of millions of yuan. Moreover, it has set up branch factories in Europe, America and Southeast Asia, and its international competitiveness has been greatly enhanced. The progress of the "Shuanghui" brand shows its strength. If we can apply the brand to related or even unrelated fields on the basis of an existing well-known brand, we can achieve brand consolidation and maximize the effect of the original brand.

Brand consolidation is the further development of the original brand value.

Once a brand is recognized, it is not easy to be diluted. There is a long-term process for people to accept something, but once accepted, it will not be easy to reject it. If a consumer identifies Li-Ning brand clothing, he will not easily switch his interest to other brands of sportswear. Psychologists have even concluded that many times it is more difficult to give up an accepted idea than to accept a new one. Because the acceptance of new ideas often comes from an impulse and will be affected by many external factors, such as a friend's persuasion and the influence of public opinion. But on the other hand, abandoning accepted ideas would require a drastic change in his own way of thinking, which is not easy to achieve. Applying the brand to related or even unrelated fields will help eliminate consumers' mental stereotypes. After "Coca-Cola" gained widespread recognition, the Coca-Cola Company launched a series of products related to it, such as "Diet Coca-Cola", "Cherry Coca-Cola" and so on. At the same time, other non-cola drinks were also launched: such as "Sprite" and "Fanta" soda. These products all support the strong influence of the Coca-Cola brand.

Once the new product applied by the brand is successful, it will in turn promote the influence of the original brand and achieve the overall effect. The American Quaker Oatmeal Company's Kaban. Kvatz brand dry wheat flour breakfast is very popular in the American market. The company boldly transcends a single idea and decisively uses the brand to launch a series of new products and expand its product areas to clothing and other industries. . As a result, the influence of the Bon. Kehuaci brand has been strengthened due to the success of other product operations. For a full seven years from 1984 to 1991, Haier Group's only product was "Haier brand" refrigerators. Due to the successful operation of the company, "Haier" refrigerators have become a well-known trademark in China. The savvy Haier people also saw broader market prospects, and they quickly entered the air conditioners, washing machines, televisions, microwave ovens and other industries. Today, Haier Group has become a large-scale enterprise group with comprehensive development in the household appliance industry. The multi-faceted production strategy has allowed Haier Group to securely maintain its position in the competition, making it difficult for other rivals to shake its position.

It should be pointed out that brand consolidation must be based on one's ability. Some brands fail to fully consider various irrational factors such as consumer acceptance, resulting in the failure of brand consolidation. For example, some brands place great emphasis on their own characteristics and advantages in this professional field during the initial establishment process. After the brand is established, it hastily moves its tentacles to other areas, which will naturally cause consumers' distrust, thereby greatly increasing the risk of failure. This is an issue that must be paid attention to during brand consolidation and marketing. For example, Swiss watches are known for being expensive and high-end. If a famous manufacturer ignores this reality and rushes into low-end products in order to achieve a full harvest, it will invisibly weaken the original brand image. American Parker pens are high-end pens and a symbol of respectable status. People buy Parker pens not only to buy a writing instrument, but more importantly to buy an image to show their identity. In 1982, Peterson, the new manager of Parker, did not focus on the high-end product market. Instead, he was keen to switch to the production of pens priced at only $3 each, hoping to compete with other competitors in the low-end pen market. But this move has greatly damaged Parker's image as the king of pens. This gave competitors an opportunity to aggressively enter the high-end pen market, causing Parker to suffer heavy losses.

In addition, the consolidation of the brand should give people a sense of unity. If it makes consumers feel confused, then this kind of consolidation is dangerous. For example, if a brand with kitchenware cleaners as its main product expands into toilet cleaners, it is very likely to cause resentment among consumers. It is also undesirable for companies that produce health care products to get involved in the production of cigarettes.