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Welcome to the official website of Hubei Yinling Packaging Co., Ltd.

● In 2012, the company was awarded as “Top 10 Creative Printing Companies in China”
● In 2014, the company received the “Award for Achieving Industrialization Potential”
● In 2015, Hubei Provincial Development and Reform Commission listed the company’s products as “key program”
● In 2016, the company was recognized as a Resource-saving Green Packaging Industry Base Project in Central China
● One of the main formulators of the standard of "Re-flue-cured Tobacco Packaging Corrugated Carton" in tobacco industry

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HUBEI YINLING PACKAGING CO., LTD.

TEL：159 2766 8880     E-MAIL：chenxu@cnylbz.cn     

ADD：No.3 Hongdao Road, Qiaoer Economic Development Zone, Hongan County, Hubei Province

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Use the vertical screen to create a contest to inspire high-quality creativity! Wang Laoji’s Spring Festival

Use the vertical screen to create a contest to inspire high-quality creativity! Wang Laoji’s Spring Festival
Release time：
2019-04-15 16:44
Nothingto"shake"hasbecomeoneoftheentertainmentmethodsoftheyoungpeople'sfragmentationtime.Asashortvideocommunicationplatform,Vibratohasalwaysattractedyoungpeoplewithcreativeshortvideogameplayandmulti-facetedandhighlypersonalizedUGCcontent.Oneofthe“communities”withsocialattributesthatyoungpeoplelove. 　　Sincethebuzzingsound,themajorbrandownershaveclearlylockedtheireyesonthisplatformwithtensofmillionsofusertraffictobeconverted,relyingonitspowerfulsocialattributesandinteractivitytoaggregatemanyyoungpeoplethroughhighlypersonalizedandinnovativeentertainment.Themarketinggameplayimpressesyoungusersinvisiblyandevendrivesthepurchasingpowerofusers. 　　Atthistime,WangLaoji,asabrandof100-year-oldbrand,triedtotransformitselfinthewayofconflictwiththenewera.Thejointvibratocompletelycreateda“verticalscreenco-creationcontest”andpre-emptedtheChineseNewYearmarketingc-station.Throughthecreative+funverticalscreenshortvideoformtoconveytheirmarketingappealtousers.
American consumer brands are on their way to China

American consumer brands are on their way to China
Release time：
2019-04-15 16:43
ChinaisbecomingthenextarenaforToCconsumerstart-ups. 　　In2018,footwearbrandRothy'sestablishedafive-personteaminShanghai,whichbegansellingontheChinesenetworkearlierthisyear.Recently,Rothy'sannouncedarevenueof$140millionin2018.EverlaneisalsobuildingabusinessinChinaandisbeginningtoshiptoChineseconsumers.Allbird'sco-founderTimBrownsaidthatChinaistheplacewherethebrandwillexpandinthefuture.Inaddition,someinvestorshavealsosniffedbusinessopportunities,suchasGGVCapital,whichnowhasaspeciallikingforAmericanconsumerbrandsthathavethepotentialtolandintheChinesemarket. 　　“WefeelthatourshoesareverysuitableforChineseconsumers,andwehavespentalotoftimeobservingtheChinesemarket,”saidKerryCooper,PresidentandChiefOperatingOfficerofRothy's.“Thismarketisverybig,andourcustomersarehereinthefuture.Whydon'tyouhurryup?" 　　NowintheUS,DTC(direct-to-consumer)brandgrowthandrevenuearedeclining,soitisagoodchoicetoputothereyesonotheroverseasmarkets,suchastheChinesemarket,eventhoughtheymayhavetopassTmallorWeChat.ThenetworkplatformenteredtheChinesemarket. 　　Duetoglobale-commerceandtariffcontrol,themarket'smomentumhasshiftedtodirectsales.Inthepast,sellingaproductinChinawasthroughaseriesof“jointventures”suchasdistributionpartners,manufacturingpartnersandinstitutionsthathandledgovernmentapproval,fulfillment,production,retailstrategyandmarketinginChina.Nowadays,thankstothepromotionofe-commercecompaniessuchasAlibabaandJD.com,itiseasierforbrandstoselldirectlytoChinesecustomersonline,andtovoluntarilysharedatasuchascustomerstatisticsandpurchasepatterns.AmericanbrandssoldinChinahavegreatercontroloverthecompany. 　　“Today,nomatterwhatyourbrandis,salesinChinaareeasierthanbefore.Nowisagoodtimetobecomeadirectbrandbecauseyouhavemorecontrol.”HumphreyHo,ManagingDirectorofHylinkDigitalSay.HylinkDigitalisanorganizationthatadvisesChinesebrandsontheChinesemarket. 　　Forcross-categoryretailbrands,withtheriseine-commercesales,alleyesareonChina.AccordingtotheDigitalCommerce360??datareport,in2018,China'se-commercesalesreached1.2trillionUSdollars,anditisexpectedtoincreaseby22%in2021toreach2.6trillionUSdollars.Thisis2.8timesthesizeoftheUSmarket.ThisshowsthatnowisthebesttimetoentertheChinesemarket.AndaccordingtoKPMG'sreport,China'smillennialshavehigherspendingpoweratayoungage,andtheyarekeentodiscovermorenewbrands. 　　Rothy'schosetheWeChatplatform,whichrecentlylaunchedamicrostoreandplanstoconsidersellingitonTmallinthenextsixmonths.ThebrandactuallyhasaRothys.cnwebsite,butthereisnodirectpurchaseonthewebsite,becauseevenforbigbrands,thetraffictothebrandwebsiteisverysmall,andthelogisticscostofnocommercialpartnersisveryexpensive,andalsoVerydifficult.Forastart-upbrandthatisusedtosellingintheUS,theinfrastructureisdifferent,suchasFacebook,InstagramorGoogle,theenvironmentiscompletelydifferentfromChina'sTmallWeChat.CoopersaidthatifyouwanttodobusinessinChina,youmustformalocalChineseteam,findalocalagencyandpublicrelationscompany,otherwiseyouwillnotplay. 　　Coopersaid:"ThisisnotlikeyouentertheUKorCanadamarket,whereyoucancopyyourstrategyandgameplayintheUS,butinChina,youeithercompletelylocalizeorquit,youhavetoownmarketThinktwiceaboutpositioningandwhoyouwanttobe." 　　CoopersaidthatRothy'susesthesamemarketingmaterials,buthopesthatChinesepublicrelationscompaniescanmakesomeexposuresinmagazinessuchas"Vogue"and"Elle",andalsohopetouseChineseKOLtoimprove.Thebrand'spopularity.Now,thiskindofpublicityandlocaladvertisingonWeChatcanattractcustomerstobuyatRothy'sWeChatstore.Whenthebrand'ssalesinthemicrostorereachedacertainamount,withacertainpopularity,itwillstartsellingonTmall.UnlikeAmazon,Tmallhasitsownadvertisingbusiness,whichcanprovidehighervisibilityforthosebrandswithfinancialresources. 　　“Intheory,thereisnotenoughmoneyintheChinesemarket,”HumphreyHosaid.“ThemostpopularmarketinChinaisactuallyvery,veryexpensive,especiallywhenyoudon’thaveanysalesaccumulationandhavenothingtodotohelpyougetmore.Moretransactions.Suddenly,inordertomaintainyourbusiness,youmustpayAlibabamorethan$1millionayear."
Pricing is life-and-death, and first-class companies have pricing power.

