Seeing from Yuncang Winery to build the core competence of the enterprise

From Hainan Yuncang Winery Co., Ltd. (referred to as Yuncang Winery), we can see that no matter it is a person, an organization, or an enterprise, it should have its core capabilities, and the core capabilities may be shaken. The chance of survival and the core competence may make a group of people go to a cause together, and the core competence may make an enterprise become brilliant.

It is understood that Yuncang Winery is the operator of FENDI CLUB beer, LEESON, Bold & Generous and HOMANLISM. Yuncang Winery is a combination of Yuncang + winery. Cloud warehouse delivery, winery experience, the traditional wine part of the business is online, and offline tasting is advocated. Offline purchases can also be placed online, and batch pick-up is also available. It can be shipped one by one according to the order, and the dealer does not advocate stockpiling except for display wine and basic inventory, and the operation is flexible. It is a sales platform that transforms the traditional liquor business online, and is a member unit of the China Alcoholic Drinks Association.

In terms of the length of an enterprise's life cycle, in the final analysis it lies in the core competence. It is very important whether the core competence is concentrated or dissipated. If the core competence of an enterprise is being dissipated, then the enterprise may lose its market competitiveness during the dissipation; on the contrary, if the core competence of an enterprise is in a state of continuous agglomeration and strengthening, then the enterprise will have greater The development space makes it more and more competitive.

Yuncang Winery concluded that the core capabilities of an enterprise's sustainable development mainly lie in four aspects: market insight capabilities, product research and development capabilities, branding capabilities, and strong people. Logically, the four may have a progressive relationship, but in the actual operation of wine companies, they are more often irrelevant. This is why many local wine companies have always been local wine companies and cannot continue to grow. reason. And those wine companies that have grown from small to large and from weak to strong have truly gradually improved the above four core capabilities according to their actual conditions.

Market insights: Rigorous and professional market research. Product R&D and sales are not about blind men trying to understand the elephant, but about knowing the market with confidence. Therefore, Yuncang Winery believes that it is very necessary to conduct market research before starting product development and market expansion. It can provide suggestions on market pricing and model market construction, and clarify the direction for subsequent product development.

Product research and development capabilities: a reliable product. Yuncang Winery believes that by mastering consumer preferences and market development trends, it will be easier to successfully develop products that are marketable. This product or series may not be the best-selling main product of the company, but it must have super high cost performance and design aesthetics.

Branding ability: Branding ability not only needs to cover professional brand value mining and shaping itself, but also includes pipeline ability, team organization and coordination ability, of course, pipeline ability and team organization and coordination ability are all possessed by a normal marketing organization. Therefore, the key core capability is brand capability, that is, the ability to make the target group recognize the value of the brand and pay for it.

Strongman: A mature marketing team. Yuncang Winery has inherent advantages in the construction of a marketing talent team, and can give full play to human resources to effectively manage and control marketing. While closely contacting the dealer group, we must also gradually master our own channel relationship resources. Only in this way can the vitality of the market be fully stimulated. In the initial stage of brand growth, the value of distributors in regional markets cannot be ignored. With the clever use of their pipeline resources, new brand sinking products can achieve rapid distribution and dynamic sales. At this stage, competitive market profits can be given to dealers, and relationship maintenance and supporting services can be done well. Dealers can earn more money, of course they will devote more energy to new brands and products.