All three of its United States innovation is king - from a three-wide look at how the food industry to compete in the innovation and upgrading.docVIP

 PAGE \* MERGEFORMAT 12 All three of its United States innovation is king - from a three-wide look at how the food industry to compete in the innovation and upgrading After fifteen years tempered, three-wide point of reference in the absence of circumstances, created a frozen food industry, and in development, and constantly self-break. Begun to take the three full-scale deterioration of market competition, but a critical moment in time learn from other sectors of the marketing efforts, innovative strategies to take the initiative to find sustainable growth of enterprises, continued to maintain higher than the industry rate, three-wide are now beginning to modern mass Company profile. 90 years by the South glutinous rice balls are so popular in the North, inspired, three-wide with Chinese food, Ze-Min Chen, founder of the most scarce entrepreneurial quality, began his ambitious journey operating quick-frozen food empire. By 2003, all three have begun to take shape, has become the industry leader. Second half of 2003, frozen industry, competition can be said to ‘grow old monk, and novices become Diao a’. Because the threshold at the end of quick-freezing companies once lucrative, market operation is relatively simple, three-wide after the success of a large number of companies sprang up like mushrooms out frozen risk, especially in Zhengzhou staggering. A large number of duplicate construction led to disorderly competition, coupled with quick-frozen products, a narrow channel and can only rely on very large stores (such as Wal-Mart, Carrefour, etc.), such as supermarket chains have a cold chain channels and terminals, competition seriously homogenization , low-cost war, end war, war and even degraded constant final markets into the freeze period. The three full-time, is ‘give them see the’ work hard and in the self-improvement, after a number of diagnostic and the enterprise’s own deep reflection, in the ‘quiet’, two years after a series of three-wide innova