Home >

Differentiated Marketing Of Shoe Enterprises Is Not Fatal.

2010/6/12 11:06:00 47

??? 日本語 Fran?ais English 中文

Now, as the market competition intensifies, basically every family.

enterprise

They are all thinking hard, basing themselves on the reality of the enterprise, and appealing for the unique management mode according to the similarities and differences of the products. Some seek common ground while reserving differences, some pursue innovation, some are frying concepts, others are widely dispersed advertisements, others are trying to integrate terminal resources.

In a word, everyone hopes to grab a fat "fat" in the shrinking share and seize the best opportunity.

Under such circumstances, differentiated market philosophy has been gradually regarded as the Savior by many entrepreneurs. But how can we achieve differentiated marketing? How do we make differentiated and differentiated market ideas? When and where to implement them?

These details are important things worth sitting down and discussing carefully, and they are also the basis for marketing differentiation and maximizing value creation.

With the gradual improvement of people's living standard and quality of life, consumers are becoming more and more demanding on shoes products. Besides satisfying the basic functions of warmth and comfort, many consumers

Consumer

Began to require products to have their own temperament, conform to their own aesthetic standards, and so on, so many products have to be processed like a piece of art.

Brand is the biggest asset of shoe enterprises, and is the endorsement of its unique personality. Powerful brands can form unique impression among target consumer groups. Therefore, many shoe enterprises should establish a complete brand system including image and product services, and create them carefully, making them become competitive advantages that rivals can hardly reproduce, and create consumers who can love their products in a short time.

From the point of view of thinking, some shoe enterprises hope to build a specialized brand in the industry for specific market by differentiated market positioning, and stand out from the homogenized competition pattern. This is the right direction to fast growth. However, if we continue to adopt the 10% constant strategy to segment the market and make marketing positioning, we will create a brand idea similar to other enterprises without doubt. There are 4 limitations:

First,

market

Limitations.

The consumer behavior and attitude of finished shoes are diversified, and there are many products in the market. Therefore, the market is hard to get out of the homogenization competition and needs differentiated market strategy.

Two, the scale is limited.

Footwear products are characterized by market positioning and abnormal segmentation. They have crowd specificity and customer instability. Enterprises need to make scale and badly need differentiated product positioning, so as to attract part of the potential consumer market and improve the overall profitability level.

Three, competition constraints.

The main brand and low-end products in the market will bring double pressure to the emerging enterprises. Facing the competition pattern of the tiger with wolves ahead, enterprises should take the road of innovation and differentiation and get rid of the difficult situation.

Four, opportunities are limited.

Because the market is relatively narrow and the ability to resist risks has been greatly reduced, enterprises have lost some favorable opportunities in the market competition at home and abroad.

The obsolescence of the mode, the single product, and the price drive alone make the enterprise's ability to control the market very weak. In fact, enterprises can rely on systematic marketing operation to enhance their core competence and do not have to operate through a narrow market segmentation strategy.

If this stage is located in a single efficiency market, only homogenization and neglect of differentiation will be equal to limiting ourselves to the limited market space, and then losing market of other larger capacity, and also losing the opportunity for rapid growth.

At present, some enterprises hope to expand the efficiency of segmentation.

Strategic thinking

It is not directly related to whether or not to take the enterprise brand as a professional brand, but more depends on the development strategy of the enterprise's regional and channel. As long as the establishment of a perfect regional differential distribution system in the consumer market, the rational design of the differentiated regional channel distribution structure, the construction of the core dealer system, and the strengthening of the control capability of the distribution channels and drugstore terminals at all levels, the wide distribution of shoes can be promoted.

This stage does not need to adopt differentiated marketing operation mode.

{page_break}

Therefore,

enterprise

To win market opportunities, it is very important to adopt differentiated marketing mode. It is important to accurately judge the current market environment and development stage of enterprises, and then take the most appropriate marketing strategy and operation mode.

Differentiated brand repositioning mode

Trout and Rees, the father of positioning, first put forward the concept of brand relocation.

Repositioning is to reposition the brand, aiming at getting rid of the predicament and gaining new growth and vitality of the brand.

It is not a negation of the original positioning, but a "sublation" of the original brand strategy after the market discipline.

From the perspective of organizational strategy, the organizational strategy of enterprises must be adjusted accordingly, because of the changes in the external environment that enterprises are faced with. This, of course, includes brand positioning.

After the Chinese trend took over the KAPPA brand, the first thing to do was to reposition the brand according to the competition pattern in the Chinese market.

The original Italy KAPPA is taking the traditional sportswear route, so that KAPPA will compete with Nike, Adidas, Lining and other brands. Compared with these brands, KAPPA is obviously at a disadvantage.

Internationally, the performance of KAPPA brands has deteriorated and is on the verge of loss.

After accepting the KAPPA brand, China is acutely aware that if you follow the original development route of KAPPA brand, it will be difficult to compete with Nike and other brands.

Only by taking a differentiated route can we hope to find vitality.

As American marketing expert Kevin Ryan Keller said, "strong, unique and good association between a brand and other brands in the same reference frame" is the foundation for the success of brand positioning. Brand positioning must create a strong and effective difference.

China's trend has identified KAPPA's brand appeal as the following four themes: sports, fashion, sex appeal and taste.

The positioning of KAPPA makes it difficult for us to relate it to traditional sportswear, because traditional sportswear seeks loose and breathable performance.

But now the positioning of KAPPA is brand new, that is, positioning sports apparel fashion.

How does KAPPA break the positioning of traditional sportswear and turn to the "sports + fashion" route? After careful market research, China has made an astonishing discovery. Most of the young consumers do not need professional sportswear. What they need is a sense of movement.

KAPPA pioneered a new consumer group whose core customers are 18~30 years old young people.

Brand re

Location

After that, the product and R & D system must be adjusted accordingly.

The trend of China is adhering to the concept of East West integration in product design, carefully selecting design elements and resources from more than 2000 design styles in Italy headquarters, and finally through the two designs, we finally create "sports, fashion, sexy, taste" style products.

The reason why KAPPA is favored by young consumers is largely due to its understanding and control of color.

People familiar with KAPPA know that their products represent a country.

In this way, the color of KAPPA products is exceptionally bright, and people are willing to accept this ingenious design style.

Its exaggeration, design and color matching are more in line with the brand name of Italy.

In terms of product style, KAPPA's version is thin and "tight sexy" has become the signboard of KAPPA.

In some specific models, other brands have at least five sizes, but KAPPA has only three or four.

"We choose to wear the product to the best part of the body." hunger tactics "aims to make people who wear KAPPA advertise for us.

China trend CEO Qin Dazhong explained that although many people who are not so slim will feel that the size of KAPPA is smaller, the "list effect" of countless devil figures will make these people more obsessed with KAPPA.

At present, there are as many as 40 designers in KAPPA, which is basically the size of a fashion brand design team.

In July 2009, KAPPA began working with Adidas's former global creative director MichaelMichalsky to develop and launch the KAPPA brand new product line, which will further enhance the fashion of the product and show a positive competition with Adidas's Clover fashion series.

It is obvious that shoe companies should find the difference interests of each brand under the background of homogenization and serious market. Apart from providing strong and powerful products, they can also positively reflect the sense of social responsibility of an enterprise, highlight their own characteristics in the rules of market dominance, and gradually promote the formation of their own unique product genes and give consumers a distinctive sense of value. Then the image of the natural brand is deeply rooted in the minds of consumers.