A Japanese brand market operations plan of Wuhan.docVIP

 PAGE \* MERGEFORMAT 12 A Japanese brand market operations plan of Wuhan Part I: A Japanese brand market situation of Wuhan 1, channel distribution approach and category incomplete, A, KA system approach inadequate: Wu providers currently only system (100 St. store) food items entering relatively complete. Lotus easily understood with only two Gel Cream bar code; RT-there is no shampoo bar code; in the 100 system is not shampoo bar, and hair care products only Gel Cream 2 bar; Carrefour shower gel is not entering the system; China Business Systems different approach and so did the state. B, BC class terminal in a blank state. C, Cream and Facial class has no market. 2, the terminal building of almost zero. The promotion of the lack of the final construction plan, the existing store operations are only the product resting on the shelf, there is no specific facilities and the lack of construction of the objectives and methods. 3, brand marketing, positioning rather ambiguous. ‘A brand is what? ‘From visited, the promoters of the brand and the competing product promoters who know, no one can be clear where we stand. This reflects a problem: What is the brand? Why is born? After the birth of what is to solve the problem? How to solve? Questions such as these need to re-positioning. Judging from the current market operation and promotion of view, we are only in the ‘selling product’ - a simple price-cutting sales (promotional activities to all food items plus a special gift as a single approach, the lack of themes and the main push products, the market price in a chaotic disorderly operation, the lack of profits of the company support points of the food items for the next phase of sustained and stable development of the brand lay hidden), rather than in the ‘selling value’ - a way for consumers to easily identify and acceptance and approval cycle and consumer interests, to put it very simple and obvious point, is the lack of brand operation. 4, promotional team