How to write a marketing case analysis?

Case analysis is the basic work of enterprise management, and the authenticity and accuracy of case analysis are related to the success or failure of enterprise management decision. But how to write a marketing case analysis? Then the following is the marketing case analysis I compiled for your reference.

Marketing case study 1:

Wang Cailan: A fresh e-commerce company that Lei Jun can handle in ten minutes.

This is a "brain-opening" fresh e-commerce, many practices are different from fresh e-commerce, and even "run counter to".

For example, in the business model, Wang Cailan chose the most difficult vegetable (by contrast, the fruit is much less difficult) in fresh e-commerce and made it a mass market. However, it is such a fresh e-commerce company that does not seem to take the usual path and has achieved a performance level of 3,000 orders per day. If it reaches 5000, it will be profitable! It can be said that this fresh e-commerce company is taking an O2O different from other fresh e-commerce.

O2O: The role of franchise stores is not just drainage.

Since it is O2O, if the vegetable basket is only online, it is not called real O2O!

Many vertical fresh e-commerce companies face a problem: it is difficult to land! If you want to build a store offline, there is no doubt that you need a lot of money and manpower; The terrible thing is that once offline stores don't have enough traffic, a single store can't make a profit. Whether to work for the landlord or not, O2O can't talk about it!

When many fresh e-commerce companies are afraid or hesitant to open offline stores, Wang Cailan not only opens stores very quickly (it is expected that there will be 2,000 franchise stores soon), but also has a lot of people (queuing to buy food is common), and more importantly, there is almost no investment!

How does the vegetable basket network do it?

Since the cost of opening a shop is so high, Wang Cailan simply integrates social resources and cooperates with some small shops (as long as there is traffic, it can cooperate with tobacco hotels, fruit shops and barber shops) to open a shop in the shop.

Franchise stores like this have three main functions: drainage, registration and recharge.

How to achieve drainage? The vegetable basket network is only a store item, and it is an ultra-low-priced explosive product (even flat in and out). The purpose is not profit but drainage. How low is the price? Absolutely beyond your imagination: the retail price is equivalent to the wholesale price purchased by tons in Zhengzhou Wanbang Wholesale Market. The attraction of such cheap explosives to residents is self-evident, and it is common for a single product to sell several tons a day.

Although the price is very low, it is impossible for residents to buy only one dish, but franchisees still make only one product every day, which is a typical hunger marketing.

What advantages do they have for franchisees? Low-cost explosives brought many people. The most terrible thing about physical stores is that there is no traffic.

After the franchise store cooperated with the vegetable basket, it not only drained the vegetable basket, but also drained itself. This is because a single explosive product will bring related consumption. No matter for Wang Cailan or franchisees, consumers usually don't just buy one kind of food. If consumers want more dishes, the shopkeeper can guide them to register as members of Wang Cailan.

For cooperative stores, consumers usually not only buy food, but also drive the consumption of related products (such as soy sauce, condiments, fresh food, etc.). ) franchisees to achieve a win-win situation.

Of course, for Wang Cailan, the most important function of offline stores is to help him drain. Then, another factor to consider is that offline stores also sell vegetables. Then after guiding consumers to register, consumers will buy food online. Will it affect offline sales? Of course not, online and offline are two systems, and offline stores only make single item explosions (not online), so there is no possibility of online and offline conflicts.

At this point, we believe that there is no obstacle to drainage, but there is still a key factor to achieve O2O-that is, profit distribution!

Jiang Xiaoyu, the founder, thinks that if there is only online but no offline, it is not called O2O.

The performance of the vegetable basket is distributed like this: if a customer registers for recharging in a franchise store, then this customer will buy the food in the vegetable basket in the future, and this franchise store will permanently participate in the profit distribution (of course, there is a system behind it). This greatly mobilized the enthusiasm of the store and achieved a win-win situation.

High-frequency contact and service quality win word of mouth

After being drained by offline franchisees and low-cost explosions, the next question is how to improve the conversion rate.

The vertical fresh e-commerce platform like Wang Cailan has an amazing conversion rate.

We randomly checked the relevant operation data of a certain day (2065438+July 8, 2005): the order volume of that day was 4690, and the independent UV 9344 had a conversion rate of 50%.

