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2004年,许多媒体称之为润滑油元年。在以前一直为壳牌、美孚、BP 等国际品牌占据的品牌市场上,一下涌现出昆仑、长城和统一这三大民族品牌,其中昆仑和长城,一个隶属于中石油,一个隶属于中石化,实力超群,出手不凡。特别是昆仑润滑油,由于领导层大刀阔斧的品牌战略,以及引人注目的广告传播策略,一时为各大媒体关注。不到一年的时间,昆仑润滑油的品牌传播战略已收获累累硕果,今年1—5月,销售实现300％的奇迹般增长。让人们瞩目的是,创造这种品牌战略成功案例的竟是中石油这样的国有大型企业。国有大型企业如何迅速走向市场、打造民族强势品牌,这是中国经济腾飞的一个重要标志。昆仑润滑油的经验值得许多尚在调整以适应市场的众多国有企业借鉴。
In 2004, many media called lubricants the first year. In the brand market that had been occupied by international brands such as Shell, Mobil and BP, the three national brands of Kunlun, Great Wall and Unification emerged. Among them, Kunlun and Great Wall, one affiliated to PetroChina, one affiliated to Sinopec, Shot extraordinary. Kunlun lubricants, in particular, due to the leadership of the drastic brand strategy, and compelling advertising strategy, for a time for the major media attention. Less than a year, Kunlun lubricants brand communication strategy has gained a lot of fruit, from January to May this year, sales achieved a miraculous 300% growth. What draws attention is that large-scale state-owned enterprises such as PetroChina were actually creating successful cases of this brand strategy. How Large State-owned Enterprises Quickly Moved to the Market and Build Strong National Brands This is an important symbol of China’s economic growth. The experience of Kunlun Lubrication is worth learning from many state-owned enterprises that are still adjusting to the market.