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    Price War Is Playing Heartbeat.

    2008/4/24 17:28:00 27

    Price War Is Playing Heartbeat.

    Price war is an effective weapon for enterprises to quickly attack their opponents, rapidly increase market sales and occupy the market.

    But once the price war falls into a vicious circle that falls a little bit today and a little lower tomorrow, then the price war will lose its meaning, but the loss of profits will not hurt the competing products.

    Then how do we fight the price war?

    Price war, to play is heartbeat.

    So how can companies use price wars to effectively attack their opponents?

        目的明確,一劍封喉。企業必須明確為什么要打價格戰,必要時可提升到戰略高度。而一旦打起來,就要直逼成本下限,一步到位。迫使對手不敢跟進,在對手的猶豫和慌亂中讓對手自亂陣營。

        選擇好打價格戰的產品。選擇打價格戰的產品是要符合企業打價格戰的目的。就是選擇什么產品用來打價格戰,什么產品不能參與價格戰。一般來講企業用來打價格戰的產品要選擇那些要進行淘汰、對企業自身來講意義不大的產品,而盡量不要用自己的核心產品來打價格戰。因為一旦企業用核心產品打價格戰,價格到底將來漲不上來就會使企業陷入非常危險的境地。

        選擇好打價格戰的區域。選擇好打價格戰的區域,就是要企業明確價格戰是在全國范圍內展開,還是在一定區域內展開。一般來講如果企業沒有能力發動全國性的價格戰的話,最好選擇在一定的區域,在一定的區域內展開。這樣做是因為:一、現在市場的區域化越來越強,不同區域所要求主銷的產品有所不同,企業用一些產品對全國市場發動進攻,難以起到全面打擊的目的,反而使自己積重難返。二、自己的市場區域和競品的市場區域布局有所不同,對于自己的強勢區域市場而競品很薄弱的區域,是沒有必要采用價格戰的手段來壓制競品的。企業可以把價格戰放在市場競爭激烈、競品的強勢根據地市場、自己的新區域市場、自己難以進入的區域市場、自己遭到競品猛烈進攻市場非常危機的區域市場。而且針對不同的區域選擇不同的產品(產品要適合區域的消費習慣)來實施價格戰。

        以戰養戰,避免自殺式或同歸于盡式的價格戰。企業發動價格戰目的是為了拓展市場、打擊競品,而不是為了自殺和同歸于盡。這就需要企業在開展價格戰時,要采取以戰養戰的策略。一方面盡量不要用核心利潤產品來開展價格戰,另一方面要選擇區域有針對性的展開。當年長虹發動價格戰用彩電的全線產品在全國市場展開,不僅給整個行業帶來災難,而且使自己的經營陷入困境。這個教訓值得那些準備采用價格戰來打擊對手的企業借鑒。

    When price war products are overwhelming, the following products must be kept at the same time, so as to avoid being trapped in the abyss of price war.

    In front of the author, it is clear that since the company wants to wage a price war, it must seal the throat, rather than lower it today, and lower it tomorrow.

    To reduce the price to the cost line, force other enterprises to dare not follow up.

    This means that the enterprises that launch price wars are also losing money.

    Therefore, enterprises can only use the product of price war as a tool, but not as a leading product of long-term market sales.

    Just as the troops sent the air force and special forces to occupy a battlefield, they had to send ground troops to strengthen and stabilize the battlefield.

    The products used in the price war are like the air force and special forces of the enterprises. After bombing and forcibly occupying, they will send the ground troops of the enterprises - enterprises ready to sell products in the market in the future to enter the market quickly, so that they can occupy the market steadily and steadily for a long time.

    As we all know, the cost of air force and special forces trained by the army is very large. They can quickly occupy the battlefield by their early stage, but it is very risky for them to continue to stay in these battlefields to stabilize the battlefield. First, they are limited in number and can not do too much detailed and meticulous work. Two, if they let the enemy capture or annihilate, the cost of the troops will be too heavy.

    In the same way, enterprises will quickly introduce other products after they have taken advantage of the products used in the price war to avoid enterprises falling too deep in these areas and unanimously rely on price war products to stabilize the market. Enterprises will lose the meaning and purpose of launching price war.

        確定價格戰的階段。既然企業處于一定目的去打價格戰,但是目的達到后,就要適時結束。意味的持續下去(因為是虧損)同樣會令企業不堪重負。這就需要企業在發動價格戰時,在目的的指引下確定價格戰的時間開始和截止的日期。

        價格戰結束時,替代產品要及時跟進。企業除了在價格戰中持續推廣其他產品外,價格戰結束時,企業要確保替代產品的及時推出,以淡化價格戰產品繼續往前走,使企業蒙受更大的
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