Marketing Needs Rapid Breakthroughs To Be More Effective.

It is just like burning water in a flash in ten minutes, saving energy more than burning water with warm water in a single day.

So we need to start the market to ensure that we have enough investment, and we need to concentrate on it and break through quickly.

Some enterprises do not want to invest in the market, or do not have the confidence to dare to invest. They always use resources in a small way.

To do the market is to do the potential. As long as we find an effective model, we dare to invest strongly in a short time. This is the most effective way to start the market quickly.

The most difficult thing to do in the market is: the market is not warm, and there is not much investment.

    從就對競爭的有效性來看，速度可以抗擊規模 

CASIO's business model is a classic case of "speed against scale" theory.

When CASIO first entered the market, it was found that in the electronic calculator market, the first phalanx was represented by SONY and Hitachi; the second phalanx was represented by Panasonic and Toshiba; the third phalanx was represented by SHARP.

This means that just starting a business hit the Big Mac.

But they studied carefully and found that SHARP was the top player in the market.

Because of the different ways of running SHARP, he launched a new model at a faster rate than others to achieve profiteering.

When others launch the new model, he is ready to make a lot of money and go up and down the unit price, then save the amount.

When his opponent just launched the new model, he has already stock it.

By the time his opponent followed up the stock, he released the stock and launched another new model.

He pushed the money very fast, launched the new model at 25% speed, raised the output at 100% speed, and lowered the selling price by 50%.

Competition in this way is too powerful.

Finally, SHARP accounted for 30% of the market share.

CASIO sees SHARP's way of doing this and thinks that it can only win faster than SHARP.

So we decided to update varieties at 50% speed, raise the output by 200%, and lower the selling price by 100%.

In 5~6 years, CASIO started from a small enterprise, in this way, finally defeated the Big Mac, occupying 34% of the market share.

SHARP dropped 17%, and some big companies such as Matsushita have withdrawn from the market.

From this we can see that enterprises, especially small and medium-sized enterprises, must have speed when dealing with competition.

    時間是最重要的營銷資源 

When we mention the marketing resources, we can see mostly the gross profit space of the products, the input of personnel, the pulling power of the brand, etc. but in my opinion, the time resource should first be fully utilized and excavated, because time is the least important.

Many enterprises in Japan attach great importance to time resources, such as meetings. They are most particular about meeting efficiency and never open up useless meetings. Before each meeting, they put up the cost of this meeting in the conference room, how many people attend, how long they are open, and how much time they charge per hour, and finally accumulate them, so that those who preside over the meeting and those who attend the meeting will have a good idea.

The conference rooms in Japan are not as comfortable as ours. They are very simple. They are smoke-free and tea free. They have no chairs. The people at the meeting are standing up to control the length of meetings, manage time resources and improve the efficiency of meetings.

When our business people are promoting sales policy to headquarters, have you considered making your morning meeting one or two hours more efficient?

If we really value time as the value of marketing resources, for example, when new products are listed, if we can shop to the terminal as fast as possible, quickly and quickly, and effectively launch consumer pull, we will save many of them from competition and need to invest in marketing resources. Do you think so?

    沒有速度的風險才是最大的風險 

Speed increases risk. It's like driving on a high speed road. But the risk of no speed is the biggest risk. You are not too small on the highway.

There is a case in the IT industry that in the early days of the development of electronic computers, the market was dominated by mainframes.

Until the late 1970s and early 80s, personal computers (PC) began to develop rapidly.

In order to adapt to this trend, in 1980, IBM, the main manufacturer of mainframe, launched its own PC.

To speed up the listing, IBM decided to purchase its operating system from outside and install it on its own personal computer.

At first, they saw the Digital Research, the most advanced operating system of CP/M, but the digital research company felt that IBM's PC machine was on the market too fast and did not have enough time to improve CP/M, thus rejected IBM's request.

In this way, Microsoft got the big order.

But Bill Gate also had no time to develop new products.

So he took a shortcut: he bought the clone version Q-DOS of CP/M, then upgraded it to MS-DOS, and sold it to IBM.

Since then, Microsoft has installed MS-DOS on other IBM compatible machines, such as Compaq, so as to lay the foundation for becoming the world's largest software company in the future.

Digital research company missed an excellent opportunity due to its overemphasis on perfection and its slow response to the market.

And the coverage is different. He knows the speed and the perfection is the most important. The product is the first opportunity to sell, which can be improved gradually. (author note: in fact, many of Microsoft's products are not perfect, so there are always versions of the operating system patches downloaded on Microsoft website).

Indeed, in today's market, no risk of speed is the biggest risk. Digital research company does not realize the importance of speed. The pursuit of perfect product leads to slow response, which means that it is lagging behind people.

    快速能提升員工士氣 

The gyro must rotate at a certain speed, and the staff must be encouraged at a certain speed. When the enterprise is in a period of rapid rise, the satisfaction and sense of achievement of employees will also rise correspondingly, which will make them work harder in the future.

It also encourages employees to form a continuous learning and continuous improvement of their ethos, because he knows that he can adapt to the speed of the development of enterprises or he will be eliminated.

Of course, the improvement of enterprise efficiency will also strengthen this effect in terms of salary and other materials.

The so-called "fire without wet material, heavy water without sediment."

The rapid development of enterprises can also provide employees with more room for development and encourage morale of employees.

Because in the fast developing enterprise, ordinary talents are used as excellent talents.

In developing enterprises, talents are used as ordinary talents.

Personal development needs the help of the momentum of the enterprise and the rapid development of the enterprise.

Wet wood may not burn alone, but it can burn with a strong fire.

To sum up, from the following five aspects: the cost of market expansion, the effectiveness of competition, the acquisition of marketing resources, the evasion of risks and team building, it is pointed out that marketing needs to be broken through faster and more effective.