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the act of getting possession of something; "he was responsible for the procurement of materials and
supplies"

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osted:2009-9-8 Browse:372 chinese Versionm

ntense competition in the liquor industry, market conditions, a brand's growth through a lot of set
backs and challenges, there are also a variety of factors. After many years of Research and obse
rvation, Guo wild summed up the liquor industry, market competition exists in the four key factors
, as for the liquor industry, the brand's growth and Development do something modest.
1: China's liquor industry, the most important Economic characteristics of that?
1, market size: China's annual consumption of liquor is about 500 million tons, including Wul
iangye, Jiannanchun, Luzhou, Langjiu, Shuijingfang, Tuopai River wine represented more than 4
0% share of the market share.
2, competition, compete range: mainly a regional competition, but only in small and medium
enterprises; large enterprises, mainly in the national competition. SMEs may be in its origin to do
a market within a radius of 1,000 kilometers, perhaps to a higher level of consumption of one or
more urban development in the municipal market guerrilla; big business is using its own resource
s, to expand the brand.
3, the ndustry growth cycle in the current stage: relatively mature stage.
4, the number of competitors and their relative size: the industry has been carved up by a la
rge number of small and medium enterprises, there is no one business, a product able to monop
olize the market. n 1999, the state levy heavy taxes on liquor, a large number of small wineries c
losed down; emblem wine, Lu wine, liquor weak Henan, Sichuan liquor Xiong Qi.
5, the number of buyers and their size: the large number of buyers, the regional market in th
e Spring Festival consumption alarming; the urban-rural consumption, the potential has not fully
been tapped.
6, forward integration and backward integration of the prevalence of: prior to the emergence
of regional distributors on their own products; after manufacturers began to pay attention to the i
ntegration of the image appears to promote and market management, committed to improving th
e level of sales management and improve sales effectiveness.
7, a channel to reach buyers Category: Self, agency, distribution, mainly to middlemen.
8, the product nnovation in the production process and the introduction of new products, th
e pace of technological change: production techniques are traditional, some new technologies us
ed; new products faster, because the new product is just the packaging, the name on the update
s.
9, competitor's products and services: products and services reflect the obvious, mainly refl
ected the quality of wine for the product itself.
10, the industry in the Company's ability to achieve procurement, manufacturing, transportat
ion, Marketing or advertising, etc. From EMKT.com.cn economies of scale: Wuliangye, Luzhou, T
uopai processing methods such as the use of the brand large-scale reproduction of the brand Ho
wever, due to an uneven level of business partners, this approach has shown shortcomings in th
e market, economies of scale can not be reflected in fragmented markets.
11, the industry is not certain activities with learning and Experience effects in the following f
eatures: liquor industry can learn from little things.
12, the level of capacity utilization to a large extent determine whether the ability to obtain c
ost-efficiency: production costs are lower, the higher cost of sales; is to determine the level of cos
t of sales a key indicator of profitability.
13, the necessary resources and the difficulty of entry and exit: enter the difficulty is small, t
he necessary resources n addition to manufacturing equipment, the human resources are the m
ost important part.
14, the industry's profitability is above or below the average level: high level of profitability;
market price-sensitive; high-end products, high profits, low end products, low profits, and are subj
ect to market management, marketing and promotion constraints.
Second, play a role in liquor-making industry competitiveness is what? How they are strong
?
Depth analysis of the industry, the competitive process, and tap the corresponding competiti
ve pressures and to determine the power level of the various forces of competition to determine t
he direction of the brand strategy, competition, strategic thinking is an important manifestation of
the brand.
(A) competitive pressures from the power of buyers
1, at all levels of the power distributor
Dealers concerned about the core issue of ------ as long as a profit, distribution of prod
ucts can be any brand.
Dealers more willing to distribute low-priced products, the amount of their business in o
rder to take the main act did not pay attention to the brand.
n the factory there is input, there is support, market norms, the big dealers willing to do
the brand in order to obtain benefits.
Dealers in the terminal and control, has the absolute advantage, while the sales of the
manufacturers control over weaker sales channels.
2, groups, the power consumption
 Groups of consumers more choice than the dealer brand of power, on the one hand, he coul
d bargain with the dealer; the other hand, he can purchase directly from manufacturers to implem
ent. Consumer groups are embodied in Kanjia stronger ability, but also convert the brand quickly,
without paying any cost.
3, the power of individual consumers
Consumers are demanding taste, but also used to follow suit; individual brand loyalty from t
he product quality and proper price. ndividual consumers switched to buying competing brands o
r substitutes relatively low cost, it is worth attention. ndividual consumers to the brand in 15% of
repeat buyers, therefore, seize this crowd is the key to ease the pressure of competition.
(B) industry competition, firms compete
Competition within the industry vendors compete for resources embodied in the right chann
el, consumer groups, resources, and the level of advertising resources. This level we need to find
the answer from the consumer's point of view. Through to consumers in-depth interviews, we ca
n define the competitiveness of firms concentrated in the following six areas: pricing, brand imag
e, wine quality, texture features, promotional products, advertising.
Quantitative evaluation of more than amply demonstrated: lower prices, enhance brand image, u
sing a special promotional measures and introduced a distinctive quality and taste of wine, increa
se advertising efforts to boost consumption to maintain competitive advantage of a magic weapo
n.
(ii) competitive pressure from substitutes a substitute for white wine is mainly red wine, rice
wine, wine or beer. Should be said that these types of products have their market segments, and
the place of consumption, the environment, the meaning is also different. Liquor is a traditional C
hinese sense of the drinks, in festivals, wedding and family gatherings are the people's choice; b
ut because of the people for Health needs, increasingly reduced the proportion of white wine. Co
nsumption of liquor products in both high-end price-based. At present many liquor-making industr
y because of various brands, and are invariably go historical, cultural routes, consumers have be
come numb to curry favor manufacturers. Thus, a fixed market share in the short term there will n
ot be much change, although the competitive pressures facing the alternatives is not small, but b
ecause of the level of consumption of differentiated products, which do not have to deep into acc
ount the pressure of competition. (v) potential competition from new entrants in the liquor industr
y, new entrants have inherent deficiencies. Liquor is a very traditional industry, and needs of clim
ate, soil, water and many geographical advantages; and the traditional liquor of the origin and Te
chnology can not be copied. However, due to market development, regional market, businesses
can be the brand processing, or for the regional market custom-made products, but the competiti
veness of these products is only reflected in the regional market. Therefore, the potential new ent
rants will not be much competition.
(5) competitive pressure from suppliers liquor industry suppliers, including packaging, bottle,
caps, gifts and other upstream manufacturers, our competitive edge is weak, and is also a great
alternative space.

