The Marketing Model of Gree Group

Scientific and technological innovation is the source of enterprise development, while marketing innovation is a sharp weapon for enterprises to stand on the market and cross the world. Gree's marketing model is constantly changing, has experienced the severe test of market and time, and is showing more and more powerful vitality.

1994 pioneered the "off-season discount rebate" model.

1996 pioneered the "year-end rebate" model, which is known as the "Gree model" and is still used in the industry today.

1997 created a regional sales company model with assets as the link and brand as the banner, which was praised as "a brand-new revolution in the economic field in the twentieth century" by economic theorists.

2 1 century, Gree's "alternative" marketing once again leads the world: steadily develop channel construction and open more than 2,000 Gree stores around the world. The innovative marketing model has established Gree Electric's leading position in the industry, and ensured that Gree constantly surmounts the peak. Since 1995, its production and sales volume, market share and sales volume have been in the forefront of the industry for 10 years.

Gree's original marketing model "singles champion" won by other channels.

In the contest between Gree and Gome, Gree openly challenged the retail giants.

He who gains the Tao wins the world.

In 2004, Gree Electric Co., Ltd. was called "the legendary swordsman". Over the past few years, Gree Electric has grown from small to large, from weak to strong, relying on a single product-air conditioning. It is because of Gree's concentration and professionalism that he got the nickname "singles champion". With the rising price of raw materials in the air-conditioning industry and the rapid reshuffle of the industry, Gree continues to maintain its dominant position, and its sales volume, sales volume, profit and market share have steadily increased.

Channel layout becomes the key to success.

Gree Electric spokesperson Huang Fanghua said in an exclusive interview that the source of Gree's rapid growth in 2004 was Gree's original marketing model. "The sales company has implemented Gree Electric's unique' Theory of Three Represents' thought, and the dealers have strong centripetal force and cohesion to Gree, effectively avoiding the impact of disorderly market competition on Gree market. Secondly, the continuous expansion of Gree's scale and the expansion of production capacity have effectively resolved various adverse effects brought about by rising raw materials. "

In the increasingly fierce competition in the home appliance industry, the killer of this "singles champion" is the "alternative" channel. Since 1997, Gree has built a core sales system with large distributors as the core, and on this basis, it has launched a "regional sales company" model in various places. Advocates call it "2 1 century brand-new marketing model".

Joint-stock sales company is a unique market model of Gree, and it is a marketing alliance established between manufacturers, forming the same interests. The specific way is to unite several large dealers in a certain region, take Gree Electric as the holding company, take capital as the link and brand as the banner, and set up a stock sales company to act as the overall agent for Gree's sales in a certain region, that is, to centralize the original scattered Gree sales service network and approve the goods at a unified price. In this way, in the market operation, it effectively solves the headache problems in the industry such as price confusion, and brings more generous returns to both merchants and manufacturers. Gree has set up regional sales companies in more than 30 provinces, municipalities and autonomous regions, and achieved more effective control by further increasing its shareholding in "regional sales companies".

It is precisely because of the reassurance of this channel layout that at the beginning of 2004, in a contest between Gree and Gome, which attracted much attention from the industry, Gree openly challenged the circulation giants. When Gome unilaterally cut prices in 2004, and they failed to reach a consensus on air-conditioning sales policy, faced with the power of circulation channels, Dong Mingzhu, general manager of Gree Electric, took a completely different approach from other power plants: withdrawing from the whole country.

Behind courage is strategy and strength. "We are all looking for * * * and the rules of the game, looking forward to the' sum game'-neither you eat me nor I eat you.

Ningju dealer

If specialized manufacturing is the basis for Gree Electric to win the trust of consumers, then specialized marketing is the key for it to attack the city in the market.

After the dispute between Gree and Gome, the problem of narrowing the Gree channel hung up. At the end of March, 2004, "Gree Air Conditioning Park" was the first opening of Gree in Jiangsu.

A brand store has appeared in nanjing xinjiekou. Although this exclusive store is only 180 square meters, Zhu Jianghong, chairman of Gree Electric, personally attended the ribbon-cutting ceremony. And this trick is used to express: "The channel that can sell Gree air conditioners well is a good channel. Gree is willing to take risks and enjoy benefits with any dealer. " Huang Fanghua further elaborated Gree's channel strategy. "In the future, we will adhere to and improve Gree's unique marketing model. What needs to be clear is that we will not exclude any sales channels that adhere to the principles of sincerity, equality and mutual benefit. The chain channel is also a part of Gree dealers, and there are many partners in the chain channel for us to choose cooperation. However, at present, in our channels, specialty stores and franchise stores are our mainstream, especially specialty stores. At present, there are more than 1 1,000 in China, which is still the direction of our future development. "

In the air-conditioning market, where the air-conditioning market is surging, competing and fighting, concept speculation and war of words are constantly emerging, Gree's market performance is more like a martial arts expert who closes his eyes and meditates, which makes his peers in the industry feel a deep internal force without exception. This can be seen from the relationship between Gree and dealers.

