跨越次高端白酒成功运作的四大障碍管理（Management of the four major obstacles to the successful operation of sub high-end liquor）.docVIP

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跨越次高端白酒成功运作的四大障碍管理（Management of the four major obstacles to the successful operation of sub high-end liquor）.doc

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跨越次高端白酒成功运作的四大障碍管理（Management of the four major obstacles to the successful operation of sub high-end liquor）

跨越次高端白酒成功运作的四大障碍管理（Management of the four major obstacles to the successful operation of sub high-end liquor） In recent years, Moutai, Wuliangye prices soared, the original Moutai, Wuliangyes price range left a brief gap. With the rapid development of Chinese liquor, many of the current sales of more than 2 billion liquor companies are facing breakthrough the bottleneck problem, especially some strong regional brand dream to realize the country, no doubt, these have a certain brand of enterprise development, the high-end price range of products, thus occupying Moutai, Wuliangye the price to upgrade the gap of the left, for them is a shortcut to breakthrough. There is no doubt that many liquor companies have seen this opportunity. In the Yanghe River, blue classic, safflower Lang Kouzijiao and a series of benchmark demonstration, Wuliangye six and 9 years, liquid Luzhou Lao Jiao Tequ and superior brand Jiannanchun etc. have been listed, the time interval of the composition is more abundant high-end brand. So, to highlight the effect of the liquor, many wine enterprises want to share the cake like a swarm of bees. As if to enter the sub high-end market, become a consistent behavior of the industry. And this behavior seems to have nothing to do with the scale and strength of the enterprise, the organizational ability of the enterprise, and the brand power of the enterprise. There is no doubt that the 200-500 yuan high-end price range contains great opportunities. However, this time, the high price range has its own unique requirements, and not all companies can operate successfully. Especially for those regional brands, we should fully understand ourselves. In order to realize the national product through the operation of sub high-end price range liquor, we must break through the four major obstacles. First, the product nationwide must have the brand value of the national foundation. Brand as an intangible asset is valuable not only lies in the sunk cost in the develop