Four years ago, Jiaduobao lost miserably. The brand name was gone. Later, even the specific packaging logo of red canned herbal tea was gone, and it was awarded hundreds of millions in compensation. All of a sudden, the trademark rights and decoration rights were lost, which was a complete loss.

After Jiaduobao and Guangzhou Pharmaceutical parted ways, there is a huge disparity in strength between Wanglaoji and Jiaduobao. A brand that has been built for many years and has sales of more than 16 billion, while Jiaduobao needs Start from scratch and re-build products and brands. But four years later, Jiaduobao successfully counterattacked. It has been nearly 4 years since they separated in 2012. During these 4 years, the situation comparison between Wanglaoji and Jiaduobao has changed.

At the beginning: Jiaduobao’s disadvantages VS GPHL’s advantages

When they separated, Jiaduobao faced the biggest disadvantage? It had to start over to build a new brand. The brand built over many years has changed hands, and Jiaduobao has lost its largest high-quality asset. It is faced with a lack of products and brands, which is tantamount to starting a new business. Apart from having capital and operational experience, it has nothing. If it cannot quickly create a new flagship product and main brand business, the company will face the problem of "having no rice to cook". At that time, GPHL gained a market advantage and acquired Wanglaoji, the largest high-quality asset. After 10 years of operation of Jiaduobao, its annual sales soared from more than 100 million to more than 16 billion, and it has become a well-known brand in the domestic FMCG field, with High-quality assets with a wide user base.

Compared with Jiaduobao and Wanglaoji, the strength of the two at that time was very different. For Guangzhou Pharmaceutical, it took over a "high-quality gold mine". For Jiaduobao, everything was like a matter of life and death. war.

Today: Jiaduobao’s advantages VS Wanglaoji’s disadvantages

After the life-and-death battle that began in 2012, Jiaduobao finally won through a series of careful and precise strategic operations. After a life-and-death battle, the situation was gradually reversed, and the brand transformation was successfully achieved, turning an operator brand with extremely low brand influence - Jiaduobao - into a mass product brand and becoming a dark horse brand in the FMCG field. However, Wong Lao Kat does not continue to monopolize the market advantage of being the industry leader and monopolizing the majority of the market share as before. It actually has to face a newly emerging market leader and compete with it.

Why has the situation reversed? This is also due to the super operating strength of Jiaduobao Company.

On the one hand, Jiaduobao Company’s high-cost investment and wide-area coverage of advertising serve as a precursor to building a new brand.

Jiaduobao Company’s advertising work for the new brand Jiaduobao has been done to the extreme. The overwhelming publicity, from aerial media advertisements to various promotional materials on the ground (toothpick boxes and door stickers in catering establishments, shop signs and posters at community convenience stores, etc.), is simply a powerful means of bombing propaganda.

Moreover, from trademark rights to decoration rights, from advertising slogans to product formulas, Jiaduobao and Wanglaoji are always in constant disputes, one battlefield after another. This also reflects from another aspect that while it is trying its best to restore its rights and interests, it also takes the opportunity to declare the existence of the new brand and increase its exposure.

On the other hand, Jiaduobao Company's careful layout of the market and intensive cultivation of channels have formed a strong sales environment.

In terms of sales strategy, Jiaduobao first redefines its brand positioning, then carries out market layout and intensive cultivation of regional markets, and finally enters the national market and even the international market. Among them, the most successful thing Jiaduobao has done is the intensive cultivation of sales channel terminals. From a supplier's perspective, the key to the supply chain is efficiency. Once a channel is seized by a brand, it will create a certain degree of exclusivity. I remember that I always encountered this situation before: when eating out, I asked the waiter to bring me a bottle of "Wong Lo Kat", but what the waiter brought to you was often "Jiaduobao". This is the result of Jiaduobao's intensive cultivation.

It took Jiaduobao Company 10 years to achieve the growth of canned sales of Wanglaoji from 100 million to more than 16 billion, and at the same time drive the sales of boxed products (up to 1.8 billion in 2011), achieving Sales increased more than 150 times. Now it takes less than 4 years to build "Jiaduobao" into a brand new brand.

These can all be regarded as model cases in the industry.