Brand No. 1: Dayao VS Dongpeng (10,000 words)

In the fiercely competitive beverage market, how brands can stand out from their competitors and occupy market share has always been a core issue in the business field. This article, through an in-depth analysis of the two major brands, Dayao and Dongpeng, explores how they can achieve breakthroughs and growth in their respective tracks.

01 1 big kiln = 10 ice peaks

Carbonated beverages is a big market, but it is a small space for brand companies.

Why do I say this: The structure of my country's carbonated beverage market has been basically stable. Coca-Cola and Pepsi occupy 80% of the market share in China's carbonated beverage market, leaving not much room for domestic brands.

In other words, survival in the small space outside of the "two colas" is a long-term unchanging fundamental. Because of the fundamentals, the basic strategy is also determined - sticking to the regional market.

For example: Bingfeng in Shaanxi, Hankou No. 2 Factory in Wuhan, Dabaili in Harbin, and Beibingyang in Beijing. These are typical examples of defensive warfare. Zeng Guofan built a strong camp and fought a stupid battle. It seems that everyone tacitly agreed not to make a single move.

Today, there is another soda brand from Inner Mongolia - Dayao, which has taken a different path from Bingfeng, Erchang, Dabaili and Beibingyang.

In 2021, Dayao's annual sales volume is about 3 billion yuan

In 2022, Dayao's sales will reach 3.2 billion yuan

What does a volume of 3.2 billion mean?

1 Dayao = 10 Ice Peaks = 3 Arctic Oceans

02 Occupancy

Brand is not a virtual existence, but exists in products, channels, and media; it exists in consumers' experience of products, evaluation of brands, and word-of-mouth communication. Enterprises use brands as tools to influence potential consumers through products, channels, and media.

Among them, products are the foundation, because things that enter your mouth will not deceive you; channels are the guarantee, either full-area wide coverage or regional penetration. It is not important to hear about it, but it is important to buy it easily; media is for coverage, and advertisements must be shown to consumers and channel dealers, occupying "two" minds for good distribution.

1. Product: Pricing and Space

Kotler talks about 4Ps in marketing, first is product, then pricing.

• 248 ml of Arctic Ocean; 6-8 yuan
• 275 ml of Hankou No. 2 Factory: about 8 yuan
• 200 ml Bingfeng: 5 pieces
• 500ml bottle of Coke: 3.5 yuan
• 520ml Dayao: 5 yuan

All problems related to products are big problems. There is no such thing as good marketing and bad products.

Marketing starts with discovering and satisfying needs, and the first place to start is the product. The product is a company's complete understanding of customer needs. From product naming, packaging design, to dramatic presentation of reasons for purchase, all aspects are inseparable from needs, and all aspects must start from needs and serve needs.

Dayao's main product is cost-effectiveness: 520ml for 5 yuan. Bingfeng is only 200ml for the same 5 yuan. In terms of the choice of bottle shape, considering the cost issue, Dayao's bottle shape is similar to a "green stick". This is why there is a saying in the early promotion: Don't drink and drive, drive and drink Dayao. Of course, Dayao's competitor is not beer, but more expensive beverages - for the sake of cost-effectiveness.

For consumers, it is the same price, but twice the volume. For restaurant owners, it is twice the profit - selling a bottle of Dayao, earning twice the profit. Therefore, pricing is a two-way pricing issue. One is the issue of who to sell to, and the other is the issue of who sells. Who to sell to is a question of consumer purchasing power, and who sells is a question of channel sales power - there is no profit without early action, and the middleman makes a profit from the price difference.

• If the channel doesn't make money, you can't unite the majority of centrists
• Any business without a middleman making a profit from the price difference is not a big business.
• Even less can we enter the national market

Pricing requires effort, which is not only marketing effort, but also business effort. Only from the perspective of business and corporate strategy can we dare to change the price. First-class entrepreneurs know how to set prices, because prices are an understanding of corporate strategy and organizational management internally, and they are the handling and distribution of stakeholders' interests externally.

• First-class companies set prices
• Second-rate companies hold events
• Pinduoduo, a third-rate enterprise

It is easier to understand pricing from the perspective of the Five Forces Analysis Model (Michael Porter), the bargaining power of suppliers, the bargaining power of buyers, the ability of potential competitors to enter, the substitution power of substitutes, and the current competitive power of competitors in the industry - the essence of pricing is how companies handle and distribute the interests of stakeholders. Stakeholders are not just consumers, but also the other four roles mentioned by Porter.

