Marketing Misunderstandings Of Leading Brands

The lack of new products, new strategies and the ability of continuous innovation, many enterprises' market behavior has become a marketing show that costs a lot of money. Although it can create bright spots in the short term, it can not bring lasting light.

Wen Liu Ma Liu

More and more local enterprises and multinational companies have launched close combat.

But I have to admit that they are still very tender, no matter the strategy or marketing level, "play" but those multinational companies that have been through business.

Probably everyone knows about Wan Ming Jian as a mobile phone.

He was once the most controversial but controversial player in the industry because he had dominated TCL's mobile phone business.

After switching to Changhong in 2005, ten thousand had faded out of public view.

But in recent months, he has been active with Changhong mobile.

But at present, compared with the situation in TCL three years ago, tens of thousands of supporters and opponents are still very clear.

How much did Changhong pay on the phone? No one can tell clearly except Zhao Yong and Wan Ming Jian.

But many people want to know, or worry, whether Wan can give Changhong mobile a "pleasant surprise".

Many people have heard about this "pleasant surprise" background. The mess left by TCL mobile phone is still troubling his old club.

Moreover, the shadow of Changhong's "huge losses" has not completely dispersed, which inevitably makes Vanward Changhong's every move, particularly sensitive.

In fact, speaking of Wan Ming Jian, he did not want to turn over his old accounts with TCL, but it was just an introduction.

Behind those seemingly beautiful marketing shows, have many companies abandoned their ultimate goal long enough to earn short-term profits?

So, looking at an enterprise in the next few years, it is impossible to understand what it really wants to do.

Lenovo is still a company that can see clearly.

With its mobile phone business, after three years of loss, Lenovo became the only local maker of the mobile phone market in 2005.

According to the people in the industry, because "Lenovo caught up with the smartphone".

In fact, the loss of Lenovo's mobile phone has also been described as being in a quagmire.

But from a strategic perspective, if the trend of mobile phone industry is clear, even if it is a previous loss, it is also normal.

In turn, let's take a look at the TCL, the nearly crazy diamond mobile phone, and what is left to TCL now -- 5 billion yuan (at the time of selling price at the time of the mobile phone) inventory.

And in the judgment of the smart multinational companies, this result seems to have long been expected.

For example, Motorola designed more than 20 mobile phones three years ago, even though it was facing a crazy attack from TCL, but it was not rushed.

Because Motorola knows that the trend and technology of the industry are not accurately grasped. Such opponents will die sooner or later, so there is no need to fight for life at a certain time.

It is proved in the future that the latest Motorola phones in the market are mostly designed at that time.

Obviously, multinational companies are highly skilled in the research of trend and the grasp of marketing strategy.

In China and even in the international market, more and more local enterprises and multinational companies have launched close combat.

But I have to admit that they are still very tender, no matter the strategy or marketing level, "play" but those multinational companies that have been through business.

If we want to find out the reason from the root, we must study the growth experience of the enterprise, set aside its marketing system, and analyze the means and purpose of occupying the market.

    TCL手機泥潭

If it weren't for Wan Ming Jian's "show", I am afraid that the topic of TCL mobile phone has long been out of date.

However, in today's perspective, we will find some interesting things from the perspective of TCL's growth experience.

Or at least understand why in its marketing system, it will cause an inventory backlog of 5 billion yuan.

It can be said that Wan is pferred from color TV to mobile phone, which is bound to talk about the impact of TCL's growth on mobile phone business.

In 1993, TCL began to make trump color TV, and at that time, it did not even own its production base. It belonged to the typical "trade" and did its best to brand and marketing.

The marketing idea of TCL is totally different from Changhong and Konka.

It has established the first marketing team of its own as many as 10000 people, and has set up a marketing company in the whole country.

By the end of 1997, however, there had been a lot of problems in the marketing team.

That is, when a huge marketing team sells only a few products, the cost of operation rises sharply and costs 5%-6% higher than that of Gome and other retailers.

With this background, look back at mobile phones.

Wan himself is a technical learner. He didn't know how to do marketing at the beginning, but in TCL's business environment, he began to attach importance to the framework of marketing system.

The problem that Wan faced was how such a huge marketing team was raised and how to manage it.

Therefore, he broke the original marketing system of TCL and adopted the dealer system.

