Sometimes when companies have poor sales performance in their local markets, they may be able to achieve success through the international market. Below are the successful international marketing cases that I have carefully collected for you. Let’s take a look.
Successful International Marketing Case 1: McDonald's
In 1955, 52-year-old Crocker bought the seven McDonald's fast food chains run by the Richard brothers and their The name of the store started his McDonald's hamburger business career. After years of hard work, McDonald's fast food restaurant has made amazing achievements: now, it has become the largest food company in the world. As of 1986, its annual sales have reached US$12.4 billion and annual profits of US$480 million. McDonald's fast food restaurant It has spread to most parts of the world. If you visit Japan, you can go into a McDonald's fast food restaurant, have a big McDonald's hamburger, and drink a milk ice cream drink. You can also order a McDonald's in Mexico, Switzerland and Thailand. If the negotiations are successful, you could even taste McDonald's specialties in Hungary and Yugoslavia. In short, McDonald's has now become a global commodity, almost ubiquitous. McDonald's golden arched "M" logo has become popular culture that can be understood without translation in the world market. Its corporate image has taken root in the minds of consumers to such an extent, as a professor from the University of Michigan in the United States said: ?Some people will find it hard to pass the day without seeing the golden dome of a McDonald's restaurant, because it also symbolizes safety. ?
How did McDonald's achieve such remarkable achievements? This is attributed to the company's marketing concept. The company knows that a good corporate international image will play a huge role in corporate marketing. Therefore, while its founder Crocker strives to establish the company's product image on the one hand, he also focuses on establishing a good corporate image and establishing the golden image of the "M" logo. At that time, there were many hamburgers available on the market, but most of them were of poor quality, were served to customers very slowly, had poor service attitude, poor sanitary conditions, and the restaurant atmosphere was noisy, which made consumers very dissatisfied. In response to this situation, McDonald's company proposed the famous "Q", "S", "C" and "V" management concepts. Q stands for product quality, S stands for service, and C stands for cleanliness. ?, V represents value ?Value?. They know that providing customers with appropriate products and services and constantly meeting changing customer needs is an important way to establish a good corporate image.
In order to ensure the quality of its products, McDonald's has detailed regulations and instructions for every detail of the production of hamburgers, from management and operations to the selection and processing of specific products, including how long the hamburgers are. Details like how often the toilet must be cleaned, how hot the oil should be for frying potato chips, and so on. Those who operate McDonald's branches must first go to McDonald's Hamburger University in Illinois for 10 days of training and obtain a "hamburger" degree before they can open their doors. Therefore, the hamburgers sold in all McDonald's fast food restaurants strictly implement the specified quality and ingredients. Take the French fries sold with hamburgers as an example. The potatoes used as raw materials are specially cultivated and carefully selected. The content of sediment and sugar is adjusted through appropriate storage time, and then placed in a fryer that can adjust the temperature. The medium-fried fries are immediately supplied to customers. If the fries are not sold within 7 minutes after frying, they will be scrapped and will no longer be supplied to customers. This ensures the quality of the fries. At the same time, because customers who eat at McDonald's fast food restaurants come from different classes, with different ages, genders and hobbies, the taste of hamburgers and fast food recipes and condiments also cater to different tastes and requirements. These measures have enabled the company's products to win people's admiration and last for a long time, establishing a good corporate product image, and a good corporate product image has laid a solid foundation for establishing a good corporate international image.
McDonald’s fast food service is also first-rate. There are no public phones or coin-operated jukeboxes here, so there is no hustle and bustle, making it perfect for family gatherings.
Its seats are comfortable and spacious, and it has breakfast and new items for customers to choose from. The service efficiency here is very high. When there are many people, all the food requested by customers will be placed in cartons or paper cup tanks in advance, so that all customers' requirements can be satisfied in one queue. McDonald's fast food restaurants always appear where people need to eat, especially on both sides of the highway. It says: "There is a McDonald's fast food service 10 meters away", with eye-catching food names and prices; some places even have Through the intercom, customers only need to report the name and quantity of the food in the intercom, and when the car drives to the branch, they can deliver the goods, pay with the other, and drive on their way immediately. Food taken away by customers to be eaten in the car is not only packaged properly in advance to prevent it from spilling on the car, but also provided with plastic knives, forks, spoons, straws, napkins, etc., and drink cup lids are pre-marked with crosses for ease of use. Customer inserts straw. Such thoughtful service adds a colorful touch to the company's glorious image.