2. Channels: Either global coverage or regional penetration

Channels are the foundation of traditional soft drinks. Wahaha, Nongfu Spring, and Jiang Xiaobai are all beneficiaries of deep channel distribution. Of course, Yuanqi Forest is also making every effort to play deep distribution on the channel side.

In the vast Chinese market, mom-and-pop stores, grocery stores, retail stores, restaurants, and tobacco and liquor stores still occupy a large share. Build brands in first- and second-tier cities, and collect profits in third-, fourth-, and fifth-tier cities. Build brands in KA stores, and make money in mom-and-pop stores, grocery stores, and tobacco and liquor stores. Do it in detail and in depth - this is the eternal business logic.

On the channel side, Dayao typically fights a flanking war. It first enters the marginal catering market to lure them in. Large catering and chain catering have high barriers to entry and high costs. In the early stage, Dayao chose single stores, husband-and-wife stores, barbecue restaurants, and fly restaurants. These stores have low barriers to entry and are easy to talk to. Of course, being easy to talk to is only superficial. The most important thing is that your products can make these restaurants make money. According to Dayao’s own data, its main sales come from these small catering stores, accounting for 80% at the highest.

It’s the same selling goods, but it doesn’t matter whose goods are sold. What matters is who makes more money. After all, the profit of catering and alcoholic beverages is still an important part of catering revenue. In terms of channels, Dayao is ahead of Yuanqi Forest. Dayao’s hundreds of thousands of catering stores are exactly what Yuanqi Forest wants, penetration. The problem with Yuanqi Forest is that it is trapped by the four words Yuanqi Forest. If it can’t jump out of the name barrier, it can’t make new products. It can only rehash old dishes like Yuanqi Cola.

• Dayao guests to distributors: 17.5 yuan/box (12*550ml)
• The price for the second batch of dealers is: 21.5 yuan/box
• Terminal delivery price: 25 yuan/box
• Retail price: 5-6 yuan/bottle

The gross profit of each bottle of soda is as high as 3-4 yuan.

This does not include other sales promotion policies

Of course, the cost of the kiln is not high. After all, it is all water, white sugar, orange juice, and honey (see the ingredient list). So, when Tang Binsen was making Yuanqi Forest, he said: Yuanqi Forest was the only beverage at that time whose liquid was more expensive than the bottle - this statement was actually not pretentious at all.

A dealer in Dayao County said: In summer, an average of more than 300 pieces of goods can be shipped a day, and 600 pieces a day is not uncommon, but 600 pieces a day is quite good; but 300 pieces a day is also acceptable.

The county distributor said that with his more than ten years of experience in wine, as long as Dayao's terminal price does not go up to 7-8 yuan, it is not impossible for Dayao to produce 1,000 pieces a day in the future - provided that the manufacturer can bear it and control it.

3. Media: Advertisements should be shown to consumers and distributors.

Why do we need to advertise, and advertise on CCTV and other media? In essence, we need to advertise to two groups of people: consumers and distributors. The pulling effect of advertising in the market is reflected in the pulling effect on consumers' minds and the pulling effect on distributors' services and distribution.

If you want to enter the national market, you must rely on the power of the media and give full play to the power of the media. Once an advertisement is popular, it is worth a lot of money. Once an advertisement is popular, channels will hear about it and come to it.

Essentially, it is not the advertisement that needs money, the media that wants money from you, or the brand that needs money. It is an opportunity to enter the national market and the ambition of an entrepreneur. An entrepreneur without ambition cannot enter the national market and can only live in a small corner, being at the mercy of others.

——Business is like sailing against the current. If you don’t move forward, you will perish.

Channel Dayao plays with deep distribution; media Dayao plays with broad coverage:

• Offline: subways, shopping districts, elevator media
• Television: CCTV
• Online: JD.com, Tmall, traffic purchase
• Content: Xiaohongshu, Douyin recommendation
• Celebrity endorsement: Wu Jing

2. Pain

1. 3 billion is a hurdle, 5 billion is a safety line

Facing the same problem as Yuanqi Forest, 3 billion is a hurdle, and 5 billion is a safety line. Dayao has just passed 3 billion, and there are three problems that need to be solved urgently.

First, it is a national-level hit. Although Dayao has invited national-level stars, the shortage of products and the panic in launching new products are obvious.

