What is Sales and Marketing Strategy of Shanxi Xinghuacun Fen Wine Factory Company?

Historically dominated by wholesale distributors and provincial agents; since 2018 territory management and KPIs reduced gray‑market leakage and improved price discipline, concentrating >50% of sales in the top 10 provinces by 2024.

Core for brand building and trial; banquet packages and corporate gifting drive premium SKU volumes. Post‑pandemic recovery in 2023–2024 delivered double‑digit on‑trade sell‑out growth, especially for Fenjiu Blue/Black and Qinghua.

Presence in national KA supermarkets, convenience chains and specialty liquor shops; shelf standardization and back‑bar visibility programs (2021–2024) improved facings and protected retail price integrity.

Flagship stores on Tmall, JD, Pinduoduo and Douyin, plus WeChat mini‑programs. Live‑commerce on Douyin/Kuaishou during 2024 shopping festivals contributed high single‑digit shares of monthly online GMV.

Fenjiu highlights centuries‑old fermentation pits and local spring water from Xinghuacun, using documented provenance to support authenticity claims and premium pricing tiers.

Positioned as approachable, Fenjiu markets a softer palate profile to attract younger and urban consumers switching from spirits or wine, aiding category expansion.

Price ladder spans mainstream Fenjiu Blue/Black to aged 20‑ and 30‑year editions and limited collector releases, balancing mass and premium channels.

Guarantees include anti‑counterfeit tech, consistent batch profiling, and dignified gift packaging to support on‑trade gifting and retail theatre.

Objective: premiumize and standardize pricing; creative used porcelain aesthetics and master‑craft narratives; channels included CCTV sponsorships, OOH and Tmall Super Brand Day. Result: higher ASPs, improved retail price discipline and meaningful mix shift toward mid‑high tiers with reported ASP uplift in targeted SKUs of around 15–25%.

Objective: capture younger urban consumers and gifting peaks; creative featured tastings with sommeliers/KOLs, limited bundles and QR‑bound memberships; channels were Douyin live and WeChat retargeting. Result: strong traffic spikes during 6.18/11.11, online GMV mix rose to high single digits in peak months and customer acquisition cost efficiency improved via CRM re‑marketing.

Objective: post‑COVID on‑trade recovery and share gains in weddings/corporate events; creative offered customizable banquet sets and on‑site ritual branding; channels: distributor activation, event planners and local media. Result: double‑digit banquet sell‑out growth and stronger presence in tier‑2/3 cities, contributing to on‑trade revenue recovery.

Objective: reinforce light‑aroma leadership; creative produced docu‑style films, fermentation visuals and master distiller interviews; channels: Bilibili, WeChat video and museum/distillery tourism tie‑ins. Result: high engagement and elevated brand consideration among culture‑oriented consumers, improving share of voice in heritage positioning.

Limited editions with cultural institutions and regional tourism boards amplified credibility and gifting appeal; select celebrity/KOL tie‑ins expanded reach while retaining a refined tone, aiding premium gifting sales during peak seasons.

Across campaigns, digital channels increased penetration among urban under‑40 buyers; e‑commerce contribution to revenue rose in promotional months and distributor coordination improved price compliance and channel mix.