Nanfeng Chemical Industry Group Co., Ltd. is a super-large enterprise group spanning ten provinces (cities) and ten industries in China. Founded in April of 1996, the company issued A shares in Shenzhen Stock Exchange on June of 1997 and became a state-controlled listed company. The company has 5 branches and 9 subsidiaries, with total assets of 3.5 billion yuan and sales income of 3.2 billion yuan. It is one of the 520 enterprises supported by the state.
The main products of Nanfeng Chemical Group are three series: one is inorganic salt series, including sodium sulfate, alkali sulfide, barium sulfate, magnesium sulfate, baking soda, sodium hydrosulfide, barium chloride and other products, among which the production and sales volume of sodium sulfate is currently the first in China and the first in the world. Second, detergent series, including washing powder, soap, hand sanitizer, toothpaste and other products, among which the production and sales of washing powder, soap and hand sanitizer are among the best in the country at present. The third is the series of chemical fertilizers, including potassium sulfate and compound fertilizer, in which the production and sales of potassium sulfate ranks first in the country. It is the largest production base of inorganic salt, detergent and potash fertilizer in China. In addition, there are pharmaceutical, tourism, packaging and high-tech industries.
Nanfeng Chemical Group owns Yuncheng Salt Lake, the largest inland salt lake of sodium sulfate type in China, covering an area of 65,438 0.32 square kilometers, and has mirabilite resource bases in Jiangsu, Sichuan and Hunan provinces. China's well-known trademarks, national inspection-free products and China's famous brand products-"Qiqiang" series of washing products; Well-known brand-"Yun" brand inorganic salt series products; The raw materials of "Dead Sea" tourism products are all taken from the company's own resource base, and the products have unique advantages in quality, cost and market competition.
Nanfeng Chemical Group has a huge marketing and complete market service network system. There are nearly 300 product distribution offices and offices in China, and there are more than 200 major customers and 1000 terminal distribution points for daily chemical products alone. At the same time, it has its own import and export company and regular international customers, and its products are exported to 27 countries and regions, earning 30 million US dollars annually.
Nanfeng Chemical Industry Group has strong technical development strength, with a national technical center, a research and development team of more than 1.500 people, and a Industry-University-Research consortium of universities and research institutions such as Tsinghua University, North China University of Science and Technology, Jiangnan University and Guangzhou Institute of Green Chemistry. It has developed enterprise proprietary technology and a variety of new products, achieved a variety of scientific and technological achievements, and established extensive technical cooperation relations with foreign scientific research institutions. Technological progress makes the equipment, technology and technology of enterprises reach the first-class level at home and abroad.
Nanfeng Chemical Industry Group operates according to modern enterprise system norms, insists on management innovation, and builds an internal market-oriented management model and an enterprise culture system that creates value for customers, wealth for society, profits for enterprises and benefits for employees. Known as a model of state-owned enterprise reform and a banner of developing national industry. The enterprise has won many national honors such as the National May 1st Labor Award and the National Advanced Unit of Spiritual Civilization Construction.
In the market competition at home and abroad, Nanfeng Chemical Group is marching towards the goal of "Nanfeng in the century and Nanfeng in the world" along the road of new industrialization and sustainable development, and making unremitting efforts to build a first-class enterprise with strong strength and international operation.
If the advantage of P&G lies in "brand credibility" and the carving lies in "brand recognition", then the "brand quality awareness" accumulated by Qiqiang in the past ten years can be regarded as an invincible protection treasure.
Nanfeng Group, to which Qi Qiang belongs, has the world's third largest sodium sulfate salt pond, Yuncheng salt pond, Hongze in Jiangsu, underground mirabilite in Meishan, Sichuan and other important strategic resources. The annual output of sodium sulfate is 4 million tons, ranking first in the world. International daily chemical giants, including Procter & Gamble and Unilever, are customers of Nanfeng Sodium Sulfate. This resource advantage has laid a fundamental strategic foundation for Qiqiang. Qiqiang itself has always placed its technological advantages in an important strategic position, and has jointly established R&D institutions with Tsinghua University and Wuxi University of Light Industry, which has ensured Qiqiang's reliable and high quality from the source. Qiqiang set up wholly-owned subsidiaries in the northwest, northeast and southwest, and established strict quality assurance from technology to product transformation. "The price of Erguotou, the quality of Maotai" is consumers' image evaluation of Qiqiang's quality.
Compared with rural areas, direct use of terminals is more tense. On the big stage of the city, there are international daily chemical giants such as Procter & Gamble and Unilever. They are better funded and stronger, and they will never give up their urban positions easily. If Qiqiang is inserted into urban space by gap warfare, then to adapt to the ever-changing market rhythm, a more effective and arduous dynamic warfare and protracted war will become a challenge that Qiqiang must face. Today's glory is not necessarily tomorrow's success.
At the beginning of the brand, Qiqiang attached great importance to the construction of its own network. It got rid of the shackles of the traditional multi-level distribution system, quickly and effectively established more than 300 offices across the country, and directly extended its tentacles to the front line of consumption to ensure that products directly entered any terminal at the first time. Qiqiang's office system has become the main force of Qiqiang brand marketing.
However, Qiqiang did not completely ignore the traditional network resources of dealers. Since 2000, Qiqiang's sales manager has gone out of the distribution department and signed distribution agreements with customers, and a large number of dealers have become Qiqiang's sales agents. At the same time, Qiqiang integrated its internal system and set up a daily chemical marketing department to increase its ability to grasp and respond to the market. For the offices set up in other provinces and cities, Qiqiang has reduced to more than 100, and the number of personnel has decreased to more than 1000, but the network capacity has not weakened. This efficient integration has greatly reduced the sales cost and reserved more price space for Qiqiang.
