Why did domestic bees lose to western brands?
The reason for the rumor of bankruptcy is that the domestic bee flower conditioner has released a new product, but it has been vomited by ugly packaging design and low price. Netizens are worried that bees that don't rely on product design and advertising marketing will close down, so various ideas help them out.
The bee flower replied "this will cost money" and "we are already very cheap", which made many netizens feel distressed.
In fact, netizens' worries are not unreasonable, because the daily chemical industry in China suffered a "great rout" more than a decade ago.
At that time, in the field of daily chemical products in China, Procter & Gamble and Unilever, two international daily chemical giants, took an absolute advantage in shampoo, shower gel and other sub-sectors by virtue of diversified brands, and almost monopolized through extremely high marketing investment.
How did the domestic brands lose to foreign-funded enterprises in those years?
At that time, foreign brands quickly seized the blank in the domestic market. Although there are some domestic brands such as shanghai jahwa, they obviously lag behind foreign brands in technology and marketing, and their sense of existence is not strong.
P&G focuses on price wars. In 2003, the prices of Olay, Shufujia and Shuangji of P&G were reduced by 20%, 25% and 30% respectively. In the field of washing powder, Tide even once fell to 3.5 yuan.
Taking advantage of the price, P&G promoted its own Tide and Bilang. The sales of Tide and Bilang in China are increasing day by day, while the annual output of domestic brand pandas at that time dropped from 60,000 tons to 4,000 tons.
In the shampoo market, P&G introduced 9.9 yuan's Rejoice shampoo, but competitors such as Sculpting Brand and Qiqiang could do nothing, which made P&G quickly occupy the China market.
By 20 13, these foreign giants took the lead in uniting and frequently raised the price of daily chemical products slightly, which was dubbed as the new "the sun never sets" by a group of netizens.
The second breakthrough of P&G and Unilever in China is merger and acquisition.
For example, in the China market, P&G acquired the local daily chemical brand Panda. 1994, P&G realized holding with 65% of the shares, and spent1400,000 yuan to buy out the panda brand for 50 years.
At that time, it was the wave of state-owned enterprise restructuring. At that time, Zhonghua Toothpaste, the market leader, was facing the problem of lack of advanced technology. Shanghai Toothpaste Factory and Unilever jointly established Shanghai Unilever Co., Ltd. with the idea of "market for technology", and Unilever invested180,000 US dollars to obtain the control right of China Toothpaste.
After the merger with Panda, P&G did not vigorously develop the brand Panda. Under the management of Unilever, the domestic market share of China toothpaste is less than 65,438+00%, which is far from its peak.
In addition, there are domestic brands such as Meijiajing, Little Nurse and Dabao, all of which have been acquired by foreign investors. After selling themselves, the performance of these local brands seems a little acclimatized, and many brands have almost disappeared from the market now.
In addition, regardless of technology, product history, sales experience and talent pool, P&G has great advantages, which leads to foreign daily chemical products beating local daily chemical brands out of the water, and P&G gradually develops into an oligopoly.
The worse the luck now, the better the next time.
200 1 Naes, a domestic enterprise, was established, starting with a small piece of soap. 1June, 1992, carved super soap was born, and launched the activity of "carving a million gifts", and with the help of TV advertisements, it quickly won a lot of market share in the province.
Because there is no rival in the domestic soap industry, Nais once again focused on washing powder in 1999, and later sold it on Dior brand washing powder, with sales exceeding 400,000 tons in 2000.
Libai, founded in 1994, chose the differentiated strategy-natural care, upgraded its products from aspects of design, function and formula, and developed and produced Libai natural soap liquid, Libai non-ironing washing powder, Libai food formula detergent and other products, which stood out among many care brands.
Founded in 1992, Blue Moon started with laundry detergent, which made people accept the habit of washing with laundry detergent, and then entered the field of hand sanitizer, which quickly established Blue Moon's market leading position in many fields, ranking among the forefront of the care market and becoming another giant in the care industry.
The biggest advantage of these successful domestic brands lies in localization. With the understanding of China people's nursing habits, many local brands have risen rapidly in the past 20 years, and 20 17 has been called the year when local daily chemical enterprises went public. This year, Fang La Jahwa, Polaiya, Jacquard Show parent company Chen Ming Health and many other local enterprises successively landed on the main board. ...
At present, with the rise of the national tide, domestic brands of daily chemicals have a high market share. According to Euromonitor data, in 2020, the top three household daily chemical products in China will all be local products.
In sharp contrast, foreign brands are becoming more and more "sad".
Since 20 13, P&G's global sales have almost stagnated or even declined. In 20 13, P&G's global net sales were $73.9 billion, but in 20 17, only $65 10 billion remained, down 13% year-on-year. On March 6, 20 19, P&G was delisted from Euronext.
Data show that P&G's daily chemical products once occupied 47% of the China market. According to media reports, in 20 19, the market share of P&G China has shrunk to 30%.
What was once lost by cowards, China got it back today.