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Marketing practice: brand marketing is in the narrow crowd
In my view, if you have the chance to become an emperor, no one would want to be a prince. Everyone understands that the market leader's share is twice as large as that of the followers. However, the issue lies in the fact that "everyone wants to be an emperor, but the people are not narrow enough." The era of mass-market scale has been over for more than a decade now. In this environment where supply and demand are market-driven, every product has its own strengths and unique value.
From this, we can see that when someone claims to be an expert in “golden oil,†they are often seen as liars. Similarly, when a company says it can treat all diseases, consumers tend to think they’re dealing with a charlatan. In my opinion, truly great achievements are rare: 1) Microsoft is rarely seen because of its future technology; 2) Buffett’s wealth is like that of a rich prince; 3) Hawking’s genius is unparalleled. Therefore, in the face of fierce competition, simplicity is often more effective than complexity.
Wang Laoji’s slogan, “fear of getting angry,†is simple yet powerful, leading to annual sales of 9 billion yuan. Before inheriting tradition, when selling herbal tea, the approach was complicated—claiming multiple benefits, even for beauty or internal heat—but sales only reached 100 million. That’s why the brand didn’t take off initially.
Similarly, Guangdong Jianshen Tea faced similar challenges. When Wu Zonglai, the company head, described the product in a very complex way, claiming it could cure everything from arthritis to heart disease and insomnia, he even claimed to have tested it on himself. While some were convinced, many others doubted whether it was fake or just a scam. However, after careful research, it turned out that the tea actually had real effects due to high-tech integration of twelve medicinal ingredients. Peer experiments confirmed its efficacy.
Yet, despite this, the tea sold poorly. Why? Because it was too complicated. It claimed to cure diseases and function as regular tea, making it seem suitable for everyone, but no one was truly convinced. If people were sick, they’d rather go to a hospital. If they just wanted tea, this one lacked the taste of traditional tea. This meant that in a broad market, Jianshen had no clear path to success. But where did the multi-million sales come from?
Upon investigation, it turned out that most buyers were between 35 and 50 years old—people with stable incomes, some even in leadership roles. They were tired and sought ways to prevent illness and regulate their bodies. More research showed that the real need wasn't just about prevention, but about a specific group of people who valued health above all else. The problem was that the original message was too broad and too complex.
After repositioning, Jianshen shifted from being a medicine to a “healthy tea†and targeted middle-aged and elderly individuals. The result was simple messaging, clear audience, and strong sales. This strategy worked, and Jianshen quickly became a local success.
Behind the success of Jianshen and Wang Laoji is a common principle: cutting out the noise and focusing on a small, defined market. This reminds me of the chess scene in Jin Yong’s novels, where a full-scale attack eventually leads to a dead end. Only when a player finds a unique corner does a new hero emerge. A full-scale attack is like a Red Sea competition—intense and often destructive. But focusing on a niche is a blue-sea strategy, where a small but strong position can be captured and sustained.
This applies to the market as well. With the end of the scale market era, individual needs are becoming more important. What everyone thinks will be popular is often not what people actually want. Only by identifying the right market segment can a brand stand out and create real value.
The method? Concentration—pure, focused, and consistent. Take Jin Hao, a Shandong meat brand. When the meat market was already crowded, Jin Hao found a niche by targeting children. It created the concept of “high-calcium ham,†designed easy-to-tear packaging, set a slightly higher price to reflect quality, and promoted it through media aimed at kids. This concentrated effort led to rapid growth and recognition.
Not every product can meet material needs, but focusing on spiritual ones works just as well. Pepsi, for example, built a dynamic and joyful space for youth, which is a classic case of emotional branding.
Laozi once said: “The Dao gives birth to one, one gives birth to two, two gives birth to three, and three gives birth to all things.†Market segments are not fixed; they evolve. Even a small segment, when properly targeted, can grow into a major market.
Like the dairy industry, which offers walnut milk, breakfast milk, red date milk, etc., each segment has carved out its own space. Because of this focus, these products achieved significant success.
Everything starts with a fulcrum. Just as a Greek philosopher said, “Give me a fulcrum, and I will move the Earth.†The market segment is that fulcrum. When brands like Arowana dominated the edible oil market, Luhua found its strength in peanut oil. When Mengniu and Yili ruled the mass market, Miao Shi carved out a successful channel. Knowing yourself and the market, adapting over time—this is the key.
I believe that even a single leaf can signal autumn, and a small market segment, though modest, can become a big opportunity if it fits your strengths. After all, a small market can still make a prince.