While McDonald’s has established an image of high-quality products and high-quality services among the public, it also realizes the importance of cleanliness and hygiene for a food company. Without a clean and hygienic image, McDonald’s Corporation cannot continue to operate. Maintaining its good image, of course, cannot guarantee its good marketing effect. Therefore, McDonald's fast food restaurants have formulated strict hygiene standards. For example, staff are not allowed to have long hair, women must wear hair nets, tabletops must be wiped clean as soon as customers leave, and pieces of paper dropped on the ground must be picked up immediately, making the fast food restaurant Always maintain a clean environment with bright and clean windows. Whenever customers walk into a McDonald's fast-food restaurant, they immediately experience cleanliness and comfort, building trust in the company.
Due to the outstanding performance of McDonald's fast food restaurants in terms of service, quality and cleanliness, customers feel that McDonald's fast food is a real enjoyment and worth spending money. This feeling will prompt him to walk into a McDonald's restaurant again and into the golden-vaulted restaurant.
This is how McDonald's has won a good image for the company through the Q, S, C, and V marketing management model. Today, McDonald's is standing tall in the international market with a safe and reliable image. A good international image brings huge benefits to the company's marketing. At the same time, good sales have further expanded, consolidating the company's international image.
Comments on McDonald’s successful marketing cases:
Only when a company’s products and services can be recognized and accepted by customers can the company stand firm in the market. Therefore, all business operations of the company The starting point and destination of the activity is to do everything possible to make customers satisfied with its products and services. Think about what customers think, worry about what customers worry about, and think more carefully and carefully.
Let’s carefully analyze the growth process of McDonald’s. Why can a fast food brand become a symbol of popular culture? There are many reasons, such as a catchy name, a clean and elegant dining environment, and good food quality. ?Wait, but if you look into each reason carefully, it is the conscientious implementation of a marketing strategy.
Successful International Marketing Case 2: Analysis of Electrolux’s Friendly Marketing Strategy
In the early 1990s, competition in China’s home appliance market was already fierce. As far as refrigerators were concerned, in 1985 There were 116 refrigerator manufacturing companies in my country, but by the early 1990s there were more than 50 left, and even some joint ventures could not escape the fate of being eliminated. For example, the famous Ariston family had nine brothers in its heyday, but later, except for Meiling, Changling and Hua, all the other brothers disappeared. However, none of this could stop Electrolux from rushing forward. It considers China to be the world's largest home appliance market. Although China's home appliance industry has achieved fruitful results after more than ten years of development, there is still a certain gap between the technological content and technical functions of its products compared with the world's advanced level. Although some products are well-known, brand loyalty is low, so for For old and new brands, the market opportunities are equal.
1) Clear market positioning with silent refrigerators as the entry point
Foreign brands entering the Chinese market not only face the problem of product localization, but also the problem of localization of marketing strategies. Electrolux grasps these two points very well.
In the late 1990s, my country's refrigerator production capacity reached 23 million units, and the actual output reached more than 10 million units, while the market demand was only 8 million units. Moreover, since the refrigerator market is basically mature, consumers have high awareness of the brand. The market share of the four major brands Haier, Rongsheng, Meiling and Xinfei has reached 71.9. In terms of product functions, Haier is vigorously promoting its antibacterial refrigerators, Rongsheng and Xinfei have achieved leading positions in energy saving, environmental protection, and deodorization, while Meiling is unique and vigorously develops fresh-keeping refrigerators.
In the face of such a powerful opponent that is difficult to shake, Electrolux carefully designed a marketing strategy full of family affection based on the characteristics of its target consumer group and product style, and entered China with the "Silent Refrigerator" An entry point for thousands of households. Electrolux offered. You have to endure the noise of the refrigerator not for one day or two, but for ten or fifteen years? It's so good that you can depend on it for your whole life, and it's so quiet that you don't notice it day and night. ?This kind of affectionate marketing language not only makes Chinese consumers feel warm and sincere, but also the brand image and product image are recognized. It is the personality and style of Electrolux.
In fact, the "silent" refrigerator that Electrolux recommends is not a product specially designed and manufactured for the Chinese market. It just uses Zanussi's high-efficiency and low-noise compressor, which is different from other products in the world. The products provided by the market are the same, the only difference is that they have successfully created a family-friendly image for their products.
