两年前“多宝”火爆重庆如今辉煌已成往事又一个失败的营销案例有太多的原因值得剖析 1997年在重庆掀起消费热浪的多宝饮料,瞬间便从辉煌走入低谷,后经一年的苦苦挣扎,最终无奈地淡出市场。今年它也许仍是重庆街谈巷议的主题,但内容已是两大分销商的近万件多宝急欲出手,开始上演从折价到买一送一再到附送累计折扣的悲剧,战争愈演愈烈,但这已与其生产厂家无关。作为多宝在重庆市场从成长到消亡的见证者,笔者特叙多宝之得失,以资借鉴。多宝的失败不是缺乏市场的策划力,而是缺乏执行力。公司总部专门设立有直属促销、策划部,负责市场调查、消费分析 Two years ago “Duobao ” hot Chongqing is now a glorious past and another failure of the marketing case there are too many reasons worthy of analysis in 1997 in Chongqing, set off a consumer heat wave of multi-beverage beverages, instantly from the glory into the trough, after After a year of struggling, she eventually reluctantly faded out of the market. This year it may still be the subject of talks in Chongqing Street, but the content is that the two major distributors, nearly 10,000 pieces of Treasure, are eager to get rid of, and they begin to stage tragedies ranging from discounted prices to one-on-one delivery to cumulative discounts, and the war has intensified. It has nothing to do with its manufacturer. As the witness of the growth and demise of Duobao in the Chongqing market, the author narrated the advantages and disadvantages of Duobao for reference. The failure of Duobao is not a lack of market planning power but a lack of execution. The company’s headquarters has a direct sales promotion and planning department that is responsible for market research and consumption analysis.