Offensive strategy of second-tier brands of wine.doc

Offensive strategy of second-tier brands of wine Wine ‘youngest strong’ Changyu, Great Wall and Dynasty, the surface looks over the years has consistently ranked in the top three Chinese wine market, they seem unable to shake the dominant position, does not. Youngest strong in the market there are still many loopholes, which for the second-tier brands have left room for a huge offensive. Although the youngest Strong network coverage to the whole country, and they can only form in a few provinces, the respective base market, but market share in a particular region may not necessarily have an advantage. This paper’s ‘second-tier brands’ refers to the national sales ranking 4-20 brand. The gap between the sales of second-tier brands is not big, especially among the 4-10 Veyron, eastern China, Tonghua, dragon emblem, white Yanghe, Changbai Mountain and other brands, and their seating position there is a big variable. Relative first-line brands, second-tier brand in the brand, capital, networks, resources, products, and other enterprises do not have much advantage, then the second-tier brands to break through it? Combined effect of China’s Top Ten fist policy planning body - combined effect of a plan proposed by a small broad competitive strategy. Combined effect fist policy that when the business at a competitive disadvantage, the need to focus on their sales regions, product lines, put in the form of the number of marketing personnel and other resources, in a field or a time the most powerful products to rivals to launch an attack in order to point, and David and Goliath and eventually achieved a breakthrough in sales. All effective planning institutions in accordance with this theory, China’s second-tier wine brands made the following five major offensive strategy: 1, the regional concentration of Although the youngest wine strong network covering the whole country, but not in each region are strong brands, many regions still attacking space. If the second-t