How is the high conversion rate of vegetable basket achieved (2% in JD.COM? 5%)? CEO Jiang Xiaoyu said with certainty: "By service!"

In the company's performance appraisal, there are only three indicators for employees: customer satisfaction, employee enthusiasm and talent training.

There is no specific sales target, just to achieve the ultimate service!

For example, Wang Cailan has created several firsts of fresh e-commerce: the first one puts forward that all fresh products have no reason to return. As long as the customer calls the service number, the problem must be solved within 30 minutes.

What if the customer refuses to replace the product and insists on returning it? Jiang Xiaoyu said: "unconditional refund, return the money to any place designated by the customer within 4 hours (such as vegetable basket membership card, bank card, Alipay, etc.), all for the convenience of users."

Wang Cailan is also the first fresh e-commerce company without freight (there is no freight on the website). Even if the customer buys a dime, the vegetable basket will be given away for free. Jiang Xiaoyu said, "There are really customers. I really spent a dime trying the service in Wang Cailan. Wang Cailan really did it. After a while, I was moved by Wang Cailan's sincere service and eventually became a loyal customer. "

Only 60 orders are delivered per person per day.

Cailan. com also has a very distinctive practice: the delivery man only delivers 60 orders every day, and spends the rest of the time chatting with customers, even taking care of children and repairing toilets. In order to improve the service quality and contact frequency, Wang Cailan strictly limits the service scope of each distributor: each distributor only gives 180? 240 households provide services.

You may ask: Isn't this a waste of resources? Wang Cailan has its own business logic: the higher the frequency and stickiness of meeting customers, the higher the customer satisfaction and repeat purchase rate. What is the basis of business trust? Wang Cailan's distributors win trust through high-frequency contact and help customers. Jiang Xiaoyu joked: "This is no longer a deliveryman, but a personal assistant. My delivery man's range is 300 meters, so he does 3? After 6 months, I will know you better than the property and neighbors. What I want is trust. Once this trust is completed, it is an unbreakable barrier. Even giants like Tmall and JD.COM are involved in this field, and there is no drama. "

Jiang Xiaoyu proudly said, "In the future, I will not only sell vegetables, but also import products with higher value, so as to truly meet the more needs of community residents. We are a smart community, and the idea is to drive the sales of high-value-added low-frequency products with high-frequency and low-value-added products. This is the blueprint for the entire business model. "

In the future, Wang Cailan can even do property work by the way.

Of course, to achieve the promotion from 3000 orders to 5000 orders, a lot of capital investment (increase personnel, vehicles, cold chain equipment, etc. ) is needed. Jiang Xiaoyu admitted that because Zhengzhou is a second-tier city, it is more difficult to raise funds than a first-tier city.

Jiang Xiaoyu made no secret of his desire for funds, and even joked: "If I talk to Lei Jun for ten minutes, he will definitely vote for me in this project.

Marketing case analysis II:

Why is it so difficult for even Microsoft and IBM to switch to the Internet?

The news that IBM laid off employees 1 10000 people greatly surprised many people. Although IBM denies that it is not that large-scale, it is an indisputable fact that this booming enterprise is rapidly declining.

Almost at the same time, various Internet companies are also developing rapidly. On the day when China Ali went public in the United States, its market value was as high as $654.38+03 billion, and it is planned to recruit tens of thousands of people in 2065.438+05. It's embarrassing to go up and down.

Genes of established enterprises: advantages or disadvantages?

Many people don't know that IBM is the earliest Internet practitioner. It should be said that it is the earliest enterprise with Internet thinking, and the earliest Internet opportunities were also given to IBM. As a giant in the computer field, IBM also invested heavily in developing networks in the 1980s and 1990s. But IBM finally failed to seize this opportunity, but a new giant was born: Cisco.

Later generations concluded that it was because IBM relied too much on corporate customers. That's true, but it's also wrong. The apparent reason is this, but the reason behind it is an eternal topic: genes.

Enterprises, like people, have their own genes. When an enterprise succeeds, it forms a special imprint, that is, gene, which is hard to change and determines the development path of an enterprise. IBM's powerful genes not only let it pass the first pot of gold on the Internet, but also let it miss countless development opportunities on the Internet, the latest one being cloud computing. IBM has a unique advantage in cloud computing, but it still hasn't grasped it, and its own road is getting narrower and narrower.