It is undeniable that in the market at that time, the TCL diamond mobile phone was a genius creation, though it was ugly, but it catered to the Chinese consumption mentality, and invited Korean pop star Kim Hee Sun to speak for a while.

But at this time, a very tough move has been made. As long as the agent mobile phone, dealers must pay 20 million yuan of advance payment.

This is the reason why the TCL mobile phone business has soared in the first year, or the strategy is more appropriate.

Although these figures do not come entirely from the sale of mobile phones, TCL can take the opportunity to promote the rapid growth of mobile phones.

So more and more dealers think that selling TCL phones will become rich, so a lot of deposit and large orders will be made.

It was not until the massive loss happened in 2004 that it was found that the value of the mobile phone on the channel was 5 billion yuan.

From a marketing point of view, almost every company has done this in order to complete quarterly reports, but not normally for more than a month.

Companies like TCL that have been loading for more than a year are rare.

And WAN's practice overdrew the potential of the channel in the next few years, and also led to a mess in the future.

The reason why TCL phones are in a quagmire is that the pressure on profits leads to high expectations for growth, and in terms of products and markets.

    聯想營銷之困

In general, measuring the size of a multinational company is based on the revenue of $3 billion.

If we push forward one step further, when the revenue reaches US $1 billion, the enterprise can survive, and then we should consider how to keep on developing.

Then, the premise of sustainable development should be supplemented by "proper marketing strategies, as well as technological innovation."

Generally speaking, enterprises will achieve sustained growth through the following ways: first, to expand market share through marketing means; the two is to continuously enrich the scope of business and products; the three is to seek new growth points of the whole industry and rely on disruptive technologies to achieve explosive growth.

Before acquiring IBM, Lenovo only did the first two points mentioned above, so it lingered for more than four years in the watershed of $3 billion.

The problem is that the profit of the entire PC industry has been declining from 20% at the highest level to 2% before 2001.

Suppose that if the DELL takes 2% of the cake on the limited market cake, what will be the fate of Lenovo's marketing system?

Lenovo's marketing mode is walking on two legs: one is learning the direct selling mode of DELL, the other is the more than 1000 "1 + 1" chain store across the country.

Objectively speaking, in the early development of the market, the "1 + 1" chain store was very successful.

Because many consumers at that time did not know what the computer was, they needed to have a look at the display machine and personally experience how to use the computer.

But today, the drawbacks of this marketing mode have emerged. Products come out of factories and enter chain stores through channels.

The cost of this process is very high, but the efficiency is very low.

As far as DELL's direct selling mode is concerned, according to the production of customer orders, it is not only efficient, but also zero inventory.

I have to admit that brand marketing is also behind the era of customized marketing.

Obviously, Lenovo's copying of China's marketing model to overseas markets is bound to be difficult.

Recently, people often talk about how to think about the overseas market, although it is too early to draw any conclusions, but it is certain that this road is still long.

When enterprises develop to a certain scale, they must have corresponding "magnitude".

Without scale sales, it is impossible to become a heavyweight enterprise.

Since 2001, Lenovo has been hovering in sales of HK $23 billion.

Therefore, some people say that mergers and acquisitions IBM is Lenovo's life-saving straw.

After the merger and acquisition of IBM, Lenovo jumped to the scale of hundreds of millions of enterprises.

As a result, $80 million sponsored the 2006 Turin Winter Olympic Games, and signed the football star Ronald Dinho, the image of such an international brand.

Of course, through some large-scale activities, Lenovo's brand value has been improved, but it also costs a lot.

In addition to Lenovo's main business, its comprehensive income is very impressive, for example, the premium from the capital market.

Finally, the Chinese IT business seems to have entered a strange circle with pride and pride.

Those hungry people have too little pride in doing what others dare not do.

Once in a while, we believe that we can continue to replicate. As time passes, we will form a path dependence, which will inevitably inhibit the innovation and regeneration ability of enterprises.

The author is a marketing director of a multinational company.

The optimistic estimation led to a wrong judgement, and without core technology to support it, it could only be a short-lived result.

In fact, in the absence of new products, new strategies, and the ability to innovate continuously, the market behavior of many enterprises has become a marketing show that costs a lot of money. Although it can create bright spots in the short term, it can not bring a lasting light.