What Mike Traikos, President of Electrolux Group, said when doing market research in China is worth careful consideration. He said: When opening up the market in any country, we must Pay attention to local folk customs, living habits, consumption patterns and other social and cultural differences. Only by respecting these differences and fully understanding and analyzing consumers' understanding of our products can we win their trust and admiration. ?
2) Using a humble image as brand management packaging
In the late 1990s, China's refrigerator market share continued to concentrate on well-known brand products, and the non-name brand product market further shrank. Haier, as a The leader in the refrigerator industry, with a market share of more than 30%, it constitutes one of Electrolux's main competitors in expanding the Chinese refrigerator market. But at the same time, Haier’s rich marketing experience, after-sales service experience, brand image expansion strategy and sales network construction experience accumulated in the fierce market competition are undoubtedly the most effective, convenient and most effective for Electrolux to implement localized marketing in China. Implications of Influence.
Electrolux believes that although foreign companies have their own brand advantages and product advantages, if they want to compete in the Chinese market, they must pay attention to the suitability of marketing methods and build on the consumption of the Chinese market. on the basis of cultural understanding. For this reason, Electrolux humbly learns marketing experience from Haier in a low-profile manner in the early stage of market introduction. This will not only make its own marketing work less detours and avoid the lessons of the failed cooperation between Whirlpool and Ariston with Chinese companies, but also enable it to Establish a humble and pragmatic corporate image among the Chinese public. In the Chinese business world, there has always been a saying that "peers are enemies" and they are regarded as enemies. At that time, some refrigerator manufacturers were becoming more and more exaggerated. In order to expand their brand awareness, they did their best to flaunt their performance in various media. Under such circumstances, Electrolux solemnly put forward the slogan of learning from Haier at the National Dealer Conference held in Haikou in February 1998, which immediately caused an uproar in the industrial and commercial circles. An international home appliance giant with annual sales of US$14.7 billion Learning from a Chinese brand with sales of only 5% of its value created a strong buzz in itself.
3) Marketing and publicity always reflect the brand’s friendly image
In terms of marketing, Electrolux Group followed the practice of some domestic companies at that time that invested heavily in advertising in the media. Form a strong contrast.
Electrolux has always followed the business philosophy of low profile in advertising and high investment in scientific research and development. Therefore, Electrolux's advertising during the product introduction period was very restrained, and it did not forget to give the advertisements a strong persuasiveness and affection. According to statistics from the Beijing Chinese Enterprise Market Research Center, in 1998, Electrolux’s advertising costs for refrigerator brands were only 1/3 of those of Haier and Rongsheng. In terms of geographical distribution of advertising, Haier is characterized by advertising all over the country, which shows that it is ambitious and takes the world as its own responsibility; while Electrolux focuses on Beijing, Shanghai and large cities in Northeast, East and South China. In the northwest region, Electrolux invested only 8,000 yuan, while Haier invested 277,000 yuan. Electrolux has little or no investment in Gansu, Qinghai, Yunnan, Inner Mongolia and other regions. However, the investment in Beijing is as high as 100,600 yuan, while Haier's investment is 92,200 yuan, which is not as good as it. It can be seen that the advertising strategies of the two brands are different. High-income families in key cities are the established target consumer groups of Electrolux.
Among the 586 print media monitored by the China Enterprise Research and Monitoring Network, Electrolux mainly chooses municipal media, especially morning newspapers and evening newspapers, in order to reflect its proximity. In order to strengthen the recognition of its own brand, Electrolux has carefully learned from Haier's successful experience in launching public opinion offensives in terms of implicit advertising, and highlighted the excellence of its products and the friendly image it has established with consumers in many publicity media. Vigorous, the impact is immeasurable.
Electrolux often makes surprising moves in its promotional content. Last year, in conjunction with its after-sales service marketing strategy, Electrolux launched the promise of "one-year replacement and ten-year repair" in the media. This is exactly the same as Haier's promise of "six-year repair" in the air-conditioning industry. It is also the same. Electrolux once again caused waves among consumers after proposing to learn from Haier.
4) The main theme is to reflect family affection through various promotional methods
In addition to advertising on TV and print media, Electrolux’s main promotional activities are direct face-to-face in sales stores Consumers conduct it so that customers can leave a good impression on the company's standardized operations, product technical level and service level. For example, as my country's urban refrigerators enter a period of upgrading, Electrolux launches a value-for-money abandonment and trade-in program. Users who purchase Electrolux can exchange their old refrigerator for an Electrolux vacuum cleaner or electric kettle, and are responsible for door-to-door transportation. In some places, they promote "300 yuan discount on the retail price and get a bicycle as a gift", and even promote the promotion trick of "use it for two weeks and then pay when you are satisfied".
