Research On A Multi-brand Rebranding Strategy Of Sanitary Napkin Business Of HA

With the market economy becoming more and more mature, and the competition heating up, the operation level of enterprises is being upgraded from product operation to brand operation. Brand strategy thus becomes more and more important to the enterprises and management science. Compared with international enterprises, Chinese enterprises generally have all kinds of disadvantages, such as short development course, small-scale, weak competition. In the past, the development of most enterprises was just relied on advantages of low cost, wide coverage, strong sales. As result of lacking brand strategy planning and a long term brand building, these enterprises highlighted inadequacy in continued growth when they reached to a certain development level, so they started to try multi-brand strategy in order to expand market and improve market share.As one of the earliest Chinese enterprises making sanitary napkin product, Hengan captured the market rapidly through their strong sales channel advantages, and entered the first competition camp of sanitary napkin industry. However, compared with the aggressive marketing of global sanitary napkin brands, such as Whisper、Sofy and Kotex, Hengan was increasingly lack of brand power. In order to drive continued growth, Hengan already adopted dual branding strategy in the90’s, launching two brands, Anerle and Anle. Later in year2001, as a response to market, Hengan launched one more brand, Spacez, and began to run three brands at same time. These actions worked for securing Hengan’s current market position, but on the other hand, the inadequacy in multi-brand strategy planning and multi-brand management has become a core issue for Hengan Group. Thus, Hengan has to re-audit their multi-brand strategy and to make adjustments in order to consolidate their market position.Based on the years of working experience and practice in brand consulting, the author looked up a large amount of basic materials and the predecessors’ studies of Hengan, collected relative data, and made a research on the multi-brand strategy planning of Hengan. In this thesis, Brand Audit Model and SWOT Analysis are used to dialyze the internal and external environment of enterprise and the consumer market; Brand Power Model is applied to audit the brand assets of multi-brand; Market Segmentation Method and Consumer Insight Method are used to sort and re-clarify the multi-brand strategy goal and multi-brand strategy blueprint of Hengan; Brand Vision Model and Value System Model are adopted to re-position Hengan’s multi-brand strategy. And then combining the periodic law of brand growth, from the angle of product, sales channel and brand communication, the author designs the development proposal and methods for Hengan multi-brand strategy for future five years. By using rigorous analysis method and systematic brand planning tools, this thesis attempts to sort out the challenges and problems that Hengan multi-brand strategy faces, and to clarify the necessity and essentiality of strategy re-mapping in order to obtain faster and better development for Hengan multi-brands. The author wishes this research article can serve as a reference for Hengan to scientifically understand the current situation, and to provide certain support to Hengan in multi-brand strategy decision-making.