3C Era Chinese Enterprises &Nbsp; Impatient Eating Hot Tofu.

In September 26th, in the guestroom of Beijing Hotel, Jack Traut, the father of Jack Trout, welcomed the first morning of his trip to China in the form of an exclusive interview with the first financial daily.

"Now is

Jack Traut is a well-known marketing expert in the United States.

In 1969, his "positioning: the path of competition in the homogenization era" put forward the "positioning" view in business for the first time, and was called "the most influential concept in the history of American Marketing".

In the book "business war", he put forward four marketing strategy models, which have been used as a teaching material by American Business Academy.

In the chaotic world

"In a chaotic and complex world, the strategy you need is differentiation.

Find the differentiation to find the location of the enterprise.

Trout told reporters.

He exemplified that he had taken part in the strategic positioning of Venezuela's tomato sauce brand Pampero.

At that time, the local market was occupied by three tomato ketchup manufacturers including Heinz. The giants introduced automatic production lines, producing more and more efficient products.

Pampero is still using traditional methods to peel tomato skin by hand, and then produce tomato paste.

"I said to them, you don't need to introduce production lines, which is the difference between you and other companies, and also your position."

Therefore, Jack Traut suggested that they stop the construction plan of modern chemical plants, and strive to publicize the taste of hand-made peeled tomato paste.

This way, you can label your competitors with "no peeling" negative labels.

Among Chinese companies, Trout admired men's clothing.

The company was founded in 1980, because at that time, China's reform and opening up, the founders found that men who took off the blue and green uniforms were eager for new kinds of clothes, while jackets and leisure businesses could wear them, which was very suitable for entrepreneurs after the reform and opening up.

Therefore, during the 30 years of development, only one thing that the powerful fighter did was to produce jackets.

The result of 30 years of deep ploughing was that enforcing power became the maker of jacket national standards.

So far this year, the business assets of Jin Ba men's clothing are over 18 billion yuan.

In the same period, some jackets manufacturers began to invest in other industries, some of them were trapped in low price competition, and it was hard to extricate themselves.

"It is impossible for a man to do a good thing in his life."

The idea of founder of Zhen Ba coincides with Trout's positioning theory.

"China is a huge market and manufacturing industry is also very developed. For those manufacturers who manufacture products, finding differentiation is to find their brand advantage."

Repositioning in global competition

China is in an era like this now. In the past 30 years of reform and opening up, competition has become increasingly fierce worldwide. For Chinese consumers, they have gone through the process of "no choice" to "no choice".

Every new technology will radiate every corner of the globe at a thunderbolt speed. The changes will destroy an enterprise and bring opportunities.

"That's why I propose" repositioning "this year.

In Trout's view, in the current society, only by grasping the two magic weapons of marketing and innovation can we remain invincible in the fierce market pformation.

Apple is a good example. Because of its excellent marketing means, Apple's new products will be queued up in the stores in the US and China.

In terms of innovation, no one has done better than Jobs.

Apple's platform system "enabled him to have the wisdom of the entire US Silicon Valley".

And despite more opportunities, "caution" is Trout's advice to Chinese enterprises.

He believes that the more rapid changes are taking place, the more prudent the decisions of enterprises are.

At present, many Chinese enterprises are anxious to "go out". Trout does not approve of this. Not all expansion is good.

In fact, the bigger the company is, the more difficult it is to survive.

Trout once told Heng An group not to enter the international market, and ploughed deeply in the Chinese market.

"After the economic crisis, China and India have become the two fastest growing markets and the largest population in the world, which means that China has become the largest consumer and largest customer base.

If you can't keep the Chinese market, what's the point of going into the world? "Trout explained further." therefore, whether or not to enter the international market does not depend on the enterprise itself, but on the market environment, whether you can enter the international market, and competitors will not let you enter the international market.

It is useless to whimper.

As long as you have money, the United States welcomes you to buy the business, but you have to figure out why you want to buy it. "

"One thing I'm worried about is that Chinese companies continue to use low prices to gain market share.

The reason is simple. Every competitor has a pencil in his hand. They can also mark the price at any time, and then your advantage will disappear.

If the competitor can reduce the price as low as you, then the price reduction is a foolish act. "

Before closing the conversation, Trout's last advice was: "try not to think too much about your positioning and repositioning strategy. The trick is to keep it simple and clear."