Another marketing group for Electrolux is urban newlywed families. During the National Day and Spring Festival, Electrolux launches the highly targeted "Honeymoon Gifts for Lovers" promotions in a timely manner. In some areas, it is also called the "Intimate Dowry Gifts" campaign, which is very helpful for the purchase of Electrolux refrigerators. Newlyweds are gifted food mixers, steam irons, bread ovens and other small household appliances. The Electrolux promotion format is also applicable to ordinary consumers. The gifts are more extensive, including free drinks, free electricity bills for a year, free shopping discount cards, etc. Electrolux only made marketing articles focusing on refrigerator replacement and newlywed families, which not only expanded its market share, but more importantly, it fully displayed the family image among consumers. This family image in turn strengthened the brand advantage. , forming a new virtuous cycle.
As the saying goes, whoever owns the hearts of consumers owns the market. Electrolux is well aware of this. Its marketing strategy focuses on attacking the core. It neither claims to be a king nor a hegemon, nor does it brag about itself. Its advertising investment is also low-profile. However, its brand image and product image But it has had an impact on consumers.
Comments on Electrolux’s successful marketing cases:
Electrolux has successfully used family-friendly and localized marketing strategies in product promotion to get close to the hearts of customers. Thus successfully occupying the market.
Having high-quality products does not necessarily mean that a company will have a market. It must also rely on effective marketing strategies to expand, and the soul of marketing is to be effective.
Domestic businesses are now striving to create famous brands. When entering overseas markets, they should also take advantage of Electrolux's marketing strategy and transform their products from local to foreign. This seems to make it easier to win over customers.
Successful international marketing case 3: Qingyang shampoo
1. Qingyang brand introduction
April 27, 2007, International Fast-moving consumer goods giant Unilever held a press conference in Beijing and announced with a high profile that the company's first new product since entering the Chinese market ten years ago and the country's first men's and women's anti-dandruff shampoo, Qingyang, was officially launched. Listed. During the period, Unilever executives further pointed out that starting from 2007, they would rely on Qingyang's professional advantages in the global anti-dandruff shampoo field to seize the anti-dandruff shampoo market. ?If someone lies to you again and again, all you have to do is dump him immediately. This is the slogan in Qingyang's commercial. In the current competitive and complex market environment, Qingyang's bizarre and confident voice-over appears Meaningful. For a time, the Qingyang shampoo advertisement endorsed by the well-known Taiwanese artist Xiao S (Xu Xidi) frequently appeared in various high-end magazines, occupying the core position of outdoor advertising in major cities across the country. Turn on the TV? No matter CCTV, satellite TV and local TV stations, click to enter major domestic portals, Qingyang advertising is everywhere.
For a long time, in the shampoo war between P&G and Unilever, P&G has had an absolute advantage in terms of brand influence, market size and market share. Especially in the anti-dandruff shampoo market, Unilever has never had a dominant brand that can compete with P&G's Head and Shoulders. As the first new brand launched by Unilever in ten years, Qingyang aims to make up for and improve its shortcomings and shortcomings in the competition in the anti-dandruff shampoo market.
2. Functional positioning of Qingyang shampoo: anti-dandruff
1. Market background of Qingyang shampoo market
In Before Unilever and other foreign daily chemical companies entered the Chinese market, consumers' requirements for shampoo were simply clean and refreshing, without multiple requirements such as anti-dandruff, softness, and nutrition. After nearly 20 years of development, Chinese consumers' brand awareness of shampoo has been cultivated by major companies. At the same time, consumers are increasingly paying attention to hair, providing a broad customer base for new shampoo concepts to enter the market. Each shampoo crystal brand has launched innovative positioning to gain its own place, which has greatly stimulated the prosperity of China's shampoo crystal brands. The research results of CCID Consulting Company show that in 2006, China's hair care product market sales reached about 22 billion yuan, and there were more than 3,000 crystal shampoo brands on the market. Among them, Procter & Gamble (China) Co., Ltd.'s shampoo market accounted for To more than 60. China's shampoo market is highly concentrated and monopolized. Procter & Gamble, Unilever, Sibao Group, and Lafang Group accounted for about 80% of the market share; second-tier brands such as Haodi, Caile, Dihuazhixiu, and Piaoying occupied another 13%; the remaining market share was about 7%. It is divided up by thousands of third- and fourth-tier brands. What's even more serious is that the growth of China's shampoo market has slowed down since 2006, and the competition among various shampoo crystal brands has become extremely fierce in 2007. Market pressure and huge profit cakes have led brands to innovate in positioning, hoping to find new highlights to stimulate consumer purchases.
