Restart offline channels comprehensively can blue moon return to the first brand

Four years after the break, blue moon once again joined hands with RT mart, focusing on offline channels such as hypermarkets. On December 16, it was reported that blue moon returned to the stores of RT mart, Auchan and other high Xin Department stores, and successively carried out the distribution of related products. According to analysts in the industry, although Internet retailing has developed rapidly in recent years, the hypermarket is still the core channel of daily chemical cleaning products sales. It means that blue moon will return to the offline channel in an all-round way and intentionally recover the lost market share four years after the break. And this return, no matter in the promotion of the brand or the market share, is good for blue moon. But it remains to be tested whether blue moon, four years away from the offline channel, can return to the position of the first brand of laundry detergent. Holding hands with RT Mart on December 16, it was reported that blue moon once again held hands with RT mart, Auchan and other high-tech stores four years after the break with RT Mart. It is understood that blue moon completed the purchase of Gaoxin stores such as Auchan and RT Mart on December 10. Although the items are incomplete, they will be completed one by one in the future. In fact, at the beginning of November, there will be news flowing out of the circle - at the end of November, blue moon will complete the delivery of national RT mart and Auchan series.

On the issue of blue moon's return to RT mart and offline channel of hair power, the reporter of Beijing business daily interviewed blue moon, but as of the time of publishing, no reply had been received. However, some netizens reported that they had seen the blue moon products which had been put on line in RT Mart. This also further proves that blue moon is holding hands with RT mart and returning to offline channels. It is reported that before 2015, the sales channels of blue moon mainly focused on people's music, Carrefour, Auchan, RT mart and other hypermarkets. Later, due to the conflict of interest between the two sides, blue moon broke up with a number of hypermarkets and suspended the cooperation. According to incomplete statistics, there were renle, Carrefour, RT mart, Auchan and other national stores involved at that time. According to the analysis of the insiders, there is a contradiction between the supply and demand of daily chemical products behind the removal. Especially, in recent years, with the increase of channel cost and human cost, the game between suppliers and hypermarkets as retailers becomes more and more intense. And blue moon encounter channel off the shelf, it is the result of this interest game. In fact, the blue moon didn't last long. Two years after breaking up with the hypermarket, blue moon quietly returned to Carrefour. At that time, it was predicted that RT Mart would return soon after its return to Carrefour. Zhu danpeng, an analyst with China's food industry, told the Beijing Business Daily that blue moon's return to the traditional channel of business super is the right decision. Because the heavy consumers of daily chemical cleaning products such as blue moon are housewives, and 70% of housewives, the main channel for purchasing daily chemical cleaning products is mainly supermarkets, so the return of blue moon can be said to be a mess.

The previous e-commerce channels will form a good combination and grafting with the traditional channels, which will greatly help Yu lanyue's future performance. Four years of trial and error after breaking with the hypermarket, blue moon went on the road of four years of trial and error. It is reported that after 2015, blue moon has planned the channel transformation blueprint of "o2o + direct sales". On line, blue moon quickly signed an exclusive agreement with Jingdong; off line, blue moon built its own moon house community franchise store, similar to the self built warehouse of Jingdong, which can realize nationwide distribution. It is reported that at that time, blue moon also established distribution cooperation with many express companies, making the courier a promotion terminal. At the same time, blue moon launched a new high-end product, blue moon machine wash premium product, which is specially designed for Internet channels. Since then, moon house has landed in Beijing, Guangzhou and other cities. However, due to location constraints and consumer demand is not very matched, the moon house did not develop on a large scale. It is understood that the three moon houses in Beijing are built in Shunyi District, Miyun District, Changping District and other non core areas; the Moon House stores in Shanghai and Guangzhou are also located in non core suburban areas. According to the insiders, moon house mainly sells high-end blue moon machine wash products. However, the house is located in the suburb of beishangguang, and the consumption capacity of the sub region does not match the high-end products launched by blue moon. This layout also doomed to the end of the Moon House's closure. It is understood that in 2017, the moon house in Beijing was sublet or closed or changed to a restaurant, and the offline self built channels were almost completely transferred to the online.

Xu Xiongjun, an expert in strategic positioning and founder of Jiude positioning consulting company, said in an interview with a reporter from Beijing Business Daily that it is not wise for blue moon to give up the hypermarket and start the online plus self building mode. It turns out that blue moon is wrong. Half a year after the launch of moon house, most of them are in a situation of shutting down and Subleasing, which means that the road of self building is not feasible for blue moon. And blue moon in performance, market share has also been affected. In2008, blue moon took the lead in opening the "liquid age". Since then, China's household washing began to change from "powder" to "liquid", at the same time, it also opened the curtain of "liquid era" of the whole domestic detergent industry. In 2011, blue moon launched the first hand washing liquid in the Chinese market. Two years later, it launched a professional washing product for specific stains and a special washing liquid for 0-3-year-old babies. In 2015, we launched professional products such as travel detergent and pre coating detergent. No matter in product function, launch time and segmentation, they are all in the forefront of the market and occupy the first position. But in the four years since blue moon left the hypermarket, the dominant position of laundry detergent has been replaced. According to Euromonitor, blue moon's market share in China has declined from 23.4% in 2012 to 20.3% in 2016. In 2017, Libai detergent market share was 26%, becoming the new generation of detergent market leader. In addition, after the blue moon came off the shelves, the shelves were occupied by competitors in the same industry. It is reported that after Chengdu Carrefour put the blue moon products on the shelves, its normal shelves were engraved and purchased at the price of 2000 yuan / month, and the weekend activity of "low price + special price + promoters" was carried out in the store. At the same time, the promoters were all transferred from the districts and counties to the stores in Chengdu, so that each Carrefour store had at least 10 promoters. For whether blue moon can return to the first brand, Xu Xiongjun analyzed to reporters: "blue moon has occupied a certain market share in the daily chemical cleaning and care products market in the development of many years, especially the brand recognition of consumers for blue moon is also relatively high. It can be said that blue moon has always been the leading brand in the daily chemical washing and care market. Even though they have been away from the hypermarket for nearly four years, consumers still have a high proportion of brand awareness of blue moon compared with LiBai, Diao brand and other daily care brands. This time, it is not difficult to regain the position of the first brand of laundry detergent through the channel of offline shopping malls. "