In fact, this is the gene of IBM. Do hardware, software and services around enterprises, big enterprises and big customers, not for individual users.

Enterprises, like people, have genes. It is not a question of whether to do it or not, but whether they have the ability to "act". This gene, like people, has advantages and disadvantages, and no enterprise can do everything.

Not only IBM, but also which established enterprise seized the opportunity of the Internet?

The earliest Internet opportunities, in addition to hardware equipment manufacturers, still belong to operators. All netizens are its real-name users, but who caught it?

Operators such as China Telecom, China Netcom and China Mobile have invested heavily in Internet information services, but they all ended in failure.

10 years ago, China Telecom invested a huge sum of money to build the Internet information service platform "Internet Star". It has been losing money 10 for many years, and now it has completely turned into background service and closed down in disguise. In 2002, the former Netcom Company invested 500 million yuan to set up the information service platform "Everyday Online", which closed down in less than two years. Eight years ago, China Mobile also vigorously launched Monternet, but today, how many of us will mention Monternet?

Some people say that this is because it is a state-owned enterprise and is caused by monopoly. This is obviously incorrect.

Not only domestic operators, but also operators who have taken the lead in the Internet have no successful precedent. Whether in&; T, or operators in Europe, or operators in Japan and South Korea, all failed. Why?

Not only operators, but also many successful enterprises, even the so-called upstarts of the Internet, failed to seize every opportunity of the development of the Internet. Why?

From 65438 to 0998, Microsoft publicly proposed to switch to the Internet, but today, Microsoft is still a software company. Microsoft has developed various Internet information services, such as MSN and search engine bing. , but there is no big development. MSN is closed now, and Bing is still struggling. In 2000, the author made a survey and found that the share of IE browser in China was 99.98%. If Microsoft had given away IE browser for free, it would have dominated the rivers and lakes long ago, and there would not be many opportunities for China Internet companies such as 360, but why not?

It is recognized that Yahoo, the earliest and largest Internet company in the world, has Internet opportunities, funds and Internet thinking, but it is still struggling in the continuous recession, and its market value has shrunk to the peak of 1/3. Why?

Sina used to be the upstart of Internet in China, with money and people. However, it has made positive attempts in the opportunities of games, communities and e-commerce in the development of Internet information business, but all of them ended in failure. It is still an online media company. Why?

But interestingly, the opportunities of blog and Weibo were seized by Sina, and Sina Weibo finally went public successfully. There is a simple reason. Blog and Weibo are both media platforms, which are most suitable for him and his genes.

Tencent, relying on QQ, has mastered the most basic users of the Internet in China and become the ceiling of the Internet in China. The industry has always believed that Tencent is waiting for everyone to explore. Once the model is successful, it will be copied, and there will be few opportunities for other enterprises, so it is often cursed by the industry. When Weibo appeared, Tencent quickly gained more users than Sina in Weibo by relying on QQ, but it never got a big improvement. In 20 14, the Weibo department of Tencent was completely dissolved, but Sina Weibo was successfully listed. Why?

Tencent has tried many times, but basically it ended in failure. So far, it is still based on game income. The real new business in these years is WeChat. The reason why WeChat was born is also its dominant gene and an upgraded version of QQ.

Not only in IT and Internet fields, but also in other fields.

In 2000, Lenovo investment portal FM365 closed down two years later. In 2000, Lenovo invested in New Oriental Online and withdrew its capital in 2002. All kinds of Internet attempts ended in failure. Of course, it is not that Lenovo is not good enough. Compared with HP and Dell, Lenovo has at least increased its mobile phone business. Lenovo can seize it because it is still a manufacturing industry and emphasizes marketing. Up to now, HP and Dell have not even grasped the mobile phone business and are struggling in the quagmire of the declining industry.

New Oriental established New Oriental Online in 2000 and entered online education. However, after 15, its income still failed to enter the statements of listed companies. I'm lucky to be alive. Coincidentally, after-school tutoring institutions will be listed in the United States on 20 10, and the main appeal of financing is to do online education. Four years later, in 20 14 years, the future online education business is the fastest growing year, but the income only accounts for 4% of the total future income, and it is still losing money. Education and online education, such a small threshold is difficult to cross, why?

