Research On L-Hotpot’s Brand Position

With the deepening of China’s reform and opening up, people’s living standards are increasing. There are more and more opportunities to eat out. Food and beverage industry, in the past two decades, develop rapidly, and in which also developed a lot of formats, such as Western-style fast-food chain, Chinese fast food chain, Chinese restaurant chain, food and beverage chain and so on. In these numerous restaurants chain industry, over the past decade, booming out numerous restaurants specializing in hot pot, and the expansion of this hot pot without exception, the road towards the development chain. As one of many catering operation, hot pot chain enterprises face the same intense competition in the industry, many brands represented are rapidly occupied the hot pot chain market. L-hotpot was once the industry leader in China, after the acquisition of the international food and beverage Y Restaurant Group, it faced with the adjustment of corporate strategy, brand positioning therefore need to re-adapt to the new management philosophy, to build a whole China and even the whole world’s most successful hot pot chain.In this paper, L-hotpot company’s business development will be the background, and I will use the of theory of case studies, empirical studies, impact assessment and other analytical methods for L-hotpot company’s brand positioning, to conduct a comprehensive systematic analysis, and accordingly put forward concrete measures. Text is divided into seven chapters:The first chapter describes some of the background and significance of this study, the research content and frameworks, also including the basic theory, introducing brand positioning, target market segmentation and brand similarities and differences points. The second chapter is L-hotpot and its operating conditions described, focuses on the acquisition of the international food and beverage Y restaurant group and L-hotpot, its products business is equal to the new management philosophy and ideas of contradictions, the need to reposition the brand to adapt to the new market changed. The third chapter is about L-hotpot brand positioning, through the target market segmentation, target consumer groups study to establish the new brand positioning. The fourth chapter introduces consumer research, mainly through the results of consumer research analysis of the situation, demonstration brand positioning accuracy. Chapter V is a specific implementation measures introduced how the L-hotpot company do through various measures to implement the new brand positioning. The departments work together to rapidly introduce new menu with the company’s brand positioning. Chapter VI is a post-implementation impact assessment, an new menu listing to show before and after the sale of the brand positioning for the enterprise benefits generated. Chapter VII is the main conclusions.