Second, the channel penetration is to open up points, lines, surfaces and bodies. One is coverage, the other is penetration. The deep opening of the channel still depends on long-term offline product activities to bring brand awareness. If we only rely on online media bombing, it is obviously not enough. What is needed is the ant tactics of offline activities.

2. Pushing new products too hastily and cutting corners to fit the trend

In the first half of this year, Dayao Soda launched its own new packaging 0-sugar beverage products. What are you, how are you different, and how do you know? 0 sugar is a basic concept. The essence of Yuanqi Forest's success is not 0 sugar. Tang Binsen's tricky thing is that he used the guise of 0 sugar to point the way astray for later followers.

Sugar is not a need, it is a wide gate - you have to go through the narrow gate. Because the gate that leads to destruction is wide, the road is broad, and many people go there. The gate that leads to eternal life is narrow, the road is small, and few people find it.

What Dayao obviously needs is not imitation, but to be independent. You cannot become yourself by imitating others. Judging from the current product sales structure, Dayao’s depth of big single products and understanding of user brand awareness are not enough. Imitation too early can only cut feet to fit shoes. We must wait and see to create a big single product in the true sense.

And from the big single products, we can extract the reasons for purchase that go beyond the cost performance (5 yuan for 520ml). For big soda, drinking Dayao is not enough, far from enough. The strategy of occupying the category, obviously the advertising fee of 100 million yuan in the past is not enough - we need big single products and occupy the characteristics.

3. The first step of the Long March is not yet a solid foundation

Grasshoppers have their own ways, and heroes have their own layouts - channel penetration, service SOP, system links, factory post-supply chain, product development, and integrated digital construction of dynamic sales. 3 billion is a hurdle, and 3 billion is even more of a hurdle... Not only Dayao, but also Yuanqi Forest.

3. Ten billion reference, Dongpeng

Category is the foundation: Thinking from the perspective of category is the first step in business. Category is the mother of business, the market and foundation of business. Only a rich mother of category can breed strong brand vitality. So, what is the category behind the product? It is said that it is good to lean on a big tree for shade and that pigs standing on the wind will fly. Big trees and wind outlets are actually the foundation of categories.

Business is constantly differentiating, and differentiation brings opportunities - opportunities to create new categories. Those who are one step ahead are martyrs, and those who are half a step ahead are role models. So how do you judge whether you have taken one step or half a step? In fact, it is a reflection on differentiation and new categories.

• Discovering and selecting category opportunities is the primary business decision for entrepreneurs
• Category differentiation brings new market space, and differentiation is the driving force of business development
• It is obviously unwise and requires more resources to start a war in a fiercely competitive price range.

Many products don’t sell well, not because they are bad, but because they are too good. They are so good that companies put their products in front of consumers before consumers have any idea of ​​the category concept, category value, or even the category name. This approach is not innovation, but adventure, or even a challenge—a challenge to consumers’ cognition.

Many products don’t sell well, not because they are bad, but because they are too good. They are so good that companies put their products in front of consumers before they have any idea of ​​the category or the value of the category. This approach is not innovation, but adventure, or even a challenge - a challenge to consumers’ cognition.

As a category pioneer, the biggest market challenge comes from: who are you and who are you selling to.

That is: how to clearly define and convey the value of the category; anchor the value anchor in the minds of consumers without an anchor point - the creation of a new category from scratch depends on the mobilization of cognition, not the resources in the hands of entrepreneurs. The real resource lies in mobilizing the existing cognition in the minds of consumers.

o There is cognition and transaction, which is the focus of enterprise creation and also the source market and source crowd;

o There is awareness but no transaction, so the company can focus on the incremental market as a second priority;

o The market where there is no knowledge but transactions, and companies are most likely to make mistakes;

o A market with no knowledge, no transactions, and no gains in the short term.

Almost all consumer products you can see are based on strong functions and strong benefits of products at the beginning of their launch, refining core selling points, establishing cognitive advantages, and then bringing in transactions. That is: eliminate the product's sharpness, the clearer the cognition, the clearer the transaction. Whether it is Coke or Wanglaoji; whether it is today's new consumer products or old brands that have already achieved success.

o Who are you: Describe your category

o How is it different: explain the differences

o How to prove it: Do enough endorsement

In December 1995, during the Spring Festival Gala, an advertisement titled "Red Bull Comes to China" made Red Bull a household name. In 1995, there was no Internet, no WeChat, no Moments, and no TikTok. Television was the super media at the time. The Spring Festival Gala was the highlight of the brand's communication potential.