2. Current status of the anti-dandruff shampoo market
In terms of the functional positioning of shampoo, anti-dandruff shampoo is currently the largest market segment of shampoo, accounting for approximately half of the market.
As a market with more than 10 billion yuan, the huge cake has attracted almost all shampoo and hair care brands to establish anti-dandruff varieties. After more than ten years of market cultivation and development, Head & Shoulders' ability to eliminate dandruff and make hair more outstanding has long been deeply rooted in the hearts of the people. When people think of dandruff removal, the first thing that comes to mind is Head and Shoulders. In addition, Fengying's commitment to "removing dandruff without damaging hair" has given it a place in this market segment. Professional market survey data shows that 80% of the market share of the anti-dandruff market has always been occupied by the Procter & Gamble series of Head & Shoulders brands, while many local brands are eating away at the remaining 20% ??of the market stock. In comparison, the polarization phenomenon is very clear. serious.
The concept of anti-dandruff has always been an important demand point in the shampoo market, and the market competition is fierce. But consumer surveys show that people are not satisfied with the anti-dandruff effects of existing products. On April 2, 2007, the Science Popularization Department of the Chinese Medical Association announced a recent online survey of 5,351 people. Regarding the daily issue of "anti-dandruff", 60% of people were not satisfied with the anti-dandruff effect. It can be seen that the degree of consumer recognition of anti-dandruff brands is not ideal, and the market potential is still huge.
Although it entered the Chinese market earlier than P&G and owns well-known brands such as Lux and Sunsilk, Unilever's performance is unsatisfactory compared to the results achieved by P&G's huge family of shampoo crystal brands. Especially in the anti-dandruff market, Unilever does not have a dedicated anti-dandruff brand like Head & Shoulders, which leaves its crystal shampoo brand family with a huge lack of market coverage. Therefore, Unilever has placed high hopes on Qingyang. Unilever proposed that Qingyang’s strategic goal and future vision is to become the leading brand in China’s anti-dandruff shampoo market in the next three years.
3. New appeal of Qingyang Anti-Dandruff: ?Vita Mineral Group? Anti-dandruff
?Qingyang? is the first new product launched by Unilever in the ten years since it entered the Chinese market. Brand, the brand is positioned as "professional dandruff removal". Unilever (China) believes that professional preventive and dandruff removal products are currently vacant in the market and the biggest problem facing the current dandruff removal market. Relying on decades of professional dandruff removal, Unilever, a company with rich experience in dandruff research, has full confidence in Qingyang's future performance in the Chinese market. Qingyang is confident in its commitment to lead Chinese consumers out of the 20-year-old problem of dandruff.
The new appeal of Qingyang for anti-dandruff is "Vita Mineral Group" for anti-dandruff. Unilever stated that Qingyang is the research crystallization of B in French Qingyang technology. The added value breakthrough of the product lies in the "vita mineral group" anti-dandruff. Unilever has global patents and clinical test verification, and it also provides Vita. Mineral Group has registered trademark intellectual property rights. Unilever stated that it has been working hard to research anti-dandruff products suitable for Chinese people. In the past 10 years, Unilever R&D Center has conducted clinical trials for more than 3,000 consumers in China to learn more about scalp conditions and problems of Chinese consumers, thereby providing Chinese consumers with more refined anti-dandruff product formulas. Before entering China, Qingyang had already become the number one brand in the anti-dandruff market in South America, Europe and Southeast Asia, and its efficacy in anti-dandruff has been confirmed by hundreds of millions of consumers. Therefore, Qingyang will also be the best anti-dandruff product in the Chinese market. ?
Qingyang uses "technological health care" to guide consumers. In product promotion, it emphasizes "in-depth dandruff removal, treating the symptoms and root causes", and emphasizes professionalism. Unilever claims that "Qingyang" is a "professional scalp care brand trusted by consumers". Its anti-dandruff function is targeted at scalp care, and it uses advertising to reinforce the fact that dandruff is caused by the scalp and that few competitors pay attention to it. The inherent psychological cognition shows the fundamental role of "Qingyang" in anti-dandruff, effectively forming a brand differentiation from other anti-dandruff brands.
