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Marketing Red Dragonfly By Related Manufacturing: The Champion Of Not Playing Olympic Games

2008/4/20 15:26:00 26

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Associated Manufacturing Marketing Red Dragonfly: The Champion Of Not Playing Olympic Games.

In the past 2007, it was a very unusual year for China's footwear industry. During the year, EU anti-dumping intensified, RMB appreciation, raw material prices and labor costs rose, resulting in the closure of nearly 1000 shoe enterprises in Guangdong, and China's footwear industry made a 2008 jump.

It is understood that in 2007, China exported 180 million pairs of leather shoes to the EU, down 8.9% from the same period last year.

Faced with such a situation, people can not help asking such questions: Why did the collapse of nearly 1000 enterprises appear in the Pearl River Delta under the same international and domestic environment, and did not appear in Jiangsu and Zhejiang provinces where manufacturing was concentrated?

The fundamental reason is that Guangdong enterprises have always made the way of "made in China", organized production in the form of processing trade, and made profits in international trade by virtue of price advantage, which is therefore greatly influenced by the international environment.

However, the manufacturers in Jiangsu and Zhejiang have strengthened the operation and extension of the brand in the international market while expanding the international market, and sought the international brand influence in the way of marketing.

This period selected two brands in Jiangsu and Zhejiang provinces, one for AOKANG, and with the special status of leather suppliers in the 2008 Beijing Olympic Games, launched a large-scale and influential Olympic marketing, which brought great development opportunities for its international expansion. The other one was the red dragonfly, although it did not catch the Olympic Games, but with its unique understanding of shoes culture, its brand operation was also quite successful.

Red Dragonfly: the champion of not playing Olympic Games

Although the same as Zhejiang enterprises, but unlike AOKANG, red dragonfly did not catch the Olympic Games.

In a sense, it has brought unfavorable factors to its marketing, but in a relatively unfavorable situation, the red dragonfly has a good performance in the market.

To sum up, the Red Dragonfly integrates the elements such as positioning, corporate culture, technology, event marketing and sales terminals, so that they can help each other and grow helix.

It can be said that in the many brands of China's footwear industry, the unique marketing method of red dragonfly is worth punctuation.

Positioning to win business opportunities

In the fierce competition of China's footwear industry, especially in Jiangsu and Zhejiang provinces where manufacturers are concentrated, if we want to win the market, we must seize the opportunity.

And the most important thing is their reasonable positioning, which is also the basis for the red dragonfly to protruding.

In 2007, the Red Dragonfly put forward the strategic thinking of "three years" through space and time. At first glance it was slightly vague, but after careful understanding, it found that it was not.

"Wear" refers to the group's main business closely around the "wear", that is, mainly leather shoes, leather goods, clothing, accessories, supplemented by the diversified development.

"Yue" means crossing the stage of leather shoes industry that is assimilated seriously in brand, product, channel and other aspects, the competition is fierce but single, and the profit level keeps falling. The new cycle of differentiated development should be formulated, and the blue ocean should be actively searched for a first-class company with sustained development and excellent performance.

We should seize the opportunity and propose two businesses in a timely manner. At the same time, we should enhance the efficiency of supply chain and accelerate the integration and optimization of resources by taking the time and season as the main line and informationization as the means.

"Empty" to share future wealth space, the Red Dragonfly joint stock company to become the most conducive to the development of talent platform.

Scientific development, revitalize the stock, flexible innovation, independent research and development and ODM (commissioned R & D) development, independent production and OEM (commissioned production) processing, self channel and join agents of organic integration, coordinated development.

With clear positioning strategy and supplemented by strategic direction, enterprises can avoid a lot of resistance in the development process.

In addition, many enterprises equate their strategic positioning with product positioning in their development. Some entrepreneurs believe that this can achieve the goal of "target of public criticism".

But in fact, due to the emphasis on short-term effect, ignoring the long-term development and stride of the brand, the enterprise's stamina is insufficient, resulting in frequent replacement of product positioning.

Wasted energy, not to mention, missed the most favorable opportunity for market competition.

Obviously, the Red Dragonfly knows this very well.

Driven by its own strategic thinking, red dragonfly has gradually defined its brand positioning, that is, "the leader of the two tier market, the challenger of the primary market".

The so-called "primary market" refers to cities such as Beijing, Shanghai and Guangzhou, which are relatively close to the GDP in the whole country. This is of course a battleground for the military. However, because of the competition among the international strong brands, the red dragonfly is obviously unable to win the competition if it wants to win in this competition.

But for the provincial capital cities (i.e. two tier cities) outside the first tier cities, it is a huge platform for red dragonflies to break through the bottleneck. In the two tier cities, the consumers' living standard and consumption ability are relatively high, and the brand competition pressure is smaller than that of the first tier cities.

Clear development strategy and clear market positioning make red dragonfly aim at development opportunities and space in difference.

Building brand with culture

How to stand out in the complex market is one of the signs of today's brand success.

In this regard, we can see that the key to the pformation of the Red Dragonfly image is the continued strengthening of corporate culture and the continuous integration of technology elements.

When it started, its chairman Qian Jinbo had script src=>