How does China expand its wine business?

First of all, imported wine will present two fronts.

The essence of the decline in the price of imported wine is that the overall price center of gravity moves down and gradually approaches the expected level of mass consumers. However, the prices of most imported wines are still on the high side, with the price of 200-300 yuan in the majority, and those above 300 yuan still account for the majority, while the prices of some wines have slipped to the middle and low prices, approaching domestic wines, posing a threat to them. The ladder of high, medium and low prices of imported wine is gradually clear, and the product categories are very rich, which makes imported wine occupy more space and initiative in the overall market strategy.

Due to the price factor, it is difficult for high-priced imported wine to compete with domestic wine in small and medium-sized supermarkets, restaurants and restaurants with low and medium consumption as the mainstream. The rate of fare increase at night shows is generally around 100- 150%, which has great restrictions on high-priced wines. Therefore, exclusive stores, membership system, hypermarkets, high-end hotels and dealers are still the main sales channels of high-end wine at this stage. The high-end market is dominated by first-class cities.

Some imported wines are basically close to domestic wines with middle and low prices, and are superior to domestic wines at this price in overall cost performance. Because night shows, low-priced supermarkets and catering channels account for the vast majority of wine sales, they have become the market coveted by imported wine merchants for a long time. According to the test, under the condition of the same or similar price, Chinese people will be more willing to choose imported wine with high quality and low price under the psychological trend of advocating western culture. Therefore, this part of low-priced wine will naturally enter restaurants, night shows, supermarkets and other channels and become the main force in competition with domestic wine. The low-end market is dominated by second-and third-tier cities.

It can be seen that imported wine will be divided into high-end, middle-end and low-end fronts, which are independent and cooperate with each other in the competition.

Second, how to attack the high-end wine front?

The high-end is weak, and effective strategies are urgently needed: the high-end market potential of wine is very huge. On the one hand, with the popularity of wine culture, more and more high-end classes began to drink wine. In addition, with the improvement of health awareness, many liquor consumers began to consume wine instead. For this reason, domestic brands such as Changyu, Great Wall and Dynasty have also begun to enter the high-end market.

In the high-end aspect, due to the overall downward movement of prices and the increase of consumption power, as well as the promotion efforts of imported wine merchants, the share of imported wine in high-end prices will gradually expand, and imported wine merchants (agents) have accelerated the pace of sales forms such as direct stores, franchise stores, hypermarkets, membership systems and group purchases. The advantages of imported wine are as follows: firstly, wine culture is foreign culture, and consumers subconsciously think imported wine is more authentic; Second, it is an indisputable fact that the quality of imported wine is better than that of domestic wine; Third, China consumers have a strong consumption psychology of worshipping foreign things and obsessing foreign things, and people pay more attention to face and noble identity; Fourth, compared with the single category of domestic wines, imported wine agents have mastered hundreds of wines of different countries and styles, and consumers have more choices. This advantage and stereotype cannot be broken by domestic wine brands.

Unfortunately, for a long time, imported wine has not been well received, and its status and charm have not been highlighted. However, domestic brands such as Great Wall and Changyu have achieved great success in the high-end market, such as "92 Huaxia", "Huaxia Portuguese Garden Area 1" and "Changyu Castel". The external cause of this situation is that imported wine merchants (agents) do not have such network channels as Great Wall and Changyu at present, which makes the product distribution unable to reach a certain breadth and depth; The internal cause is that imported products have not formed brand effect, and consumers have no awareness of it, so it is difficult to make correct purchase decisions. Imported wine merchants have represented dozens and hundreds of kinds of wines, and they don't even know which brand to highlight, so they can only sell it gulped down; The strength of most agents is relatively weak, and they can't get the support of the consortium like some domestic wine enterprises, which leads to the simple and extensive marketing pattern of imported wine. Under the background that the trend of imported wine is improving, it is fundamental for imported wine merchants to find an effective operating strategy and profit model to integrate market resources.

High-end strategy of imported wine: suppressing, containing, promoting and gradually expanding territory.

Because of the advantages and stereotypes of imported wine mentioned above, imported wine should foster strengths and avoid weaknesses, strengthen this advantage and stereotype, and do a good job in three aspects. First, air strikes: guide consumers to correct their consumption concepts, establish cultural and conceptual barriers, and suppress and intercept opponents; Second, ground promotion: increase efforts in channels, occupy powerful stores and hotels by building a network of specialty stores, and gradually expand the sphere of influence. Third, take the initiative: tap the potential of consumers to the maximum extent, and use some flexible appliances and friendly marketing methods such as cocktail parties and membership systems to win over consumers.

Domestic wine is low in price and high in price, but it is successful in the relatively high-end market within 300 yuan, and it is difficult to break through the price above 300 yuan. Domestic wine was successful before Chinese people did not have a strong concept of wine and imported brands had adjusted their vitality.

Imported wine must make up two shortcomings in the high-end market.

Experience and strengthen cognition: China has no shortage of purchasing power. For the increasingly affluent high-end consumers, the more expensive the products, the more market there is. For high-end consumers of wine, the key is whether you can make them feel the sense of value and experience it. We must experience it from many aspects, such as product, taste, wine knowledge, origin and so on. What does the author inspire the wine shop in Tea Shop? This paper expounds that wine represents a way of life, and we should create a wine culture atmosphere, so that consumers can feel the same feelings easily and happily, and accept the products unconsciously.

