Many classic marketing cases remind us of them. Whether it is product innovation or marketing communication, they are all worthy of our discussion and analysis. The following is an analysis of successful marketing cases that I have compiled for you. Welcome to read.

Successful marketing case analysis 1: Swatch - a new change every day

Switzerland is a world-famous watch kingdom. It produces Rolex, Omega, Plum Blossom, Radar, Longines, Tissot and other watches are all world-renowned famous brands. In people's minds, Swiss watches have always been synonymous with exquisiteness, elegance, and luxury, and are a symbol of identity, status, and wealth. However, the Swatch all-plastic electronic watch, which was born in the early 1980s, suddenly broke their dominance overnight and quickly became the leader in the Swiss and even global watch industry. Today, Swatch watches have become the wrist pets of teenagers all over the world. It no longer simply plays a timekeeping role, but represents a concept, a fashion, an art and a culture.

1). Please bring out the weirdo? Herjac

Since the mid-1970s, the Swiss watch industry has fallen into the most serious crisis since the war. Electronic watches and quartz watches produced in Japan such as Seiko, Citizen and Casio have quickly occupied the world watch market with their advantages of accurate travel time, novel style, high quality and low price. They have had a strong impact on the traditional Swiss mechanical watch industry and seriously threatened the Swiss individuality. It has established its dominant position in the world watch industry for centuries. In less than 10 years, Switzerland's watch exports dropped by nearly 60%, 1/2 of the watch companies were forced to close down, and the number of employees dropped sharply from 190,000 to more than 30,000. Statistics show that Switzerland's share of the world's watch market was 43% in 1974, but fell to less than 15% in 1983.

In order to regain its glory and regain the dominance of the Swiss watch kingdom in the world watch market, Swiss bankers invited the legendary Nicolas Herjac. Hejak is a weirdo who has a new idea in his mind every second, and a genius who wants to try everything all the time. Hejak's father is American and his mother is Lebanese, but he became "Swiss" because he married a Swiss wife. For many years, he has been a senior figure behind the economies of Switzerland, Germany, the United States and France. Every day, he sits in his base camp in Zurich, Switzerland, strategizing, and various suggestions fly to all over the world from time to time, thus reviving companies that are facing crisis and falling into bankruptcy. In 1985, Hejak finally came from behind the scenes to the front desk and was appointed as the head coach of the Swiss Watch Company, taking on the important task of saving the dying Swiss watch industry.

After coming out of the mountain, Herjac’s first prescription for the Swiss watch industry was: reduce production costs, improve factory automation, strictly enforce corporate management systems, and open up sales markets. Under his leadership, the Swiss watch industry, while protecting traditional mechanical watch brands, boldly innovated and actively developed and continuously improved new electronic watches. After several years of bleak business, Hejak's reform resulted in the company's flagship product, the brand-new concept of the SWO chess all-plastic electronic watch. Like a rising star, it quickly became popular all over the world with its accurate travel time and novel shape. , low price, durable and deeply loved by consumers, especially teenagers from all over the world. By 1988, Swatch's sales exceeded those of Citizen and Seiko, forcing the Japanese to retreat step by step. Today, Swatch is sold in more than 150 countries and regions around the world and has become a symbol of new life, new trends, new fashions and new concepts.

2), ?Ugly Duckling?Transformation?Ritian Tower?

In fact, Swatch is not only a product of death, but its growth path is also difficult and tortuous. Experienced the confusion and failure of transformation from "ugly duckling" to "white swan". Facing the rise of their Japanese counterparts, the Swiss watch industry began the development of quartz watches in 1977. After years of continuous research and improvement, a new type of watch that was completely different from the traditional concept was finally finalized and launched in 1981.

The casing of the new watch is entirely made of synthetic materials, and the movement is loaded directly from the front of the watch without the need to retain a back cover. These two reforms not only make the watch thinner and lighter, but also allow it to be mass produced on the assembly line, thus reducing the cost of the watch. Production costs ensure low sales prices. More importantly, this new type of watch has accurate timekeeping, with an error of no more than one second per day, and it also has the advantages of being waterproof, shockproof, heat-resistant, and cold-resistant.