Third, changes in the liquor industry, the drivers of what? Their impact?
Changes in industry and the competitive environment the most important factor is the driver.
Driver Analysis in two steps: to identify all kinds of drivers, measure out the driving factors will im
pact on the industry.
Driving factor analysis from the 13 kinds of factors that affect the wine industry will be an im
portant factor for change to separate the final drivers to determine the conditions can not be in lin
e with more than 3 - 4.
1, the industry changes in two long-term growth, product buyers, and buyers of product cha
nges in the way 3, 4 product innovation, technological change, 5, marketing and innovation in six
large firms to enter or release 7, technical (core technology) the proliferation of 8 , the industry's i
ncreasingly globalized 9, cost and efficiency change in 10 buyers of differentiated products the re
cent preference for place of the previous preference for 11 commercial products, management a
nd government policies influence the changes in 12, social concerns, attitudes and lifestyle chan
ges in 13, uncertainty and business risk reduction The following are through a combination of liqu
or market conditions, the impact of using the Delphi method to be an important factor for change i
n liquor-making industry: a marketing innovation 2, social concerns and attitudes and lifestyle cha
nges 3, management and government policies influence the changes in four, the industry growth
rate long-term changes in four key factors determine success or failure What is this?
The key factors will determine the success of business. We have the list of critical success
factors defined in a wine industry, a key factor applied.
(A) and the technology-related critical success factors 1, research skills, 2, the product improv
ement process on the capacity of 3, established four technical know-how and use of the nternet
capabilities (release information, manage inventory, management, marketing, etc.) (2 ) and the m
anufacture of critical success factors related to a low-cost production efficiency 2, a high utilizatio
n of fixed assets 3, low-cost production facilities location 4, have access to sufficient skilled labor
force 5, labor productivity, high 6, low-cost product design and production process 7, flexible and
customer needs to produce products (3) and the sales channels of the critical success factors rel
ated to a strong wholesale distributor / dealer network, two can be on the shelves of retail access
to adequate space 3 , with its own distribution channels and outlets 4, 5 low-cost distribution, del
ivery soon (4) and marketing-related critical success factors for a rapid and accurate market posit
ioning two for the price of the market position 3, the customer's effectively meet the four, the syst
em of promotion and advertising savvy 5, a strong market management and nformation feedbac
k 6, attractive packaging (5) and the skills of critical success factors related to a labor force with e
xcellent talent 2, quality control 3, taste like a 4, can develop innovative products and create new
value 5, 6 organizational capacity, innovation capacity of 7, capable of rapid changes in the mark
et to make an accurate response to 8, with quite a lot of experience and know-how (6) Other type
s of key factors one has a clear, favorable corporate image 2, good human resource base 3, the
product of intellectual property rights through the analysis of these key factors, we have practical
application to key factors to the weighted index, thereby confirming the strategic work of the focu
s.m