From the process of purchasing psychology, consumers have to go through the process of "fame-cognition-word-of-mouth-loyalty", which is the process of experience. Without experience, they can't realize their own value, and they can't pass it on to their relatives and friends. Naturally, it is difficult to make a purchase decision, otherwise every purchase experience will be an adventure. Nowadays, almost all imported wines are imported from abroad and put on the shelves. Consumers are more inclined to buy relatively safe domestic brands when they can't make a choice.

Brand, solidify cognition: it can be seen that the marketing of imported wine lacks a process of experience and cognition, but we must conceptualize and solidify cognition with the help of brand operation, so as to achieve the purpose of effective communication. Nowadays, brands such as Aohong and Kingdee, which appear in the Guangdong market, have also begun to make such a transformation. Those agents who have represented many brands can't express the sense of value of each wine, so they must shape their brand image as wine network integrators, shape themselves as spokespersons of orthodox wine culture, take specialty stores as platforms, and make use of regional advantages to develop forms such as joining, membership, supermarkets, shops in stores and hotels. Brand is the carrier of quality, identity, culture and value. It is easy for us to build our awareness of products and build a sense of security through brands. Today, with a large number of wines pouring into China, the brand is a powerful weapon for counterattack and self-defense, and it also reserves space for the joining, membership and network construction of stores in the future.

Third, how to attack the low-end wine front?

Attacking the weak link of domestic wine: Because domestic wine accounts for 95% of the market share, while imported wine accounts for less than 5%, the biggest rival of imported wine should be domestic wine, and seizing the share of domestic wine is an inevitable choice for the development and growth of imported wine. Then, the most space, vitality and miracle will be the imported wine with low price. In the weak links of competitors, we have found a breakthrough point in the regional market and sprung up everywhere. Due to the long regional front and wide channels, it is difficult for some domestic strong brands to distribute resources evenly, which inevitably presents many weak regions and channels. In addition, domestic brands mostly adopt agency system. Due to historical reasons, the agency policy is relatively extensive, and the contradiction between manufacturers is becoming more and more prominent. Due to limited resources, the three major brands have to put their main resources and energy on their main battlefields to safeguard and consolidate their existing interests, which creates opportunities for importing middle and low-grade wines. Similarly, under the same and similar prices, imported wine still has advantages over domestic wine. For night shows and restaurants, imported wine is almost blank. Although it will encounter the problem of high admission fees, from the perspective of price space, the profit space of night shows and restaurants can already support their marketing expenses.

Characteristics of low-end strategy: the low-end market will be mainly concentrated in secondary cities, and the superior forces will be concentrated to attack the weaknesses of domestic brands. The tactical characteristics are fast, flexible and unexpected. Imported wines should learn from domestic wines when developing night shows and restaurants. The consumption of night shows (bars, nightclubs, KTV boxes, performing arts bars) belongs to situational consumption, that is, people, environment and atmosphere, and brands do not play a key role here. Under the condition of fully evaluating the reasonable state of input and output, immediate results can be achieved. Restaurants have a certain dependence on the brand, but if the brand image is shaped in the promotion process, it will also have a good effect.

Three difficulties in the operation of low-end imported wine market;

First, the complexity of the channel. At present, China wine market has channel diversity and relative monopoly (entrance fee).

It makes the market fragmented and extremely complicated, which requires wine merchants not only to have relatively strong funds as market input, but also to have correct strategies and flexible tactical combinations. However, the vast majority of domestic imported wine agents are at a disadvantage in financial strength. Even if foreign wine merchants have abundant funds, they should be cautious in the face of the criss-crossing China wine market.

Second, management should be intensive. The complexity of wine market determines the rigor of marketing management. Wine marketing is an intensive and labor-intensive job, and it should be scientific and effective in management, such as the management of marketing team, the management of dealers, the second batch of merchants and various terminals, and the maintenance of customer conditions. It is to be strict and give full play to people's subjective initiative, so we must be down-to-earth and not vague. We should learn from domestic enterprises, especially liquor enterprises, such as Xiao Hunxian and Jin Liufu.

Third, do a good job in introducing and cultivating talents. The localization of imported wine marketing must use localized talents. Because wine is an immature industry, talents are relatively scarce, especially operational talents. This requires enterprises to do a good job in the recruitment and management of talents, not only to have reasonable treatment, but also to formulate corresponding reward mechanisms to cultivate a stable team that can recruit good fighters. According to my observation, because imported wine merchants are not familiar with the national conditions and market, they often hire people with average ability at high salaries, either boasting or sitting in important leadership positions with only experience and no theoretical height, which makes enterprises take many detours. Therefore, imported wine merchants should be very cautious when selecting talents.

Fourth, the dialectical relationship between the middle, high-end and low-end fronts.

As can be seen from the above, the operation mode of the high-end market and the low-end market of imported wine is very different. The high-end market is dominated by specialty stores, franchise stores, KA stores and hotels. , and hit and suppress opponents in the primary central market, and gradually expand their sphere of influence; The low-end market mainly focuses on the second-tier cities, striving to be quick, flexible and surprise, and seize the regional market share of domestic wines. These two fronts can be independent or interdependent. Strong wine merchants rely on their influence in the central city to attack the peripheral secondary cities and attack their opponents inside and outside; Customers with insufficient strength can stay in the central city and gradually expand their territory, or organize competitive products to attack their opponents in secondary cities and wait for opportunities to enter the central city.

This paper attempts to analyze the marketing situation of imported wine from the general trend, and the specific operation will be an extremely complicated process, which the author will elaborate from different angles later. Theoretically, the channels for importing wine will be richer and broader, and the operation mode can be deeper and more flexible. The marketing of imported wine is a slow and solid process, and it is difficult to get immediate results. In a sense, the biggest enemy of imported wine merchants is themselves.