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Marketing practice: brand marketing is in the narrow crowd
In my view, if you have the chance to be an emperor, no one would want to be a prince. Everyone is aware that the market leader's share is twice that of the followers. However, the issue lies in the fact that "everyone has their own emperor, and the people are not narrow enough." The era of large-scale markets ended more than a decade ago. Therefore, mountains belong to the benevolent, water to the wise, dragons follow the clouds, and tigers are drawn to the wind. In a market where supply and demand are fully commercialized, everything grows and possesses its own strengths.
From this, we can see that when someone claims to be an expert in "golden oil," they are often seen as liars; when someone says they can treat all diseases, consumers might think they're quacks. In my opinion, it’s actually very difficult to achieve true success: 1) Microsoft rarely appears after future product technology strength; 2) Buffett is a rich prince through his wealth; 3) Hawking is a genius with his mind. Therefore, in the face of fierce competition, simplicity is not always effective—it’s often complexity that leads to inefficiency.
Wang Laoji’s “fear of getting angry†slogan is simple and powerful, leading to annual sales of 9 billion yuan. Before inheriting tradition, when selling herbal tea, it seemed complicated: it had many effects, could be used for beauty, even under fire. But the land wasn’t out of the South, and sales were only 100 million.
The same applies to Guangdong Jianshen. Jianshen produces “Jianshen†tea. When Wu Zonglai described the product in a complicated way, claiming it could cure everything from arthritis to heart disease and insomnia, he even provided examples and said he had tested it himself. While some watched him with skepticism, many colleagues doubted whether it was fake or not. However, after careful research, it turned out that the tea’s effectiveness came from a new high-tech process integrating twelve medicinal flavors. Peer-reviewed experiments confirmed its real effect.
But why did such an effective tea sell poorly? Why only 10 million yuan in local sales? After investigation, the answer was simple: it was too complex. It claimed to cure diseases and function as tea, appealing to everyone, but no one was convinced. If you’re really sick, you go to the hospital. If you just want tea, it doesn’t taste like regular tea. This means that in a broad market, Jianshen Tea had no clear direction. Where did its multi-million sales come from?
Further research showed that those who drank Jianshen Tea were mostly aged 35-50, with stable incomes and even some in leadership roles. They were tired all year and wanted something to prevent illness and regulate their bodies. More than 80% said they drank it for health reasons. Further study revealed that while the surface need was prevention, the real demand was deeper. The problem was that the product was too broad and too complex.
After investigation, the company changed its approach. Instead of positioning itself as a medicine, it rebranded as “healthy tea†and targeted middle-aged and elderly individuals. The result was simple, focused, and clear. Although the market appeared small, sales were strong, and Jianshen quickly became a local success.
Behind the success of Jianshen and Wang Laoji is a common strategy: cutting away the excess and focusing on a small, specific market. This reminds me of the scene in Jin Yong’s novels where a full-scale attack leads to a dead end, but breaking out from a corner creates heroes. Why? A full-scale offense is a Red Sea-style competition—aggressive and risky, often hurting others and yourself. A dead corner, however, is a blue-sea strategy—small, unique, and easy to dominate. That’s why virtual bamboo succeeded: by focusing on one point and attacking relentlessly.
The same applies to the market. With the end of the scale market era, individual needs now drive consumption. Products that everyone thinks will be popular are often disliked. Only by identifying a suitable market segment can a brand stand out.
As for the method, it must be concentrated, focused, and consistent. Take Jin Hao, for example—a Shandong meat brand. When the meat market was already crowded, with brands like Shuanghui and Yurun dominating, Jin Hao chose to target the children’s market. It created the concept of “high-calcium ham,†designed packaging that was easy to tear, priced it slightly higher than traditional ham to highlight its value, and promoted it through various channels targeting kids. By focusing entirely on one segment, Jin Hao reversed its situation and became a national brand.
Not every product can meet material needs, so focus on spiritual ones. Pepsi, for instance, created a dynamic and happy space for youth, a classic example.
Laozi once said: “Dao gives birth to one, one gives birth to two, two gives birth to three, and three gives birth to all things.†For market segments, the product or brand value isn't fixed. Even a small segment can grow into a big market. Like the dairy industry, which offers walnut milk, breakfast milk, red date milk, etc., each niche has achieved great success.
Everything is like the saying of a Greek philosopher: “Give me a fulcrum, and I shall move the world.†Market segments are such fulcrums. When Arowana dominated the edible oil market, Luhua found its fulcrum in peanut oil. When Mengniu and Yili controlled the mass market, Miao Shi carved out a niche. Seeing the world, knowing ourselves, and moving forward step by step, I believe that even a small market segment, though tiny, can become a king if it fits you.