R系列珠宝在阿里巴巴平台试销调研报告

InvestigationReportofRSeriesJewelryTrialSaleonAlibabaPlatformSincetheopeningoftheindustry,China'sjewelrymarkethasmaintainedahighgrowthrate.After30yearsofrapiddevelopment,ourjewelrymarkethasalreadyreachedaconsiderablescale.Inthecourseof30yearsofdevelopment,theindustrypattern,consumerpreferencesandotherchangeshavechanged.Atpresent,China'sjewelrymarkethaspresentednewcharacteristicsinmanyaspects.Atthesametime,thisarticleconductedthesurveywiththeexampleofNelsonJewelleryArtCo.,Ltd.,whichsellsRseriesjewelryontheAlibabaplatform.TheinternalandexternalenvironmentofNelsonJewelleryArtCo.,Ltd.wassummarizedby4Panalysistheory,andthemarketingstatusofthecompanywasanalyzed.Thetargetmarketofthecompanywasdetermined,whichfocusedonthemarketsituationoftheRseriesjewelryindustryandprovidedobjectiveandcorrectsuggestionsfortheinvestmentdecisionandmarketingdecisionoftheRseriesjewelryindustry.Keywords:jewelry;Rseriesjewelry;jewelrymarket;research我国珠宝首饰市场自从行业开放以来，一直维持着较高的增长幅度，经过三十年的快速发展，我们珠宝首饰市场已经具备相当的规模。在三十年的发展历程中，行业格局、消费者消费偏好等几经变动，当前我国珠宝首饰市场在诸多方面呈现出新的特点。同时，本文以在阿里巴巴平台销售R系列珠宝的立艺珠宝手艺有限公司为例开展了这次调研。运用4P分析理论对立艺珠宝手艺有限公司内外环境进行了总结，并对企业的营销现状进行了分析。确定了企业的目标市场，其中着重分析了R系列珠宝行业市场情况，为R系列珠宝行业的投资决策以及营销决策提供客观的、正确的建议。关键词：珠宝；R系列珠宝；珠宝市场；调研1Introduction1.1ThepurposeandsignificanceofthethesisSincetheopeningoftheindustry,China'sjewelrymarkethasmaintainedahighgrowthrate.Basedonthehealthydevelopmentofthedomesticeconomy,thejewelrymarketwillcontinuetomaintainrapidexpansion.TherapiddevelopmentofChina'sjewelryindustryisobvioustoall.In2011,salesgrowthwasashighas40%.Afewyearsago,jewelryhasbecomethethirdlargestconsumerhotspotafterrealestateandautomobiles.Thehugebusinessopportunityattractstheattentionoftheworldjewelryindustry,andmanyinternationaljewelrygiantsregardtheChinesemarketasthefocusoffuturedevelopment.Withthedevelopmentoftechnologyande-commercetoday,jewelryisnolongeraluxuryinpeople'seyes.Especiallyinrecentyears,China'sjewelrybrandshavecontinuedtoriseandcompetewithinternationalhigh-endbrands.Theglobaljewelrymarkethasshownatrendofblossoming.Moreover,thejewelryindustryisasunriseindustrywithgreatdevelopmentpotential,anditsmarketdemandpotentialishuge.Withtheincreaseinincomelevels,people'sconsumptionstructurehasalsoundergoneimportantchanges,makingthejewelryindustrydeveloprapidly.Thejewelryindustryisamonopolisticcompetitionindustry.Theprofitsofenterprisesintheindustrycomefromthedifferentiationofproducts.Atpresent,theproblemofhomogenizationofproductsinthejewelryindustryisveryprominent.Thisshowsthatthecompetitioninthejewelryindustryhaschangedfromthestageofproductcompetitiontothecompetitionofmarketingmode.Stage.Andcurrently,thesalesofChina'sjewelrymarkethasshiftedfromthetraditionalofflineeconomytoonlinee-commerce.Jewelrysalesdevelopmentisenteringanewstageofintensiveinnovationandrapidexpansion,andhasincreasinglybecomeanimportantengineforstimulatingChina'sconsumerdemand,promotingtheupgradingoftraditionalindustries,anddevelopingmodernserviceindustries.E-commerceisoneoftherepresentativesofthenewworldeconomy.Itisnotonlytheincreasinglywidespreadapplication,butalsosignificantlypromotesthedevelopmentofemergingindustries,promotesandcreatesemploymentopportunitiesforenterprisesandbrandentrepreneurshipopportunities,andpromotestheinnovationofSMEfinancingmodelsandpromotesenterprises.Thetransformationandestablishmentofanewtypeofcorporatecreditevaluationsystemhaveplayedanextremelypositiverole,andhavehadaprofoundimpactonChina'scurrenteconomy,societyandlife.Tomakethecompanymorecompetitive,thecostisminimized,buttheprofitismaximized.However,withthecontinuousexpansionofthemarketscale,themarketconcentrationisgettinghigherandhigher,andthecompetitioninthemarketisbecomingmoreandmorefierce.Someenterpriseshaveseizedmarketopportunitiesandachievedrapiddevelopment,whileothershaveencountereddevelopmentbottlenecks.Marketopportunitiesarefleeting,andthemarketpatternhasundergonequalitativechangesinjusttwoorthreeyears.Manypreviousstudiesontheindustryhavenotappliedtocurrentmarketconditions.Forsmallandmedium-sizedjewelrycompanies,customizedmarketinghasimportantstrategicsignificanceamongmanymarketingmodels.Inthe1960s,AmericanmarketingscholarProfessorJeromeMcCarthyproposedfourmarketingcombinationstrategiesof“product,price,channelandpromotion”,whichis4P.4PisasuccessfulandcompletemarketingcampaignbyProfessorMcCarthy,whichmeansputtingappropriateproductsandservicesintospecificmarketswithappropriateproducts,appropriateprices,appropriatechannelsandappropriatecommunicationpromotionmethods.Accordingtothis,mosteconomistsuse4Ptheorytointerpretmarketing.Usingthistheory,wecananalyzethedevelopmenttrendofacertainproductoracertainenterpriseinthismarket,soastomaximizeitspotentialinthemarketwiththeleastmanpower,materialresourcesandfinancialresources.Therefore,thispaperanalyzesthecharacteristicsofproducts,consumers,productionandsalescompaniesinthejewelryindustrythroughalargenumberofliteraturecollectionandmarketresearch.AndNelsonJewelleryArtCo.,Ltd.conductedasurveyandresearchonNelsonJewelleryArtCo.,Ltd.,whichsellsRseriesjewelryonAlibabaplatform.Through4Ptheory,itanalyzesthemarketofRseriesjewelryindustryofNelsonJewelleryArtCo.,Ltd.andunderstandsthemarketofRseriesjewelryindustry.ThestatusquoanditsdevelopmenttrendprovideobjectiveandcorrectdevelopmentsuggestionsforinvestmentdecisionormarketingdecisionofRseriesjewelryindustry.1.2NelsonJewelleryArtCo.,Ltd.NelsonJewelleryArtCo.,Ltd.hasalwaysbeencommittedtoexcellenceandinnovation.Since1980,thecompanyhasbeendedicatedtothedesign,manufactureandexportoffinejewelry.Designersworkcloselywithmastercraftsmentobringfashiondesigntothelatesttechnology.Asthepioneeroftheworld'sfirstwax-shapedrectangulardiamond,andtheonlyjewelrymanufacturernominatedbytheHongKongProductivityCouncil,theyconstantlychallengethemselvesandexceedtheirexpectations.Atpresent,Nelsonhasanumberofwholly-ownedandjointventurefactoriesandbranchesintheworld.InmainlandChina,therearetwojewelryproductionplantsinPanyuDistrictandHuizhouCity,GuangdongProvince,aswellasHongKong,Shanghai,Nanjing,HangzhouandGuiyang.MorethantencitiesincludingQingdao,DandongandSanyahaveretailstoresandbranches,andhaveopenedprofessionalwebsitesalesplatforms.Inforeigncountries,therearegemprocessingfactoriesinThailand,inNewYork,LosAngeles,Sydney,Australia,andBirmingham,UK.TherearesalesofficesinSoutheastAsiaandotherplaces.Theymeettherequirementsofeachcustomerwithprofessionalism,quality,credibility,continuousinnovationandperfectafter-salesservice.2.Literaturereview2.1DomesticdynamicsInthedomesticjewelryindustrystartedlate,theproportioninthenationaleconomyhasbeensmall.Inthelastcentury,therewaslittleacademicresearchonthisindustry.Afterenteringthe21stcentury,thecontinuousandrapiddevelopmentoftheindustryhasattractedtheattentionofmanypeople.Atthesametime,duetotheincreasingcompetitionpressureoftheenterprisesintheindustry,thedemandforscientificandsystematicresearchonthemarketingstrategyofjewelryenterprisesisbecomingmoreandmoreurgent.Academicresearchcontinuestoemerge.Especiallysince2005,thenumberofresearchliteratureonthejewelryindustryandcorporatemarketingstrategieshasincreasedsignificantly.SomescholarsinChinahavewithdrawnsomeoftheirresearchresultsandideas.FamousjewelryresearchersWangXuanyuandZhaoYulinganalyzedtheindustrialstructureofChina'sjewelrymarketatthattime.YangWeihongconductedresearchonrelationshipmarketinginChina'sjewelryindustryin2004.ThroughtheconnectionwiththerealityofChina'sjewelrymarket,thispaperanalyzesandsummarizesthestagesandmethodsofChinesejewelrymarketing,andsystematicallydiscussesrelationshipmarketinginChina'sjewelryenterprises.Howtooperate.XuXiaohongIn2005,heanalyzedthecharacteristics,principlesanddesignpointsofjewelryexperiencemarketingin“UsingExperienceMarketingConcepttoEstablishaNewJewelryEnterpriseImage”.Itisproposedthatthekeytotheuseofexperiencemarketinginjewelryenterprisesisthatallcustomersarethecenter.Theoretically,theinfluenceofexperientialmarketingontheimagestrategyofjewelryenterprisesisstudied,andthestrategyofimageconstructionofjewelryenterprisesisproposed.In2005,ZhuPinganalyzedthemarketingstrategyofZdiamondjewelryintheShanghaimarket.Basedonthe4Panalysismethodandbasedonthemarketsegmentationtheory,heplannedasegmentationtargetmarketsuitableforZcompanyandproposed“marriagejewelry”.Insummary,theexistingdomesticresearchonthemarketingstrategyofthejewelryindustryoftenhasaphenomenonofthedisconnectionbetweentheoryandpractice.Thereasonisthattherelevantresearchlacksaccurateandcomprehensiveanalysisandsummaryofthemarketcharacteristicsatthattime;Someresearchconclusionshavenotbeenappliedtothecurrentmarketsituation;forsomemarketingstrategiescommonlyusedinindustries,suchaseventmarketing,thetheoreticalcommunitystilllackssystematicresearchontheapplicationofthejewelryindustry.Withtheincreaseofmarketcompetitionpressure,theresearchonmarketingstrategiesintheindustryisbecomingmoreandmoreurgent.Thispaperwillstudythenewcharacteristicsofthecurrentjewelrymarketandthemarketingstrategyofthecompany.2.2ForeignNewsThereareveryfewforeignmarketresearchstudiesonthejewelryindustry,andbecauseforeignjewelrycompaniescomparewithdomesticcompanies,therearegreatdifferencesinproductdesign,businessmodelandsaleschannels.Foreigncountriesaremoreoftheapplicationresearchofsomecommonmarketingtheoriesinthejewelryindustry,suchasrelationshipmarketingresearch,experiencemarketingresearchandbrandstrategyresearchinthejewelryindustry.Suchresearchhasputforwardspecificmeasuresfortheapplicationofcertainmarketingtheoriesintheindustry.Someacademicresearchhasreceivedwidespreadattentionintheindustry,suchasbrandstrategy,andsometheoriesarenarrowlyappliedintheindustry,suchaspractice.Ithasbeenprovedthatexperiencemarketingisoftenonlyappliedtohigh-endproductsintheindustry,buttheresearchscopeofthetheoryisnotanalyzedintheresearchliterature,causingsomecompaniestogoastray.Therefore,foreignresearchresultsareoflimitedvalueforthedomesticjewelryindustryandenterprises.3.Using4