Products more mixed chaotic and how to create a core competency-.docVIP

 PAGE \* MERGEFORMAT 12 Products more mixed chaotic and how to create a core competency? Case: hanwu Royal clutter breakthrough in the Northwest market Jiuquan has a large-scale liquor-making companies, with total assets of 120 million, under which there are hanwu defense, Shenzhou, Jiuquan three series of 42 varieties of wine in the liquor, the annual production capacity of 8,000 tons, the output value up to a billion dollars, but annual sales are less than ten million yuan, there have been decades of glory (local first taxpayer), but in recent years, it is a tradition of many years of loss-making state-owned wine companies. Reason for this? I was invited to do marketing consulting for companies in detail the research found that, in addition to marketing, management, weak outside of the enterprise product lines and more chaotic, miscellaneous, did not form the leading product is an important reason leading to loss of marketing their products while many , but the classification is not clear, the focus is not prominent, strategic orientation is not clear, obviously the enterprise, and no clear product strategy. For example, the production hanwu defense, Shenzhou, Jiuquan the three series of 42 wine varieties of white wine, a total of more than 100 sub-product, its price from 5 yuan to 260 yuan range, product grade is encompasses low, medium and low, medium, medium-grade, high-grade all of the grades, and gives people a feeling of hodgepodge, there is no primary and secondary distinction. While the enterprises overall influence is strong, product quality is good, with strong cultural tastes, but the product group is rudderless, it is difficult to focus hair force, highlighting its strengths, in the face of intense competition in the liquor market, the disadvantage is inevitable. Throughout the enterprise product is the core of all business activities from beginning to end, but also the starting point of all marketing, product group chaos, the product strategy