3. ?Qingyang? Shampoo market segmentation innovation: gender segmentation
As a new brand, it wants to take a share of the Chinese anti-dandruff shampoo market with many brands. It is necessary for Qingyang to find out the positioning gaps in the anti-dandruff market before launching the brand.
Traditional shampoo market segmentation is often based on functions, such as anti-dandruff, nutrition, smoothness, anti-hair loss, black hair, etc., or based on hair color, such as special for black hair, special for dyed hair, etc. For the first time, Qingyang used gender as a segmentation variable to segment the market into male, general and female markets, and selected the male and general market segments as the target market. Although it is just a simple gender segmentation, there are indeed different needs for men and women in the shampoo market, and this difference in demand has been ignored by manufacturers. Qingyang's gender segmentation is both reasonable and unexpected. The innovation in this market segment has refreshed consumers and created a strong "Qingyang" trend in the market.
?Qingyang divides its products into two major series: men's and general series, with 34 varieties. As the first brand to launch men's anti-dandruff shampoo, ?Qingyang? The promotion of the concept of Vita Mineral Group shows its concern for men's hair shampoo, which can be said to have created a "blue ocean" field of men's anti-dandruff shampoo. And the brand combination formed by the two lineups of men's series and general series constitutes Unilever's complete product line of professional anti-dandruff care products, which can meet the requirements of consumers to the greatest extent. At the same time, during the publicity process, Qingyang's research on men's dandruff problem was displayed through didactic advertising language, which made consumers think of anti-dandruff shampoo as "female shampoo" and "men's shampoo". Cognition effectively differentiates Qingyang from many other anti-dandruff brands.
4. Three-dimensional communication of the positioning of "Qingyang" shampoo
During the promotion process, Unilever demonstrated the anti-dandruff function of "Qingyang" in every aspect, and tried to use it through The communication cultivates the correct attitude of Chinese consumers towards the dandruff problem to guide consumers. Qingyang pointed out in the communication that Chinese consumers have four major misunderstandings in the use of shampoo? Mixed use of shampoos for men and women, heavy washing and light nourishing, and imbalance of scalp nutrition. , poor shampooing and hair care habits. Identifying these misunderstandings and improving them is the foundation for improving hair.
On March 25, 2007, as the Qingyang brand began to advertise across the country, Qingyang, with its clear water and flying personality, began to enter people's vision and enter people's lives. .
In order to quickly seize the market for Qingyang, Unilever launched a huge publicity campaign for Qingyang shampoo. According to reports, Unilever has prepared a lot for the marketing of Qingyang brand. A market expense budget of 300 million yuan is used to ensure the orderly advancement of various business tasks such as advertising investment, business sales, and branding. Whether it is online advertising or offline advertising, Qingyang has an absolute advantage compared to Head & Shoulders.
In addition, Unilever also attaches great importance to the simultaneous listing of "Qingyang" in China. Even on the Internet, you can see many advertisements for "Qingyang" recruiting sales promotion personnel. During the product promotion period in the first half of the year, Qingyang's advertising investment in the Chinese market alone accounted for half of Unilever's annual global promotion expenses. Unilever spares no expense and hires temporary shopping guides whose salary reaches 1,800 yuan per month in Guangzhou, plus a monthly bonus of 300 yuan. During the promotion period, TV, radio, online magazines, terminals, street signs, bus advertisements and trial packs must be distributed. The impact of "Qingyang" on consumers can be said to be omnipresent.
Regardless of whether consumers agree with the various functions promised in the promotion, the brand of "Qingyang" has been deeply rooted in people's hearts unknowingly. Many consumers are willing to try "Qingyang" shampoo and are happy to use it. ?Qingyang? Shampoo promotes four major misunderstandings about the use of shampoo to maintain awareness and attention.
No matter what results Qingyang will hand over in the future, whether Qingyang can defeat its old rival Head & Shoulders in the brand competition in the local market, we will wait and see. From a marketing professional perspective, we still clearly see the trend. With the high-profile and confident listing of Qingyang, it not only attracted countless eyeballs, but also won rave applause, becoming one of the most representative marketing projects in 2007. Case studies and brand stories.