PtheorytoanalyzethedevelopmenttrendofRseriesjewelryThe4ptheorytakesamarketingtheory:Product,Price,Place,andPromotiontotaketheinitialletter.Chinesemeans,product,price,channel,promotion.ProfessorJerryMcCarthyfirstproposedthistheoryinhis"Marketing"(firstedition,publishedaround1960).ButasearlyashisPh.D.atNorthwesternUniversity,hismentor,RichardClewett,usedatheoreticalframeworkcenteredon"products,pricing,distribution,andpromotion."Jerryreplaced“distribution”with“place”,makingthistheorytheso-called“4P”theory.Basedonthe4PtheoreticalanalysisoftheinternalresourcesandexternalenvironmentthatNelsonJewelleryArtCo.,Ltd.hasinthecourseofitsoperations,findtheplacewhereitsmarketingstrategysucceedsandfails.ItcanbetheRofNelsonJewelleryArtCo.,Ltd.AseriesofjewelryandjewelrycompaniesthatselljewelryonAlibabaasaplatformprovidesomehelpindevelopingmarketingstrategies.3.1ProductStrategyNelsonJewelleryhasalsolauncheditsownlineofproductswithinadecade,includingR-seriesjewelry.SomeofthedesignsintheR-seriesjewelryhavebeendesignedwithnationalpatents.Asof2008,thecompanyhaslaunchednearly400seriesofproducts.Thecompanyhasalsohaddesignerswinningawardsinthecompetition,butmostofNelson'sjewelryandjewelryproductsarethesameasmostdomesticjewelrybrands.Thehomogenizationisobvious,similartotheproductsonthemarket,lackingobviousbrandcharacteristics,andnospecificConsumergroups.Asabrandoperatorwithabrandfranchisechainasitsmaindirection,serviceisalsooneoftheproductsprovidedbythecompany.Thecompanyprovidesfranchiseeswithmoredetailedfranchiseservices,includingtheannualpresidentialtrainingcamp,andtheestablishmentoftheterminaloperationdepartmentin2009.Accordingtotherequirementsofthefranchisees,theterminaloperationstoreexportingspecialistsprovidestoresforfranchiseesthroughoutthecountry.Operationalguidance,includingshoppingguidetraining,goodsdisplay,etc.3.2PriceStrategySincetheenterpriseistransformedfromtheprocessingenterprise,theenterprisealsoundertakestheproductprocessingbusiness,andthepricesystemischaoticintheinitialstageoftheenterprisedevelopment.Thesupplypricesetbythecompaniesintheindustryforthefranchiseesisgenerallytheproductioncostmultipliedbyacertainratio,thatis,thecostpluspricingmethod.However,NelsonJewelleryallowsbothfranchiseestoorderproductsdirectlyfromtheprocessingplant,andalsoallowsfranchiseestodirectlywithdrawstockfromtheheadquarters.Theformercollectsrawmaterialcostsandcertainprocessingfeesaccordingtotherulesinthejewelryprocessingindustry,andtheprofitislower.Thelattersetsthepriceaccordingtothecostpluspricing,andtheprofitishigher.Thisresultsindifferentpricesforthesameproduct,andthecost-pluspricingissubjecttofranchisees.Thecompany'sprofitmarginisalsomaintainedatalowlevel.After2009,enterprisesgraduallystandardizedthepricesystem,andthecost-pluspricingmethodgraduallybecamethemainpricingmethod.Sinceitisdifficultforenterprisestoimplementstandardizedmanagementforfranchiseeseverywhere,terminalsalespricesareofteninconsistentindifferentregions.Thisisveryunfavorableforbrandpromotion.3.3ChannelStrategyThecompany'ssaleschannelsaremainlyfranchisees,onlyafewdirectandbrandimagestores.Thecompanyitselfismainlylocatedinthesecondandthirdtiercitiesintheeast.Inrecentyears,thecompanyhastakenthecentralandwesternregionsasitsmaindevelopmentdirection.Throughchaindevelopment,themarketcanbequicklyoccupied.Duetothelimitedinfluenceofcorporatebrandsandthelackofbrandstrength,themanagementoffranchiseesinNelson'sjewelryandjewelryisrelativelyloose.Thepromotionactivitiesarealldifferent.Thereisnounifiedbrandpromotionplan.What'smore,"hangingthesheep'shead,sellingdogmeat",franchiseesforthebenefitoftheirown,willbeunbrandedorotherbrandsofjewelrymixedsales,thepriceisfreetoadjust.Themanagementoffranchiseesbystrongbrandsintheindustryismainlythesupervisionsystem.Thefranchiseesuseuniformstandardsforgoods,promotionsandemployeemanagement.Nelsonjewellerymainlyguidesandmanagesfranchisees.Thereisnouniformregulationformanagementsystems.Before2008,thesurvivalrateoffranchiseesremainedabove95%alltheyearround.By2008,thenumberoffranchiseeshasexpandedtomorethan300.However,duetotheirregularoperationofbrandfranchiseandtheincreasingpressureofmarketcompetition,thebrandjoinedintheeconomiccrisis.Beforeandafterthesituationbegantobeblocked,inordertocopewiththecrisis,thecompanybegantoshrinkthecamp,standardmanagement,by2010,thenumberoffranchisestoresmaintainedatmorethan250.Corporatedirectstoresaccountforaverylowpercentageofallsalesterminals,whichisoneofthereasonswhycompaniescanachieverapidexpansion.Butitalsobringsveryobviousdrawbacks,suchaslackofsalesterminalmanagementexperience,itisdifficulttoimplementstandardizedmanagementoffranchisees,andtheprofitmarginisverylow.

3.4PromotionStrategy3.4.1PublicwelfaremarketingNelsonJewellery&Jewelryactivelyimplementedeventmarketingstrategiesinthecourseofbrandgrowth.Continuouslyandsystematicallyplanaseriesofcharityactivitiestoestablishagoodcorporateimage,andthecaringcultureisrecognizedintheindustry.NelsonJewelleryandJewelry,HongKongCharityAssociationjointlyorganizedsomelargecharityeveningsandparticipatedinmanycharityevents.ThedonationofNelsonJewelleryandJewelryrankedsecondintheHongKongjewelryindustryandtenthinprivateenterprises.Sinceitsestablishment,thecompanyhasparticipatedinororganizedmanypublicwelfareactivities.Thecompany'sparticipationinpublicwelfareactivitiesisanembodimentofthecompany'sfocusonitssocialresponsibility,butfromtheperspectiveofbrandpromotion,thepromotioneffectofthesepublicwelfareactivitiesisverylimited.3.4.2celebrityendorsementFrom2004to2006,hehiredtheChinesemainlandstarastheNelsonJewelleryRjewelryjewelerspokesperson.In2009,NelsonJewelleryandJewelryhiredCunCunxinasthespokespersonforthebrandimage.Accordingtotheinformationreturnedbythefranchisees,afterthecancellationofthecontractwithJiangWenliin2006,thesalessituationofeachplacehasdroppedsignificantly,whichverifiestheimportantroleoftheimagespokespersoninproductsalesandbrandpromotion.3.4.3PublicationsIn2003,themagazine“WorldKnowledgePictorialFashionJewelry”wascreated,laterrenamed“Inspiration”,andlaterrenamed“SalesandMarkets”.In2008,thebrandspecialissue"Inspiration"wonthefirstprizeofthe3rdChinaEnterpriseMediaAward.3.4.4EventSponsorshipInApril2005,NelsonJewelleryandJewelrysponsoredthe"NallonJewelryCup"HongKongDivisionSelectionCompetitionforthefirstChinaFineJewelryEliteModelCompetition.Inaddition,NelsonJewelleryandJewelryCo.,Ltd.promoteseventpromotionandsponsorshipasamarketingstrategythroughoutthecountry.Thecompanyactivelypromotesfranchiseestoorganizevariousactivitiesandprovidesvariousservices,includingeventplanning,mediacommunication,andthecompany'sname.Variousbrokeragecompaniesnegotiateandcommunicate.Thestar-songclubsorganizedbytheenterprisesforthefranchiseesaroundthecountryhavebeenheldinvariouscountriesthroughoutthecountry,andthebrandpromotionactivitiesinsuchregionalmarketshaveachievedgoodresults.3.4.5AdvertisingPromotionIn2005,2006and2009,thecompanylaunchedbrandadvertisementsonCCTV.In2009,itsadvertisinginvestmentreached30million.FromJanuary2011to2011,Nelson'sR-seriesjewellerycommercialswerebroadcastonmultipleCCTV3varietychannels.AlthoughcompaniesspendhugesumsofmoneytoadvertiseonCCTV,theyarestillsmallerandlesseffectivethanothercompaniesinthesameindustrythatadvertiseonthesameplatform.4companymarketingstrategyanalysisThedevelopmentofNelsonJewelleryintenyearshasexperiencedasignificantexpansionandcontractionperiodasmostdomesticjewelrybrands.From2002to2008,thedomesticjewelrymarketdevelopedrapidly,thelivingstandardsofresidentscontinuedtoincrease,andthemarketscalebecamelargerandlarger.Inthepastfewyears,thenumberoffranchisestoresexpandedtomorethan300,mainlyinsecond-andthird-tiercitiesinthecentralandeasternregions.SuchasHebeiSuiandTangshanandotherplaces.Themainreasonisthatdespitetherapidexpansionofthemarket,thefirst-tiercitiesinthecentralandeasternregionshavebeenoccupiedbyHongKong'soriginalbrands,foreignbrandsandmainlandfirst-linebrands.Thecompetitionisfierce,anddomesticbrandswithlessinfluencecannotstandintheseareas.Atthistime,withtherapiddevelopmentoftheeconomyofthesecondandthirdtiercitiesinthecentralandeasternregions,theconsumptionpowerofresidentshasalsoimprovedqualitatively,providingsufficientmarketspaceforenterprisedevelopment.Businessesareexpandingrapidlyintheseareas.In2008,thequalitymarketinthecentralandeasternregionswasbasicallydividedupduetotherapiddevelopmentofvariousbrands.Duringthisperiod,manyjewelrybrandshavechosentoshrinktheirpositions.Forexample,thenumberofChowTaiFookfranchisestoreshasdecreasedsignificantlyduringthisperiod,andthebeginningpartRegainagencyrightsandincreasetheproportionofself-operatedstores.By2010,theconsumptionpowerofsecond-andthird-tiercitiesinthecentralandeasternregionshasbeenfavoredbyvariousadvantageousbrands.Majorbrandshaveopenedrestrictionsonfranchisestores,andthemaintargetsaresecond-andthird-tiercitiesinthecentralandeasternregions,third-andfourth-tiercities,andWesternRegion.Intheseareas,inthefaceoftheinvasionofstrongbrands,smallandmedium-sizedbrandshavealmostnocompetitiveadvantage,andenterprisessurviveinthecracks.AlthoughNelsonJewelleryandJewelrytookvariouscountermeasuresaftertheexpansionin2008,suchasregulatingthemanagementoffranchisestores,improvingthequalityofproducts,andspeedinguptherenewalofjewelrystyles,thedevelopmentspeeddroppedsignificantly,andthescaleofthecompanyshrankslightly.NelsonJewellerynowhasitsownprocessingplant,whichbecameoneofthesourcesofcompetitiveadvantageintheearlystagesofdevelopment.Throughyourownfactory,youcanincreasethespeedofsupplyandprovidefranchiseeswithawealthofgoodsandstyles.Sincetheprocessingfactorydoesnotonlyservethefranchiseesofthecompany,butalsoprovidesproductsforalargenumberofself-operatedjewelrystores,thisalsoprovidesconvenienceforthedevelopmentoffranchisees.Intheearlyyearsoftheestablishmentofthecompany,alargenumberoffranchiseesarefromConvertedfrompreviouscustomers.Despiteitsownprocessingplant,thecompanydidnotmakeacorrectjudgmentonmarketchanges.Atthebeginningofthecentury,somecompanieshaverealizedtheimportanceofqualityforbrandbuilding.However,becausetheydonothavetheirownfactories,therearefewercooperativefactoriesthatcaneffectivelycontrolthequalityofproductsinChina.Effectivelyimproveproductquality.AlthoughNelsonJewelleryhasitsowndirectfactory,italwaysproducesthesamequalityproductsasotherbrands.Aftertheeconomiccrisis,higherqualityhasbecomeanessentialfactorintheproduct.Inordertoadapttomarketchanges,companieshavebeguntopayattentiontoproductqualityissues.Payingattentiontoqualityworkandexperiencingaseriesofpains.Althoughthequalityoftheproducthasbeenimproved,atthistime,thehigherqualityhasnotbroughtmuchcompetitivenesstothebrand.Atthebeginningofthecentury,enterpriseswereabletoenhancetheircorecompetitivenesswiththeirownresources,buttheymissedtheopportunity.Intheend,theywereforcedtoadapttothemarket,andtheresourcesthatmightbetransformedintocompetitiveadvantagesalsolosttheirhighvalue.IntheRseriesproductstyleanddesign,thecompanyhaspaidmoreattentiontothecultivationofdesignstrengthandestablisheditsowndesigndepartment.Despitetheconvenienceoftheprocessingfactory,thecompanydidnotformitsowndifferentiationadvantageintheproductstyle.Morethan80%oftheproductsitsellsarestillpopular,whichisthehomogenizedproductinthemarket.TheRseriesjewelrythatJewelleryArtCo.,Ltd.isnowpromotingisfamousforitsculturalconstructionintheindustry.Thecompany'scaringculturehasacertainreputationintheindustry.Itismainlymanifestedinaseriesofactivitiesplannedbytheenterprise.Forexample,thecompanyhasorganizedvariouscharitableactivitiesonmanyoccasions,anditsadvertisementsonCCTValsohavethethemeofcaringculture.Itscaringculturealsohasacertainembodimentinthecompany'sservicestofranchisees,suchasprovidingaseriesofthoughtfulservicesforfranchisees.Butinfact,culturalmarketingwiththethemeofcaringculturestillhasmanyproblems.Culturalmarketingismainlydividedintothreecategories,oneisproductculture.Forexample,thedevelopmentofRseriesjewelryproductscandrawtheessencefromChinesetraditionalculture,designallkindsofproductswithblessingandvariousmeanings,andtheotherisbrand.Personality,thatis,togivethebrandacertainculturalpersonality,thebrandreflectstheculturalconnotationofthebrandfromproducts,services,promotion,etc.,suchasthefashionspiritofChowSangSang,andfinallythecorporateculture,throughcertaincorporatecultureconstraints,normativeandmotivatingemployees,Createactualeconomicbenefitsbyidentifyingemployeeswithacertaincorporateculture.ThecorporatecultureofJewelleryArtCo.,Ltd.onlystayedonthewrittenpage.Nomattertheproductsandbrands,itwasnotbrandedasacaringculture.Therewasnoatmosphereofcaringculturewithinthecompany.EnterpriseshaveindeedtriedtoplanaseriesofeventmarketingactivitieswithGuanAiculture,andalsocarryoutbrandpromotionactivitieswiththethemeofcaringculture,buttheirculturehasnotbeencloselylinkedwithbrandsandproducts.Thecharitableactivitiesthattheorganizationparticipatesinareonlyeventmarketingactivities,andtheadvertisementsthatareplacedareonlytodeepentheimpressionofconsumersonthebrandthroughemotions.Thestandardforevaluatingculturalmarketingisstillcustomers,butthevastmajorityofconsumershavelittleknowledgeofthecompany'scaringculture.Here,theeventmarketingactivitiesofJewelleryArtCo.,Ltd.arestillremarkable.5ConclusionAfter30yearsofrapiddeve