However, this ugly duckling, which was originally named Mwatch, that is, the "Popular Brand Watch", was criticized when it was introduced to the market; not only the citizens of the watch kingdom thought that this The monster that resembles a children's toy has ruined the image of Swiss watches, and even the relevant Swiss government departments have refused to register its trademark. In the summer of 1981, Mwatch officially changed its name to "Swatch", that is, "Swiss brand watch", and completed the trademark registration after several setbacks. But its sales were so bad that the entire company was enveloped in defeatism, and some even advocated selling the ugly duckling. At this time, Heyak strictly enforced corporate management, reduced production costs, and ensured product quality. On the other hand, Heyak strengthened advertising and market research. While fully promoting the company's products, he also researched and analyzed fashion development trends and changes in social needs.

Swatch achieved great success and created a miracle of the Swiss watch industry's resurrection. Talking about the secret, Hejak summed up three points in an interview with reporters: low price, high quality and variety.

3) Low price, high quality and many changes

Regarding low price, Heyak further explained that low price is always a basic principle of the consumer market, and you must not Give up low-end products, because low-end products can be produced in large quantities at the lowest cost and accepted by large consumer groups. Any country or enterprise that only pursues and produces high-end products will inevitably face disaster. As we all know, Switzerland is the richest country in the world today, with a per capita GDP of more than 40,000 US dollars. However, as the boss of Switzerland's largest watch company, he insists on producing low-end products as an "eternal basic principle."

When summarizing Swatch’s successful experience, Hejak emphasized that products must be both cheap and high-quality, because product quality is the foundation for the survival and development of an enterprise. Although the Swatch watch looks like a toy on the surface, its production technology and intrinsic quality are first-class and can be compared with any high-end watch. It is said that a Swiss tourist went on holiday to the Greek seaside and accidentally left a Swatch watch on the beach. A year later, he returned to his old place and unexpectedly found the lost watch again at the beach. Although it had been exposed to the sun and rain for a year, the time was still accurate.

Always grasp changes in social needs. Design and improve your own products based on consumer needs. Swiss watch companies have this slogan: "The only thing that remains constant is that we are always changing." According to reports, the company collects watch design drawings from the public every year and produces different watch series based on the selected patterns, including children's watches, juvenile watches, girls' watches, men's watches, Kun watches, spring watches, summer watches, and autumn watches. , winter watches, and later launched a weekly set of watches, one for each day from Monday to Sunday, with different surface patterns. As the company's products are constantly renovated and catered to the needs of different levels, ages, hobbies and tastes of society, they are deeply welcomed and loved by consumers. Sales volume increases year by year, market share continues to expand, and the company's benefits are naturally It’s getting better and better.

Comments on Swatch’s classic successful marketing cases:

A new product may have great appeal to consumers, but this is not directly equivalent to the product’s commercial appeal. force. New products can be successful only when sales, costs, profit plans, etc. are consistent with corporate goals.

Swatch was not discouraged in the face of difficulties, found new ways, and decisively changed its marketing strategy. Its low-price, high-quality, fashionable and avant-garde new products catered to the current needs of various consumer levels, thus ushering in the first chapter of its career. Two springs. Successful marketing case analysis 2: KFC enters Hong Kong for the second time

1), marching into the Pearl of the Orient?

In 1973, the famous KFC company was full of ambitions and swaggered into Hong Kong is a small island.

At a press conference, the chairman of KFC boasted that he would open 50 to 60 branches in Hong Kong.

This is not nonsense. This KFC chicken was first made by Colonel Herlandis in 1939 with a secret recipe containing 11 kinds of herbs and spices. Due to its unique craftsmanship, crispy and refreshing taste, it is loved by consumers all over the world. By the 1970s, KFC had thousands of fast food restaurants in various regions of the world, forming a huge fast food restaurant chain network. Therefore, it set its sights on Hong Kong, the "Pearl of the Orient".

In June 1973, the first Hometown Chicken opened in Mei Foo Sun Village, and other branches opened soon after. By 1974, the number had reached 11.

In addition to fried chicken, KFC’s Hometown Chicken stores also offer other miscellaneous foods, including cole slaw, potato fries, bread, and a variety of drinks. The chickens are sold in packs of 5, 10, 15 and 20 pieces. There are also set meals, such as the one priced at 6.5 yuan, which includes 2 pieces of chicken, potato fries and bread.