With the rise of large retailers in cities, traditional wholesale is no longer suitable for cities. Qiqiang has strengthened its cooperation with large supermarket chains. In 2000, we formally signed a strategic partnership agreement with Wal-Mart to contract for its own brand, and the two sides cooperated to promote Qiqiang washing powder. In 200 1 year, we established similar relationships with Carrefour and Trust-Mart successively. This aircraft carrier of a large supermarket has further enhanced Qiqiang's network coverage and marketing capabilities, and at the same time established a gold-lettered signboard that urbanites who prefer supermarket consumption like.
Occupy the countryside
In the field of daily chemical products, Qiqiang once again deduced the idea of encircling the city from the countryside to the extreme: get out of the way, occupy the hatchback, and make great achievements in the countryside.
When several ocean brands, led by Procter & Gamble, are enjoying unlimited scenery in mainstream cities, Qiqiang has quietly pushed his "team" into the countryside.
In the early 1990s, the original multi-layer distribution system showed more disadvantages, and the trend gradually declined. At that time, due to the restriction of geographical transportation, the logistics system in rural areas of China was relatively backward, and most of the brands that farmers could buy were local small regional brands, lacking national strong leading brands. At that time, mainstream media such as television had just entered farmers' families, and the influence of advertising was still minimal. Coupled with the low income level of farmers, price and quality have become the main factors that determine their purchase of washing products.
In such a market situation, Qiqiang sized up the situation, established the policy of going its own way, quickly set up more than 300 Qiqiang offices, used more than 3,000 Qiqiang sales staff, and established Qiqiang's network in all places where trains can be driven. In Hancheng, Shaanxi, Qi Qiang dug up the first bucket of gold, and then quickly extended his tentacles to North China, Northeast China and Northwest China. Model teams are used in the north and gongs and drums teams are used in the south, and activities such as small advertisements, leaflets and on-site decontamination demonstrations are added. This primitive and simple way of communication, which adapts to the folk customs, quickly branded itself in the hearts of farmers.
In view of farmers' consumption demand, Qiqiang takes the lead in adopting composite bag packaging, which is two points higher than the national standard, giving farmers the most cost-effective benefits and adapting to farmers' consumption psychology. Qiqiang directly spread its products to small shops at the head of the village to meet the needs of farmers anytime and anywhere, and further consolidated its position with the annual wall painting activity of 600,000 square meters. A bag of 400 grams of Qiqiang washing powder at two yuan soon took root in the countryside.
The sales volume of Qiqiang washing powder jumped from 7,000 tons in 1.992 to 50,000 tons in 1.994, then to 80,000 tons in 1.995 and 235,000 tons in 1.997, ranking first in the national sales volume, which surprised those international brands.
Surround the city
Strategy comes from tactics. Qiqiang's tactics are very strange. He always takes it by surprise and takes it by surprise. 1997, Qiqiang "broke into" Beijing. Taking advantage of the washing products Expo, Qiqiang gave away 300,000 Qiqiang windmills in one breath, and with the effective media offensive, Beijingers were informed of the brand of "National Sales Number One and National Gold Medal" overnight. Qiqiang won the battle, and its market share increased from 2% to 30%, which made a beautiful battle.
During 1999, Qiqiang knocked on the door of Shanghai. Taking advantage of the unfavorable cash flow of "White Cat" Group, Qiqiang launched an offensive by advertising in residential quarters, subways and light boxes of Oriental TV Station, and launched the enzyme-added and perfumed washing powder with the same quality and effect as Mei Jia, but the price was 30% lower. Sales in three months surged from 400,000 yuan to 2 million yuan.
Similarly, in Kunming, in other cities, Qiqiang found its own position with the tactics of gap war in the cracks between many foreign and local brands. Qiqiang is positioned in the mid-range, and the grade is slightly inferior to the mystery tide. It has clearly positioned the target group as middle-income earners, avoiding the fierce competition in the high-end market and accurately positioning itself. In fact, the real high-end consumers in cities are only 20%. There are relatively poor laid-off workers in cities, as well as a large number of low-income migrants with no obvious consumption preference. They need brands that suit their consumption level. Qiqiang just met their needs, so Qiqiang succeeded. 1999, Qiqiang occupied nearly 20% of the national market, leaving Henkel far behind with a gap of150,000 tons.
Extended cognition
From the perspective of brand positioning, "Qiqiang" itself is also a brand with great connotation and has a broad extension space. First of all, it originated from the functional advertising words of "unique formula and strong detergency", which changed the soft atmosphere of washing products named after animals and plants such as Fangfang and Panda, and showed a masculine beauty. The brand itself conveys differentiated needs and has distinctive characteristics. For a long time, Qiqiang has always been recognized by consumers as a positive, pioneering and responsible image. Calm and vain, emotional but not frivolous, touched the nerve of consumers' subconscious pursuit of progress Compared with other brands of the same kind, Qiqiang embodies a strong paternal color.
For Unilever, which is famous for its actual price war, while effectively expanding its market share, a single price war is likely to become a double-edged sword hanging over its head. If Qiqiang, supported by technical strength, always cultivates brand recognition with the highest cost performance as always, it is likely to reduce its sensitivity to the market because of over-reliance on technology and the long link from technology to product transformation.