At the beginning of a product category, advertising should convey clear usage scenarios and unique differentiated functional points. The promotion of Red Bull has increased the popularity of the product in a short period of time. However, the key question of what Red Bull is - who are you - does not seem to be clear.

The role of advertising is to amplify the coverage of a single point (product selling point) information. If the product point is not eliminated, the expected effect of advertising cannot be achieved. There are two concepts involved here: brand awareness and brand recognition. A brand with awareness is better than a brand without awareness; a brand with recognition is better than a brand without recognition.

o Brand awareness: the degree to which the brand is known to consumers and its fame

o Brand awareness: The categories and characteristics associated with the brand are the degree of consumer awareness

1. Who are you? The car needs gas, I want to drink Red Bull

o Origin group: drivers

o Pain points: driving fatigue and drowsiness

o Origin channel: gas station

"The car needs gas, I need a Red Bull" reminds drivers to buy a box of Red Bull at the gas station convenience store when refueling the car and put it in the car, so that they can have a can when they feel sleepy. Demand can be stimulated, and purchasing is a practical issue.

The price of 6 yuan per bottle and 144 yuan per box was equivalent to a week's salary for the working class at the time. This was a purchase decision that many people had to consider. Yan Bin personally led a team to give cans of Red Bull to taxi drivers on Chang'an Avenue, hoping to attract more people through tasting and free drinks.

In fact, it was not until 2010 that the beverage industry collectively entered the 6 yuan era, while Red Bull had been priced at 6 yuan for 25 years since 1995. (Nine years after 2010, Yuanqi Forest was the second brand to sell beverages at 6 yuan and succeed. Pricing is a science)

o Origin market = origin crowd + origin channel. The origin market is not an independent concept, but grows out of the continuous superposition of origin people and origin channels. That is: through the origin crowd, clarify the origin channel; through the origin channel, amplify the origin crowd. As the origin crowd and the origin channel continue to superimpose, the origin market gradually becomes clear.

o After the origin market is clear, select the most exemplary market based on sales data and users as the strategic target market. The significance of the strategic target market is that it can be grown, quantified, and replicated, and it can prepare data, strategies, and models for entering the mainstream market later.

o In addition, when there is no clear portrait of the origin group, premature brand emotional publicity will attract non-origin groups. At this time, it is often difficult to continue after a wave of sales. We still have to go back to the origin group and find the brand's tone through the portrait of the origin group. The brand tone is not the personal preference of the brand manager, but the discovery, excavation and sublimation of the emotions and feelings of the origin group.

Through the original population and the original channels, the original market can be clearly identified. The publicity of "Cars need to be refueled, I want to drink Red Bull" and the operation support around drivers have enabled Red Bull to complete the early innovative users and early users stage, but the driver population is relatively small. Distributors complained that there was something wrong with the price of Red Bull (6 yuan is too high).

2. An entrepreneur’s intuition often trumps rationality at critical moments

An entrepreneur's intuition often trumps rationality at critical moments. The birth of "When you are sleepy or tired, drink Red Bull" is also full of legends. Faced with early market difficulties, Yan Bin decided to change the slogan "Cars need gas, I need to drink Red Bull". He gathered all the executive teams in a hotel in Changping, Beijing, brainstormed behind closed doors, and asked everyone to read it out loud in their own dialect. In the end, Yan Bin decided to use "Drink Red Bull when you are thirsty, and drink Red Bull even more when you are sleepy or tired." (The only slogan that can be compared with Red Bull's slogan is "If you are afraid of getting angry, drink Wanglaoji.")

o Drama expression: Drink Red Bull when you are sleepy or tired

o Amplify functional value: Refresh the mind and replenish physical strength

o Needs/pain points: fatigue and sleepiness at work

o Scene zoom: sports field, office

Sports: Introduced F1 events to China, sponsored NBA China, sponsored the Chinese national badminton team for seven consecutive years, signed Lin Dan as the brand spokesperson, and launched the "Badminton Championship" Red Bull City Badminton Tournament. At the same time, the country actively carried out various sports promotions, sponsored more than 20 domestic top extreme sports athletes, and held the World Wingsuit Flying Championship, Qiantang River International Surfing Competition, National Badminton Championship, etc.