When KFC’s chicken was first launched in Hong Kong, it was accompanied by a massive publicity campaign. Television advertising quickly captures consumers' attention. The theme of TV, newspapers and printed matter all adopts the popular slogan of hometown chicken: "It tastes so good that you lick your fingers".

The massive publicity campaign, coupled with the unique cooking methods and recipes, made customers happy to try it. And before hometown chicken entered Hong Kong, Hong Kong people rarely tasted the so-called American fast food. Although Café de Coral and Maxim’s fast food restaurants opened earlier than Hometown Chicken, they were smaller at that time and did not form chain stores, so they were not competitors of KFC. It looks like KFC has a bright future in Hong Kong.

2) What happened? Waterloo?

KFC did not have a long-lasting reputation in Hong Kong.

In September 1974, KFC suddenly announced the closure of many restaurants, leaving only four restaurants open. By February 1975, the first batch of KFCs to enter Hong Kong were wiped out and all closed down. Although the director of the Hometown Chicken Company claimed that it was going out of business due to difficulties in paying rent, its failure was a foregone conclusion. The reason for the failure is also obvious. It is not only a rental problem, but also mainly a failure to attract customers.

Hong Kong commentators at the time discussed this matter extensively, and finally believed that the reason for KFC's complete closure was due to problems with the taste of the chicken and its publicity service.

In order to adapt to the tastes of Hong Kong people, the hometown fast food restaurant uses local breeds of native chickens, but it still uses the previous feeding method, which is to raise them with fish meat. In this way, the unique taste of Chinese chicken is destroyed, which is very disappointing to Hong Kong people.

In advertising, Hometown Chicken uses the slogan "It tastes so good that you lick your fingers", which is also difficult to be accepted by Hong Kong residents in terms of concept. Moreover, Hong Kong people at the time believed that chickens from their hometown were too expensive, thus suppressing demand.

In terms of service, Hometown Chicken adopts American-style service. Fast food restaurants in Europe and the United States are usually off-site restaurants. You drive to the fast food restaurant, buy food and take it home to eat. Therefore, there are usually no seats inside the store. The situation in Hong Kong is different. People eat in the place where they buy food. Usually a group of people or twos and threes buy food and then sit in the store to eat and chat. Hometown Chicken's practice of not providing seats is equivalent to driving away a group of people who have the opportunity to become customers. Therefore, although Hometown Chicken has a large advertising scale and attracts many people to try it, there are not many repeat customers.

The failure of home chickens entering Hong Kong for the first time was due to a lack of in-depth understanding of Hong Kong’s environmental culture. As Mr. Steele, a British marketing expert, commented: When hometown chicken entered the Hong Kong market, it used the same method as the United States. However, local conditions require that it must modify its global strategy to adapt to local needs. Product uses and acceptance are affected by local customs, and the selection of food and beverage products also depends on this. The chicken products at that time could not meet the needs of Hong Kong people, and the concept of promotion was also inappropriate. ?

KFC walked into Hong Kong with great arrogance and left in disgrace.

3). Start over again

Eight years have passed in the blink of an eye.

In 1985, KFC had successfully invested in Malaysia, Singapore, Thailand and the Philippines. At this time, they were preparing to enter Hong Kong again.

This time, Hometown Chicken re-entered Hong Kong. A subsidiary of the Swire Group obtained the Hong Kong franchise rights. The condition is that the contract cannot be subcontracted and the 10-year contract can be renewed when it expires. The franchise agreement includes the purchase of licensed equipment, utensils and cooking spices from the Hometown Chicken franchise supplier.

The first new-generation Hometown Chicken restaurant cost NT$3 million and opened in Joseph Road in September 1985. The second one opened in Causeway Bay in 1986.

In 1985, many new changes had taken place in Hong Kong’s fast food industry, which could be divided into three major categories: hamburgers, which accounted for 20% of the entire fast food restaurant market. For a long time, the largest market has been local food, with a market share of nearly 70%. KFC Hometown Chicken is a new breed of chicken specialist?.

Therefore, with the increase in competitors, it has become more difficult for KFC to reoccupy the market. Before the opening, the company's marketing department worked hard.

This time KFC was more cautious in exploring the market, and made appropriate changes in its marketing strategy based on the situation in Hong Kong.

First of all, Hometown Chicken Shop conducted market segmentation and clarified the target market. The new Hometown Chicken Restaurant is different from the old one. Now it is a high-end restaurant, a cafeteria, a fast-food restaurant, somewhere between a high-end restaurant with a white cloth and a self-service fast-food restaurant. The customer base is between 16 and 39 years old, mainly a young group, including office workers and young administrators.

Secondly, in terms of food items, Hometown Chicken Shop has made some innovations. In terms of varieties, chicken is the main product, with chicken parts, chicken combinations, miscellaneous desserts and drinks. Miscellaneous items include chips, salad and corn. All chickens are cooked to Colonel Herlandis's recipe, with most of the ingredients and chicken imported from the United States. Food is freshly prepared. If the fried chicken is not sold within 45 minutes, it will not be sold again to ensure that all chicken parts are fresh.

In terms of price, the company sells local chicken at a higher negotiated price, while other miscellaneous products such as French fries, salads and corn are sold at a lower competitive price. This is because if the price of hometown chicken is too low, Hong Kong people will regard it as a low-end fast food. Other miscellaneous foods are sold at low prices because there are many fast food restaurants selling similar foods around the Hometown Chicken branch. Lowering the price of miscellaneous foods can gain a certain advantage in the competition.

In advertising, Hometown Chicken changed the 1973 advertising slogan "It tastes so good that you lick your fingers" to "It tastes sweet, fresh and delicious". The new advertising slogans can be seen in subway stations and in newspapers and magazines. It is obvious that the new advertising slogan has a strong Hong Kong flavor and is therefore easily accepted by Hong Kong people.

When Hometown Chicken Restaurant landed in Hong Kong for the second time, the company believed that the main direction of attack was to adjust its market strategy to adapt to the social psychology and needs of Hong Kong people. Therefore advertising is not the main focus. For example: The Jordan Road branch was quite low-key for a while, with only a banner and a billboard erected outside the store. In terms of publicity, a low-key approach was also adopted, focusing only on promotion inside and outside the store. Advertising stopped a few months after the opening.

4) Hong Kong finally accepted it

A few months after the hometown chicken shop reopened, the company conducted a survey. The investigators selected people who knew about KFC Hometown Chicken restaurants and asked them about their impressions of Hometown Chicken and what makes KFC inferior to other fast food restaurants. 64% of the interviewees who had tried hometown chicken thought the choice of dishes was limited, 21% thought the food prices were too expensive, and others thought the store location was inconvenient. Most of the supplementary interviewees (92%) knew that Hong Kong had had hometown chicken before. Chicken shop. But at the same time, 71% of people said they would patronize hometown chicken restaurants again in the future.

The company’s marketing staff concluded this survey that the company’s failure in Hong Kong in 1973 still had a serious impact on consumers’ views of hometown chicken, but with the passage of time and the influence of hometown chicken, Expansion, this impression on consumers will gradually fade.

In response to the survey results, the Hometown Chicken chain store has made some changes to its marketing strategy. For example, when opening new stores, it should try to open them in places with a large flow of people to facilitate customers, and at the same time expand the business area to change consumers. The status of support, as well as increasing the types of dishes, etc.

The adjustment of the marketing strategy of Hometown Chicken has achieved good results. Hong Kong has become a market for KFC, with the number of branches accounting for 1/10 of KFC's total stores around the world. KFC has also become one of the four major fast food restaurants in Hong Kong, alongside McDonald's, hamburgers and Pizza Hut pizza.

KFC is finally accepted by Hong Kong people.

Comments on KFC’s classic successful marketing cases:

Any multinational group cannot ignore the local cultural background when expanding into foreign countries. It should learn from it and combine it with others. KFC's first foray failed because it ignored the characteristics of Hong Kong's local culture.

When making marketing decisions, business leaders should keep one thing in mind, that is, they can only be customer-oriented. Without the support and recognition of customers, any decision will only end in failure. This is the difference between marketing and sales: the former should emphasize the production of products that meet consumer needs, while the latter only sells the products it produces.

? A stone from another mountain can be used to attack a jade? The case of KFC may give some inspiration to domestic businesses.

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