In our daily study, work and life, everyone has written papers, and you must be familiar with all kinds of papers. Thesis is a tool for academic communication. I believe that writing papers is a headache for many people. The following are the papers I collected for you about the problems and countermeasures of brand marketing in tea enterprises. Welcome everyone to learn from it, I hope it will help you.
This paper introduces the present situation of tea brand marketing in China, analyzes the root causes of the current tea brand marketing problems in China, and puts forward some countermeasures to solve the problems: changing concepts and developing together; Improve product quality; Increase investment in brands; Create corporate culture.
Keywords: China tea enterprises; Brand marketing; Problems and countermeasures
The word "branding" is a foreign word, which originated from Norway in northern Europe, but the original meaning of the word at that time was "burning", which is a traditional industry technology widely used in animal husbandry since ancient times-branding a metal symbol burned deep enough on an animal's skin to confirm that the animal belongs to xx people. In fact, this is a common practice of property division. Therefore, when the society develops to the handicraft stage, similar symbols or characters will appear on the products produced by manual workshops. For example, China ancient porcelain makers often carved "Jingdezhen in Jiangxi" or "xx system" on the bottom of porcelain. PhilipKotler (American marketing scientist) defines "brand" as "the so-called brand, which is a title, name, symbol, design and so on. , or a collection of the above. " The purpose of branding is to distinguish one's own products from other homogeneous competitors.
1 China tea brand marketing status.
Although there are many brands of 1. 1, they are not big enough.
As the origin of tea, China not only has almost all known tea varieties in the world, but also has the advantage of "Top Ten Famous Tea" with an annual output close to a quarter of the world. Tea varieties include white tea, green tea, scented tea, black tea, green tea, yellow tea and black tea. However, China's annual tea export volume remains around 10% of the world all the year round, even lagging behind Kenya in Africa and Sri Lanka in Southeast Asia. Moreover, the price of China's tea in the world tea products market is also extremely mismatched with the status of the world's second largest economy. The average price of China tea in the international market is only half that of Kenyan tea products and two thirds that of Indian and Sri Lankan tea products. There are many brands of tea products in China, and several branches such as West Lake Longjing, Shifeng Longjing and Hangzhou Longjing are derived from the name of Longjing. At present, the number of brands of tea products in China has exceeded 1000, which can be regarded as "a hundred flowers blossom". However, among so many tea brands, it is difficult to have enough international brands to set off China's strong economic strength. For example, when it comes to the brand of black tea, Lipton is always the first brand in the minds of consumers in China and abroad, but this brand was founded by Britain, which did not produce tea at all, which is a great irony to China, the "ancestor" of tea.
1.2 brand marketing measures are invalid.
Domestic tea product brands obviously lack the vision of strategic overall planning when promoting marketing, and almost all tea enterprises' promotion strategies for their own tea brands are "tea culture with a long history". However, in so many homogeneous brand marketing methods, it is rare to see the brand connotation that is obviously different from other similar products. When consumers are faced with a large number of specious brands of tea products, they just hope that they can "borrow a pair of discerning eyes" and truly and clearly see these piled tea brands. Over time, after the essential dividing line of each brand can't be clear, domestic consumers can only abandon the brand and turn to the real thing. According to the statistics of researchers, nearly 40% of domestic tea consumers choose a certain type or brand of tea through the introduction of relatives and friends, and the rest are promotion in shopping malls or various advertisements, and the comprehensive and systematic brand marketing of tea enterprises ranks in the lower position.
2. The root causes of the problems in the current tea brand marketing in China.
2. 1 tea product quality problems
The premise of building a famous brand is the reliability and stability of product quality, such as Coca-Cola. Although almost everyone classifies it as unhealthy beverage now, it is undeniable that Coca-Cola has maintained its quality and taste since its birth by virtue of its mysterious formula and consistent quality control system, and has become a well-known beverage brand that is still difficult to shake in the international beverage market. However, the characteristics of tea as an agricultural product determine that its quality is difficult to guarantee. Objectively speaking, temperature, precipitation, sunshine, soil nutrients, acid-base ratio, pests and diseases and the essential differences of tea varieties in different regions determine that it is difficult to maintain a relatively constant quality standard for tea as an agricultural product. Subjectively speaking, the tradition of growing and making tea in China for thousands of years not only determines the small scale, small workshops and uncertain standards of tea production to a great extent, but also makes most domestic tea producers stay in the family and small collective mode. This limitation of subjective and objective conditions determines that there are various improper links that affect the quality of tea products in China, and also causes an insurmountable gap between China's tea production and the world's advanced tea production standardization requirements, which affects the brand-name construction of domestic tea products.
2.2 Problems of producers and operators
From the above problems of several sub-brands under Longjing brand, it is not difficult to see that domestic tea enterprises often fall into a strange circle similar to brand building in other industries-serious infighting. Domestic enterprises of similar products are fiercely competitive, and they only think about how to kill their competitors, so it is difficult to consider cooperating with competitors to make the brand bigger and stronger. There are also tea companies that have insufficient awareness of brand investment, and think that the domestic tea consumption market is already a large enough market, and it is enough for their own tea products to occupy a small share. So "small wealth means security", and then he is not enterprising, content with stabilizing a small number of consumer groups in a small scope, and lacks the ambition and courage to build a world-class brand and explore the international market. On the other hand, the process of establishing, developing and becoming famous of a product brand is a realistic problem with high investment and high risk. At present, many tea enterprises in China are far from the powerful strength needed to maintain internationally renowned brands in terms of their own scale, capital, people, wealth and materials. Many tea enterprises are in a "powerless" predicament and cannot carry out effective brand marketing strategies.
