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Chhnang shampoo 500 million behind the eight major marketing dead end
April 27, 2007, Beijing 798 art workshops, Unilever introduced the following Lux, Sunsilk shampoo outside the third-largest brand - Chhnang. In the conference, the president of Unilever Greater China, Kai-Bo Rui said: ‘Chhnang listing, it will completely subvert the domestic anti-dandruff product market, breaking the 20 years the Chinese have continued to flood the status of dandruff, while the Chhnang objectives, will be through three years time, reached a total of 10 billion market for anti-dandruff shampoo to occupy leadership position! ‘
Now, after a month of marketing, the Chhnang large disk is basically a marketing complex shape. Chhnang marketing planning, marketing direction, marketing, and marketing details of the reaction have been completed, each packing a correction of the board. However, it is a pity that this game of chess has become a dead end! Is widely circulated, Chhnang brand marketing and promotion expenses this year, as high as 500 million yuan. However, in the eight major marketing dead end, I am personally believe that China’s market prospects Chhnang is not significant.
1. The dead end marketing strategy: swear-style attack, not retreat back position
In the ‘Fortune’ Global 500 list, with 2004 ahead of the former Unilever, Procter amp;amp; Gamble, but later, Procter amp;amp; Gamble, Unilever faster than the speed a lot. By 2006, the Procter amp;amp; Gamble in the seating has been higher than the opponent 25. In the Chinese market, compared with Procter amp;amp; Gamble, Unilever wanted to enter China’s opponents have been far less. According to the figures have been published, in 2006, Unilever’s sales in China to 50 billion, according to CCID Consulting’s data, P amp;amp; G’s sales of nearly 20 billion yuan over the same period. The Chhnang’s high-profile attack, has given way to media and market them as Unilever have let go a shot.
Is wide
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