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1. rocurement managers work in many different industries. rocurement managers are

responsible for the purchasing and acquiring of materials by companies. This means procuring
everything from lumber used to build a house, to materials used to manufacture items,
to Ê  used by employees. The duties of procurement managers thus include
understanding the company's needs, dealing with suppliers and vendors, and ensuring
purchased items adhere to company policies for product purchase.

 

2. rocurement is the purchasing activity on behalf of a 
 or other organization. The type of
services, products, and other commodities that are purchased vary depending on the
organization, but the purchasing process is usually similar. The Bureau of Labor Statistics
describes the purchase process and the manager's responsibilities.

To determine what goods to buy, procurement managers study sales trends, keep abreast of
their company's inventories at all times, research local and international suppliers, and compare
items to ensure they get the best deal. To be effective at their , they must both have a
technical understanding of the type of goods they need to purchase and of how those goods are
used by their company, as well as relationships with different vendors and suppliers that enables
them to buy those goods when needed.

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3. Coordinating the procurement activities across the company will depend on the role and structure
of the procurement department. For instance, in a company that is decentralized, each
department has the ability to make its own purchasing activities. The procurement manager's
coordination will require documentation, training, and overseeing reports from the account
system.

n a centralized company, however, all the requests are funneled to the staff, who will report the
activities to the procurement manager. For this structure, the procurement staff is organized in a
grouping that allows them to identify opportunities for purchasing activities and ensuring
compliance with policies.

 Ñ
4. According to North Carolina State University, policy compliance is one of the responsibilities of a
procurement manager. rocurement policies of a company are designed to protect the
organization from any legal challenge, while acquiring the best combination of quality, service,
and price. The procurement manager ensures that all staff and departments who are purchasing
materials and services on behalf of the company are abiding by the guidelines. This involves
familiarity with a company rules and regulations in regards to both budget and quality for the
purchase of different projects.
   
  

5. The procurement manager's supervision duties involve daily operational supervision,
performance reviews and human resources issues. The department's operational efficiency is
evaluated based on customer service, total turn-around time, total dollar value saved, and the
total value and quantity of the purchases.
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