o In 1996, China Red Bull held a China-Thailand football match

o In 2003, China Red Bull became the first NBA partner in China

o Became the sponsor of the Chinese National Badminton Team for seven consecutive years in 2010

o Became the official partner of the Chinese Super League in 2015

Office: Launched the "Red Bull Time is Up" marketing campaign for office workers. Office workers can apply for free Red Bull drinks online, which will be delivered by the Red Bull Energy Team. The distribution activity was carried out in 3,000 office buildings in 14 cities across the country. (To be precise, it was not a one-time action, but a major action that lasted for 8 years)

From "I need to refuel my car, I want to drink Red Bull" to "I drink Red Bull when I am sleepy or tired". From a single scenario (drivers feel sleepy while driving), a single channel (gas station), and a single group of people (drivers) to multiple scenarios, multiple channels, and multiple groups of people, plus the ultra-long-term deep cultivation of trial and free drinking at the terminal for white-collar workers, Red Bull has crossed the growth gap.

3. Category is the foundation of brand growth

Red Bull's sales exceeded 10 billion in 2012, and its annual sales have remained around 20 billion since 2014, reaching 23 billion in 2015. It has become the only single product in the Chinese beverage market, except for Coca-Cola, to have annual sales of 20 billion for many consecutive years. The emergence of a super single product is the creation of a category market. A weak category cannot breed a strong brand or a super single product. Behind the brand is the original force of the category.

From 2014 to 2019, the total sales of energy drinks increased from 465.216 billion yuan in 2014 to 578.560 billion yuan in 2019, with a compound growth rate of 4.46%. According to "Energy Drinks in China", the CAGR of China's functional beverage market in the past three years was 15%, making it one of the fastest growing categories in the beverage market. In 2022, the retail sales of functional beverages in my country are expected to reach 68 billion yuan.

4. Each party's basic base and fundamentals determine the basic strategy, which is to attack where it cannot defend.

The leader has already gained recognition advantage, so if you want to be the second, you have to be different. Consumers will not remember you just because you are the same as the leader, but they will choose you just because you are different. For example: Wanglaoji, you are in a small iron can, I am in a big bottle, and Heqizheng is more enjoyable in a bottle, and what we sell is a good value.

As a latecomer, the first question to answer is: where do your customers come from? From your competitors. For example, Pepsi successfully converted Coca-Cola consumers in the first phase through a 50% discount sales strategy; Heqi Zhengtong also did the same thing. The larger the bottle, the more fun it is. Just like Pepsi, they are targeting price-sensitive customers in the category market. They have no preference for brands and are relatively sensitive to prices.

In addition, it is important to note that the phased pricing strategy is not the essence of differentiation. The essence of differentiated competition is to form differentiated cognition on the consumer side, guide facts through cognition, and strengthen cognition with the help of facts. On the one hand, it is the factual differentiation support at the product level, and on the other hand, it is the cognitive segmentation of consumer differentiation.

Therefore, the construction of differentiation is not just about products, but also about guiding consumers' cognition, insight into cognition, and even cognition compliance. Red Bull is in the front, and Dongpeng is in charge of it, first bottling, then canning. When you are tired, drink Dongpeng Special Drink, isn't it also fun?

o Focus on local markets and make breakthroughs with accumulated strength

o Low price strategy, sensitive customer conversion

o Use it as it is, imitate it crudely

Follow the leader to make products, verify the needs and then expand them; follow the low-price strategy closely and focus on the region to occupy positions; be the second best without making a fuss and it is not shameful to adopt others’ ideas; have deep expertise in the regional market and make a fortune quietly.

o Visual differentiation of products: Red Bull canned VS Dongpeng Special Drink bottled

o Low-price alternative: Dongpeng 3.5 yuan VS Red Bull 6 yuan a can

o Channel focus on local advantages: Dongpeng South VS Red Bull National

o Misaligned competition in promotion scenarios: Red Bull focuses on sports scenarios VS Dongpeng Special Drink focuses on non-sports scenarios such as overtime and staying up late

Following, imitating, and offering low prices effectively cut into the market when facing the leadership of the category leader: Dongpeng Special Drink was formed through product, price, channel, and promotion, focusing on the Guangdong market, and fought a beautiful low-price flanking war. Breakthrough in the local market and accumulate a certain amount of funds. It is said that Dongpeng Special Drink was piloted in Dongguan before it was launched, and the Lin brothers also issued an order: Do not enter the national market until sales exceed 100 million.