Pricing is life-and-death, and first-class companies have pricing power.
Release time：
2019-04-15 16:42
Recently,duetothesluggishsalesofthenewiphone,themarketvalueofApplehasevaporatedby400billionUSdollarsinjustthreemonths.Butwhy,eveninthefaceofsuchhugeperformancepressures,Appledoesnotcutpricesbutuse"trade-in"topromotesales? 　　Similarly,themoreexpensiveHuaweiphonesare,themoreexpensivethelatestPorscheversionisupto16,800yuan. 　　Besides,Xiaomi,intheInternetthinking,hasonlywalkedthroughLenovofornearly20years.Althoughthehigh-endsmartphonemarkethasrepeatedlyhitthewall,ithasbeendefeated. 　　Theseeminglyirrelevantthreethingsactuallyreflectaprofoundmarketingproblem,thatis:thepriceissue. 　　Differentpricingdeterminesthedifferentdevelopmentpathsforenterprises.Asoneofthebasicelementsofmarketing,priceisthecoreandmostconcernedfactorintheprocessofbusinessdevelopment.Thepricedeterminesthemarketchoice,determinestheconsumergroup,determinestheprofitspace,andaffectsthelong-termdevelopmentofthecompany. 　　Onlywhenenterpriseshavesufficientprofitswilltheyhavemoreexpensestoinvestinresearchanddevelopment,improveoperationalefficiency,andcreatemorebenefitsforpartnerssuchasdistributorsanddistributors,andbuildlong-termandstablecooperativerelationships.Pricingisthecompany'sbiggeststrategy,andfirst-classcompanieshavepricingpower. 　　Pricingislifeanddeath 　　Ed.Melproposedthefamous"four-four-twotheory"inthefieldofmarketing.Simplyput,40%ofsuccessdependsonpositioning,thatis,marketingobjects;40%dependsonproductandprice,and20%dependsonmarketing. 　　Intheactualmarketing,themarketingobjectisoftenlargelyaffectedbytheprice.Weareusedtodividingthemarketintohigh-endandlow-endmarkets,andalsohabituallysubdividingconsumersintohigh-endandlow-endconsumers.Therefore,accordingtothe"four-four-twotheory",thepriceaccountsfor80%ofthekeyfactorsofsuccess.Pricingisthemarket.Thepricestrategyisrelatedtothesuccessorfailureofproductoperationanddeterminesthebusinesslifeanddeath. 　　1.Pricingdeterminesthemarketchoice. 　　Inasense,Xiaomi’spastsuccesswasasuccessinpricing.Hetookacost-effectiveroute,quicklyopenedthemarketthroughlowprices,andopenedupablueoceanmarketinthefiercemobilephonemarketthroughlowprices.ThecaptureoftheInternetreelingusers,parentsandconsumers,aswellaslow-endmobilephoneusersincities,townsandvillages,andpromotethepopularizationofsmartphones. 　　ItshouldbesaidthatXiaomi'ssuccessisduetotheearlyhighcostperformance,butthelackofmilletfollow-upisalsoattributedtothelowpricestrategy.Acompanywithouthighgrossprofitisnotenoughtobefavoredbythecapitalmarket. 　　2.Pricingaffectscorporateinnovation. 　　ManagementguruDruckersaidthatthecompany'smissionistocreatecustomers,whilethecompany'sfunctionsaremarketingandinnovation.Pricingdeterminesthecompany'sownprofitabilityandlong-termdevelopmentcapabilities.Infact,onlyhigh-marginenterprisedevelopmentispromising.Onlyhigh-marginenterprisesarewillingandwillingtoinvestenoughinresearchanddevelopment,marketing,andoperationtoimproveefficiency. 　　Acompany'sself-renewalandinnovationabilityisthecorecompetitiveness,andallofthismustbebasedonthecompanyhavingsufficientgrossprofitmarginandthecompanytohavemoney.Inthisway,wecanprovidebetterproductsthroughinnovationandgainmoremarketthroughmarketing. 　　3.Pricingdeterminespartnerloyalty. 　　Thereisnoeternalfriend,onlyeternalinterests.Businessitselfhasnothingtodowithloyalty.Itisonlyaboutinterest.Theinterestisloyaltosomeextent.Thegreatertheinterest,thehighertheloyalty. 　　Today'sbusinessisalreadyanecologicalchainmanagement,andtheenterpriseitselfisonlyapartoftheecologicalchain. 　　Boeinghasmorethan130,000suppliersworldwide,andApplehasmorethan200coresuppliersintheworld.Inasense,thehalflifeofthecompanyisnolongerinitsownhands.Thecompetitivenessofsuppliersandpartnersdeterminesthecompany.Thecompetitiveness,therefore,MaHuatengwillsay"putahalflifetothepartner",andpointedoutthatTencent'smissionistolinkandempower. 　　GobacktoApplewhynotdirectlycuttheprice. 　　Asweallknow,Apple'sbrandvalueandbrandloyaltyisveryhigh.Thereasonwhythepriceisnotdirectlyreducedistomaintaintheinterestsandemotionsofthepurchasedusers.Inessence,itistocontinuethe"highpricing"model,sothatthenextgenerationiphonecancontinuetosellhighprices. 　　Ifthepriceiscut,thenApple'sprofitmarginwillbeweakened,whichwillaffectthecompany'soperatingincome,causingtremendouspressureonthestockprice,anddirectlyaffecttheresearchanddevelopmentofthenextgenerationofproducts,withoutproducttechnologyadvantages,whyApplesellshighprices? 　　Inaddition,thedirectconsequenceofthepricecutistocompressthesupplier'spurchasepriceandthesalesprofitofthedealer.Oncethedealersandsuppliershaveabadtime,whowillbewillingtocooperatewithApple,andwhoiswillingtopayforApple.ThesupplychainadvantageanddistributionagencysystemthatApplehasbuiltovertheyearswillcollapse,andthiswillbeApple'sdisaster. 　　IntheconceptofMatsushitaYukio,the"GodofManagement"inJapan,"themissionofthecompanyistomakemoney.Ifyoucan'tmakemoney,itisacrime."Therefore,thepricingissueisnotjustamarketingissue,butastrategicissue.ItdeterminesThemarkethasaffectedcorporateR&Dandinnovation,aswellasthecooperationofrelevantstakeholders.
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