When drinking beer, China people generally attach great importance to the brand, which is often manifested in habits and good reputation. Take Beijingers as an example. Yanjing beer has an unshakable position in their hearts. Although in recent years, there have also been impacts from well-known foreign brands and the same industry in China, but all of them are much cry and little rain, full of loopholes. Of course, there is a certain regionalism at work, which has little to do with the problem I want to analyze, so let's ignore it.
It is not difficult to speculate that the geographical factor is an important reason why Coors beer can sell well in eleven cities in the western United States in the 1960s. After all, people here are used to Coors beer, and with its unique and pure Loki mountain spring brewing technology, specialty products quickly occupied the western market and flourished in a certain period of time.
At the same time, we can also see that the advertising effect produced by celebrities has also promoted the development of Coors beer from another angle. I don't know about Americans, but surprisingly, most of the time people in China show conformity. When we choose goods, we always tend to use what most people use or what often appears in advertisements. We always feel that such products are more reliable, and we pay more attention to a new product. But if a famous actor or singer suddenly appears and "boasts" on the TV screen, the effect will be completely different. At that time, Coors beer was also red and purple under the "love" and "care" of many celebrities. As the saying goes, "the weather is not as good as the geographical position, and the geographical position is not as good as people." Hard brands, the more people drink, the greater the production and sales.
However, on the other hand, the prosperity of Coors beer in the 1960s was ultimately inseparable from its unique beer image. It is in this image of pure rocky mountain spring that so many well-known and unknown people like Coors beer. In order to maintain this flavor and make the beer taste perfect, the company has taken a series of effective measures to ensure the quality and quantity in the production process. It is under this scientific test and strict control that the high-grade image of Coors Beer was gradually established in people's minds and reached the peak of its enterprise development in the late 1960s. It is not an exaggeration to sum up Coors in one sentence-"Quality and characteristics are the spokesmen of corporate image". Let's take a look at the following set of data: the output of 1969 is higher than that of 1968 19%, ranking fourth in the national beer industry. In 1 1 western cities, Coors occupied 30% of the market, and in California, it occupied 46,553 until 1973. The result is obvious, a bit surprising. Of course, if we look at this result rationally and combine it with its historical background, it is not difficult to find that the sharp contrast between the freedom of the west and the clean environment and the densely populated industrial center puts a golden coat on the Kurs beer brewed by Rocky Mountain spring water, which is not available to other competitors. Just as many urbanites are eager to live in quiet suburbs and eat green food without any pollution every day, Americans who were devastated by industrialization at that time seemed to regard Coors beer as a kind of enjoyment of returning to nature, which laid the foundation for Coors beer to enter the eastern market of the United States, and the facts just illustrate this point.
However, the development of Coors beer is not as lucky as people see these superficial phenomena, and the business philosophy of setting sales volume solely by output has finally exposed its potential limitations in the footsteps of history. Before World War II, the economic and technological development of capitalist society was concentrated in manufacturing industry, with strong market demand and products in short supply. The guiding ideology of enterprise management activities is: "what to produce and what to sell." In this market background, producers hardly consider the needs and feelings of consumers. However, with the progress of the times, the improvement of productivity and the massive increase in the number of social products, the new situation of oversupply makes enterprises have to start to consider the marketization factors of consumer demand. They began to think: "will the things we produce be sold?" What kind of goods do customers need? "With the passage of time, this kind of thinking is more profound. In the mid-1970s, the most popular products in American beer industry were cold beer or low-calorie beer and high-grade brand-name beer, and most beer manufacturers timely captured this market development information. Coors beer, on the other hand, is determined not to produce these two popular products, relying on the original single product blindly, thus making a large number of customers turn from Coors company to other companies. According to the survey, four out of every 10 high-consumption people who drank cold beer at that time were transferred from Coors, and the western market no longer belonged to Coors. This practice of Coors Company completely violated the consumption concept at that time. At that time, the consumption view believed that the key to realize the enterprise goal was to correctly determine the demand and desire of the target market and provide products and services that the target market expected to be more effective and more favorable than competitors. Unfortunately, the Coors brothers seem to be less sensitive to the market, so that when they find the crux and are ready to fill the loopholes, it is already too late. The rise and fall of enterprises are often in this line of thinking. Without the market, everything will be lost.
Of course, the decline of Coors beer market position is also related to financial conservatism, dare not expand the scale and other factors. In its 22 years of development, Coors Beer has never set up a branch or borrowed money from a bank. This ideological conservatism is very terrible. I can't imagine that any enterprise can leap from a little-known factory to a world-famous big enterprise in a limited acre of land. On the road of its development and growth, expansion is absolutely indispensable. Scale is sometimes a symbol of enterprise prosperity, but unfortunately, Coors people don't understand the truth and fall behind under the test of truth.
In fact, the problem can be avoided. When Coors Beer Company reaches the peak of its enterprise development, Coors Brothers should correctly analyze and judge the current market situation. As mentioned above, the market center of gravity has changed greatly, and the previous seller's market situation has evolved into a buyer's market situation. Coors Company should also appropriately shout out inspiring slogans such as "what customers need, we will produce" and "customers are God", so as to conform to the development of the market, conduct some market surveys irregularly, understand consumers' ideas and adjust market strategies in time. If Coors Brothers had mastered such advanced marketing concepts and had a keen insight into the market, Coors Beer would not have fallen into a dead end and lost its way.
The traffic situation in Colorado is worrying. Because the brewery is located in a remote ravine, it is a small problem whether fresh and pure Coors beer can be supplied to the market in time. There is a saying in China that "to get rich, build roads first", which is no exaggeration for Coors Beer Company. It can be assumed that the Coors brothers are in the mood to build a private heliport near the brewery, or attract a special railway line with the help of the government. The huge profits brought by convenient transportation are unimaginable. With the expansion of contact with the market, there are naturally more buyers, which is ignored by Coors Company.
Facing about 300,000 tourists every year, Coors Company also ignores the development potential of sideline business. They can make full use of the mysterious charm of the Rocky Mountain Spring to build a health resort integrating tourism, leisure and fitness, and render the lightness and palatability of Coors beer and the freshness and elegance of the health resort together, so as to promote each other in a certain sense and sublimate the corporate image.
Obviously, Coors Beer ignored a series of market factors in its own development process, and the enterprise itself lacked a certain sense of innovation, so that it was finally drowned by the wheel of history in the 1980s when consumption was paramount.