2.3 Problems of tea consumers
The practical problems of domestic tea product brands and the consumption experience of most domestic consumers at present are like two sides of a leaf. Consumers have always been in the "realm" of "I don't know the true face of Lushan Mountain, but toward which corner of the mountain". It is difficult for consumers to jump out of the inertia of thinking and form a brand awareness of tea products because they are too used to it. The vast majority of consumers who are used to drinking tea in China basically maintain the cycle of "going to the place where they are used to it and buying their own tea". For older consumers, decades of experience in drinking tea is hard to change, while young consumers are often influenced by their elders and continue the habit of buying and choosing tea for the older generation. Therefore, in the market where the consumption inertia is too strong, the brand marketing of tea products will often get into trouble.
3 Countermeasures to solve the problem
3. 1 Change ideas and develop together
The premise of marketing brand should be that tea producers and operators can realize the significance and function of brand value from the depths of consciousness, especially the decisive influence of establishing well-known brands with international influence on the sustainable development of enterprises. Domestic tea enterprises should be brave enough to break through the status quo and take the initiative to break the negative business thinking of being conformist and happy-go-lucky. Market economy welcomes international competition, pioneering and enterprising, rather than being content with the status quo and accepting good ones. Domestic tea enterprises should stand at the height of historical development in brand marketing, unite all forces that can be combined and take a road of "no internal friction and common development".
3.2 Improve product quality
Quality is the foundation of a brand, and the starting point of brand marketing is quality. At present, the quality of domestic tea products is difficult to adapt to international standards, which is also one of the limitations of the marketing difficulties of big brands. Decentralized, small-scale collective production and management, relatively backward and outdated production technology, facilities and equipment all make the quality of tea products in China far behind that of large-scale and group enterprises abroad. Take Indonesia, a developing country in Southeast Asia, for example. There are only 26 tea enterprises in Indonesia with an annual output of10.5 million tons, while the number of similar tea enterprises in China is three times that in Indonesia. This shows a very realistic problem-the small number of workers means the popularization of mechanization and programming, the application of standardized and modern production methods, and the stability and reliability of product quality. Therefore, improving the quality of tea products is the fundamental concept of production and operation that domestic tea enterprises should always keep in mind, and accelerating the modernization and standardization of tea production is the premise and premise of marketing brands.
3.3 Increase brand investment
"Catch a big fish in a long line" is not only a proverb, but also a process that marketing brands must go through. It is a long and arduous road from brand establishment to consumers' firm memory, and tea enterprises need to have enough investment and patient management. Quick success and instant benefit does not apply to the emergence and maintenance of an internationally renowned brand. Throughout the growth of major international brands, all have experienced the process of "many a mickle makes a mickle". Persistent investment and management are like "life in spring" and "growth in summer". Only through hard work can we get "autumn harvest" and "winter storage" For tea production enterprises, especially many private enterprises, the traditional concept of "good wine is not afraid of the depth of the alley" has become outdated in modern market economy marketing, and even the best "wine" needs to be publicized in a big way to let others know. As the saying goes, there is no output without input, and it is impossible to market a big brand and a good brand with enough influence without input. While constantly improving brand awareness and product quality, tea enterprises should have a keen market vision, observe the opportunities and gaps in the market at any time, seize all favorable opportunities to promote their own brands, innovate marketing channels and means, continuously strengthen exchanges and communication between enterprises and consumers, and deepen the consumption memory of enterprise brands through continuous intensive stimulation to consumers. When brand memory is relatively solidified among consumers, a well-known brand will attract the attention of the world from now on.
3.4 Create a corporate culture
On the surface, the concept of "culture" seems to have nothing to do with advocating actual production and operation, but even if an enterprise without "culture" can prosper for a while, it will eventually die because of the loose core. On the contrary, an enterprise with "culture" is a centripetal enterprise. Even if it encounters setbacks along the way, it will get a chance to reunite and cheer up because of such internal "strength", for example. Culture is the soil that can constantly nourish the "big tree" of enterprises. As a spiritual nourishment, culture has a subtle influence on people's creativity and energy, and people are the most dynamic capital of modern enterprises. Excellent corporate culture can not only unite people's hearts, but also illuminate the direction of brand development like a lighthouse, so that the "internal force" of the enterprise can be continuously exerted, the brand can thrive, and the enterprise and the brand can grow together.
4 conclusion
Influenced by the inertia of traditional production and operation for many years, the brand marketing of China tea enterprises has a certain gap with its international counterparts in the modern market economy. When commodity consumption has shifted to the category of "brand", strengthening brand marketing can not only promote tea sales, but also have a decisive impact on the future sustainable development of tea enterprises, which should be highly valued by domestic tea producers and operators.
Author: Jiang Si
SETTING: Weifang Institute of Science and Technology
References:
[1] Gong Yongxin. Carry forward tea culture and promote the construction of tea culture industry [J]. Journal of Hubei Radio and TV University, 2006(4):97-99
[2] Fan Zengping. The position and significance of tea culture in tea economic activities [J]. Agricultural Archaeology, 2006(2):22-25
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