After the local market exceeded 100 million, Dongpeng began to move towards more markets. In 2013, it invited Nicholas Tse to be its spokesperson and imitated the Red Bull slogan "When you are tired, drink Red Bull" to launch "When you are tired, drink Dongpeng Special Drink". Red Bull entered the Chinese market and spent ten years to portray the consumer scenario of "When you are tired, drink Red Bull" in the minds of consumers. Even though the imitation was so simple, direct and crude, it was really effective. Dongpeng Special Drink became the second largest in the industry.

In 2016, Red Bull was involved in a trademark dispute with Thai Tianshi. With advertising sharply reduced, Dongpeng Special Drink increased its media advertising and promotion efforts. A year later, Dongpeng Special Drink's annual sales increased from more than 3 billion to more than 4 billion. By the end of June 2020, Dongpeng Beverage had 1,386 distributors, and its products covered about 1.2 million terminal stores.

5. Pepsi textbook

In fact, all the strategies you can think of have already had real and proven successful counterparts (strategies) in brand history.

Coca-Cola occupies the leading position in the market, while Pepsi-Cola first adopted a low-price strategy and shouted the slogan "Buy two for 5 cents", seizing some price-sensitive markets (Dongpeng Special Drink VS Red Bull Phase I), and then gradually evolved into a frontal offensive war.

In the confrontation, Coca-Cola also launched its own large bottle. At this time, Pepsi discovered that the packaging was not what Coca-Cola really couldn't change. What Coca-Cola really couldn't change was their promotion of "authenticity". Authenticity means tradition and classics. Pepsi hit the reverse side of Coca-Cola: cola for young people. By showing the lifestyle of young people and resonating with young people, this strategy has become the main line of Pepsi's fight against Coca-Cola for decades.

Young people's brand appeal has increased Pepsi's domestic market share from 21% to 35%. Even in Atlanta, where everyone likes Coca-Cola, Pepsi's sales have increased by 30%.

6. Standing opposite Red Bull, the new generation of monsters

From 2000 to now, the best performing public company in the United States is an energy drink company called Monster Beverage. Its current sales are about 4 billion US dollars, profits are about 1 billion US dollars, and its market value exceeds 30 billion US dollars.

o Product: Carbonated functional beverage

o Packaging: tall and thin, green visual

o Positioning: The choice of the new generation

o Focus: Young people

Red Bull is keen on sponsoring the world's top events such as skiing and Formula One. Monster focuses on relatively niche extreme sports, such as extreme motorcycles, skateboards, and BMX. Compared with conventional sports, these extreme sports are more exciting and wilder. They focus on young people's extreme sports to penetrate the crowd and become the choice of the new generation.

o In the US market, Monster has a 35.2% market share and Red Bull has a 35.1% market share;

o Monster has a 27.8% market share in Canada, while Red Bull has a 37.3% market share;

o Monster has a 25% market share in Mexico, while Red Bull has a 15.7% market share

Conclusion

The vast majority of strong brands were created in the early stages of a category’s rise. The advantage of being the first in a category comes first from cognitive advantages. The opportunities left for the second and third places are to discover, create, and make objective choices based on cognitive advantages and corporate strength (offensive warfare, defensive warfare, flanking warfare, guerrilla warfare).

Five-paragraph value argument:

1. Product stage: taste, packaging, raw materials, technology
2. Channel scale: online, offline, width, breadth
3. Brand awareness: advertising, publicity, news, public relations
4. Brand awareness: category and feature relevance
5. Spiritual culture: inner culture, spiritual attributes

The five levels represent the evolution of competition in a category market. The higher the progress of levels 1-5, the stronger the competitive moat for profit will be, and the more powerful the brand will be in pricing. Similarly, in a category market that uses brand as a competitive tool, it will eventually move from level 1 to level 5.

In the product stage, having a product is better than having no product, a good product is better than a bad product, and having technology is better than having no technology; in the channel stage, the quantity of offline and online companies will eventually be consistent; brand awareness is nothing more than celebrities + advertising, pictures and texts + short videos, traffic + content.

Competition in product, channel, and brand awareness has gradually escalated to competition in brand recognition. Equipment can be immediately updated to expand production capacity, and offline channel distribution will eventually become a zero-sum game in the long run. Online, you can promote products on Taobao, JD.com, and Tmall, and I can do the same. These are not the most important. What really matters is who is the first to penetrate the mind and inject the brand into the mind.