Dealer relationship has always been the focus of Gree's marketing model. The so-called "representing the interests of dealers" is an active representative, not a passive maintenance, so Gree is very cohesive to dealers. "For dealers, regardless of size, we treat each other equally, treat each other sincerely, have consistent policies, cooperate on an equal footing and benefit each other. In addition, Gree attaches great importance to' honesty' when dealing with dealers, and does not deceive dealers or compromise with dealers. The promise will be fulfilled, and no promise will surprise the dealer. "

Dejun Gao, the general manager of Sichuan Neijiang Electric Appliances, one of Gree dealers, has a typical remark: "The most attractive thing about Gree is its uncompromising and absolute style. Gree's various sales policies, rebates, rewards, etc. It will take effect under the verbal notice of the salesperson. "

The first is honesty, the second is affection, and the third is fairness. Through these three measures, Gree won the universal respect of the channel in the business community, thus taking the lead. Gree Electric, which has achieved a sales scale of over10 billion yuan, has a very unique phenomenon: since 1995, there has been no accounts receivable, no money bank loans and no money owed to suppliers. This also reflects the profound market value of Gree Electric from one side. For an enterprise interested in hitting world-famous brands, this market value is far better than tangible products.

Please be careful to imitate Gree's marketing model.

In the field of home appliances, many brands are hesitant in the market, but Gree has bucked the trend, not only achieving a substantial increase in sales, but also widening the distance with other first-line brands. Therefore, both other enterprises and industry public opinion are looking for the reasons for Gree's success. Most enterprises and media attribute the success of Gree to the success of Gree model.

Therefore, some enterprises hastily adjusted their marketing strategies, took the Gree model as a learning model, and began to set up their own regional sales companies. For a time, there seems to be a momentum of getting together to learn Gree.

Undeniably, Gree can maintain a high growth rate when the industry as a whole is in the adjustment period, which is not unrelated to its channel model. It is Gree's advantage in channel that dares to stand up and challenge Gome when many manufacturers dare to speak out in the face of inequality, thus strengthening the confidence of traditional dealers in cooperation with Gree.

The sales model of Gree air conditioners is not mysterious, and there are three key success factors. First, off-season discount rebate, year-end rebate, and even irregular rebate policy can stabilize dealers well. The second point is Gree's "joint-stock regional sales company" model, which solves the problem of interest creation and sharing well through the relatively clear joint-stock property rights relationship. The third point is the tension of a corporate culture headed by Zhu Jianghong and Dong Mingzhu, which is honest and trustworthy, with strict system and proper implementation, and can gather a group of big dealers to compete for the market together.

Since practice has proved that the Gree model is a good marketing model, so many enterprises have indicated that they want to learn the Gree model. Does it mean that as long as they learn the Gree model, they can compete in the market like Gree? The answer is: not necessarily! Gree model is not a panacea for the whole world.

In essence, the marketing model is only an integral part of an enterprise's overall marketing strategy. We know that in addition to marketing mode, the operation of enterprises is also subject to development strategy, product planning, brand building, corporate culture construction and many other aspects, and the most important thing is to solve the development strategy problem. Gree's steady development strategy is the most distinctive, which is worth learning from enterprises trying to catch up with. In terms of development strategy, in addition to the professional image that Gree has always created, the most prominent point is persistent brand building, unlike some brands who are eager for quick success and instant benefit. In addition, compared with the marketing model, products seem to be more important. Gree can maintain a strong position in the domestic market, ahead of similar competitive brands, because the products are excellent.

In fact, in China, a market with vast territory, diverse levels and obvious differences in consumption power, the marketing model should also be diversified, and what is suitable for Gree may not be suitable for other enterprises. Gree model may not win the world, but it is best to suit your own reality. Haier stores add chain stores, Midea regional agents and direct sales, Chigo walks on two legs, and Galanz's "change for you" mode coexists, each with its own characteristics. Why must we copy Gree's marketing model? If the painting is not good, it is more troublesome to draw a tiger than a dog.