All of the above, after analysis, have specific reasons, such as the problem of talent team, business model, strategic mistakes and so on, but in the end they can all be said in general: genes!

How do established enterprises seize emerging industries?

Genes are very complex, involving mechanism, culture, team and other factors. Yesterday's success is today's obstacle. Few people can successfully surpass themselves or revolutionize themselves.

_ _ Min, director of the Science and Technology Development Center of the Ministry of Education, who has a deep understanding of the Internet, has a profound saying: he is not a university graduate, not a department store doing e-commerce, and Internet finance is not a masterpiece of banks.

This gene is very complicated and can be analyzed from three aspects:

First, the issue of management. Any mature enterprise will automatically form a set of management modes and methods around its core business in the process of development, which is a systematic thing related to its business philosophy, not just a link. For example, the salary system must be determined around the main business and cannot match the needs of new business; For example, business processes and controls must adapt to new business management, especially products and services that are far away from their major industries.

An old enterprise can produce a new product and service, but the probability of development is definitely zero. Because from the beginning, you were "different", you were inappropriate everywhere, you needed special approval everywhere, you were almost against the whole system, and all the opportunities were delayed. There is no need to demonize, no one, no department is against you, this is a system that is not suitable for new business.

There is also an important problem in management, that is, all successful enterprises, after going through the initial stage and development stage, will soon need to enter a management mode that focuses on stable development and prevents major problems and mistakes, and it is impossible to provide space for new business. In fact, any large enterprise can hardly be said to be dynamic in management. It manages thousands, tens of thousands or even hundreds of thousands of people. In fact, everyone needs to be managed like a screw, otherwise it will be chaotic. Therefore, in mature enterprises, everyone is talking about risk control and process standardization, and everyone is talking about prevention and control. For any new business, new products and new services, at the beginning, there is no strict and standardized management. What we need is a quick response that doesn't talk about process rules and keeps making mistakes. It is the rule of man, not the rule of law. But this is not suitable for a standardized and mature enterprise.

On the surface, all large enterprises have their own business development departments and their own fault tolerance rate, but this fault tolerance is always within a scope and system, and often there is an essential gap with the requirements of a brand-new business.

Second, the problem of people. It is difficult to produce people who can develop new business in the original genes. We often say that the core of investment is investment in people. Even a wrong plan, as long as people are excellent, will eventually find the right direction. However, in a very mature enterprise, after years of development, birds of a feather flock together and people are divided into groups, and a group of core backbones with the same characteristics and culture have been accumulated, so it is difficult to produce people suitable for new business. Even if they spend huge sums of money to introduce so-called excellent professional teams, they will soon die out because of different management methods and concepts, not to mention the problem of expanding development.

Third, the issue of culture.

Culture is an invisible hand. In the development process of an enterprise, the founder and core backbone gradually permeate all aspects of the enterprise, from management mode and concept to employee types and employee activities. In this kind of enterprise, an unintentional or intentional risk warning is often better than a brave heart. Because of different types of people, cultural concepts will hit a wall everywhere and cannot be integrated.

Culture is a kind of thing that permeates the air, and there is no obvious perception and inadaptability for the time being, but day by day, resentment is increasing day by day, and finally new enterprises and new human beings can't survive and give up and leave automatically.

There are still many gene expressions in enterprises, but I think the core is the above three points, which are enough to kill all new products, services and businesses.

Therefore, for all mature and successful enterprises, you must be sober. Although you have money, people, channels and resources, many emerging industries are not your opportunities, and you can't win the world. This is not a question of whether to do it or not, but a question that your genes determine your inability to "act".

Enterprises, like people, the core development idea is to give full play to their strengths and take the road they are good at. In the development of business, you must follow the trend and follow the close chain of your core business instead of rushing across industries. For example, Tencent does WeChat instead of Weibo and e-commerce; Sina blog and Weibo, not games and e-commerce.

Then, how can enterprises seize emerging industries and opportunities, especially those with large span? Considering the genetic factors, we should not expect ourselves to go into battle shirtless. A more practical way is to participate in the acquisition and equity participation in the form of capital, but not holding shares, at least not participating in any actual business decision-making and operation, such as Yahoo's investment in Taobao. Although Yahoo's decline is unstoppable, as a major shareholder of Alipay, it has been thoroughly remoulded. This is an effective and clever way to change genes and get development.