2010 PK, &Nbsp, A New Development Road.

Practice has proved that in the past, it was one-sided and harmful to regard only peers as "enemies" and argue that competition can not cooperate. It often leads to unnecessary friction, internal friction and waste.

By combining competition and cooperation, competition and cooperation can break through the limitations of fighting alone, combine their advantages with the advantages of other enterprises, maximize the strengths of both sides, improve themselves and enhance competitiveness of others, and achieve win-win or win-win results.

Strong VS seven cards: brothers holding hands to wait?

In Quanzhou

The merger of Jin Ba and Qipai has always been the focus of attention. However, for a long time, the relationship between the two families is different.

On the 93 road in the town of England, there are hundreds of meters between the strong and the seven cards, but they are not as close as they imagined, nor can they smell the smoke of competition.

At first glance, after years of operation, everyone seems to be able to get their own way. They have their own product positioning and market network, and have a pragmatic mentality.

But the Hong brothers have gone through many changes in history. Although they all say that their competitors are not important at the moment, in the past ten years, the tide of "producing Fujian goods and building famous brands" is inevitable.

Strong VS seven card: seek development in competition

The main product: the main product types of the early seven cards were all over the surface. It was not until 1998 that the main line of the suit was decided.

When Qipai is still choosing the leading products, it has been clearly positioned on casual jackets, playing the casual clothing market of 30 to 50 year old mature men.

The two enterprises have also formed a complementary market in the men's wear suit and jacket Market.

Channel change: the power chain has extended its chain management mode, which has produced the so-called new marketing strategy and is known as the first garment industry in Fujian province.

This is especially aimed at dealers' enthusiasm for inventory discounts, new product listing rather than pushing the old, not pushing new, image difficult to establish, and difficult service in place.

But to date, the effect of the marketing strategy has not yet reached the expectation of the powerful boss, because the error of the original sales management information system is larger and the speed is slower.

The momentum of the new generation of Hong men can not help the old generation. Hong Zhaoyi Hong Zhao brothers is also strengthening its sales network. Now, the original Shandong branch has been pferred to the sales company, and at this year's order meeting, we call for breaking the tradition and updating the marketing strategy.

But it is easy for the discerning eye to see that the seven cards are steady and seem to be a bit slower than the young people.

Spokesperson: in June of this year, Hong Zhongxin invited Chiu Man-Cheuk to be the spokesman of the image and put in 50 million advertisements. The price of Chiu Man-Cheuk was higher than that of the same star.

However, the first sign of the star card is seven cards, but Hu Dong's celebrity appeal is obviously inferior to Chiu Man-Cheuk.

Expansion: at present, both the power and the seven brands are spared no effort to expand the factory buildings. Hong Zhaoming, who is retreating to the second line, is personally supervising the site. Seven cards are also invested in 10 million of the largest clothing industry workshop in the region.

In this regard, the two have no secret to attribute it to the number one production scale and economic strength in the region, because the clothing products are very seasonal. If the OEM is likely to cause dead goods, it will be too late to catch up with the others. Therefore, it is necessary to have its own production line, which can be flexible and small batch trial production.

Big contest:

Hong Zhongxin once declared that he wanted to move his headquarters to Shanghai.

Hong Zhongxin is keen on the "talent highland" of big cities and is busy restructuring.

Hong's initial assumption is internal shareholding. Since August, a Shanghai listed consulting firm has been invited to counsel, and the plan can be released by the end of this year.

Relatively speaking, Qipai is deeply troubled by the unidentified problems of the four companies in the group and is preparing to make equity reform.

Although Hong Zhaoshe does not yearn for the benefits of family trust and decision-making, he has clearly indicated that he must wave farewell to paternalistic management in order to welcome WTO.

Is it divided?

At the 2002 World Cup CCTV advertising conference, both the real power and the seven cards were auctions at the same time, all of which were 9 million 200 thousand yuan advertising fees.

Since then, two advertisements have often appeared simultaneously.

Hong Zhaoshe's explanation for this is that the two are not interested in doing so. It's not just who is competing with them. It's only because the power and the cards are so close that the same advertising agency came to the end.

But this is to be seen as a joint effort by two companies.

Hong Zhaoshe's view of the two mergers is very interesting: "the two countries do separately, and there are two famous brands in the Chinese clothing industry, so they can open two stores in one place at the same time."

In other words, the separation of the strong and the seven cards is conducive to their respective growth in the competition.

Editor's comment: in short, though the two brands are different in different market segments, they are always echoing in brand communication and marketing. Quanzhou is one of the distribution centers of clothing industry. It has gathered tens of thousands of garment enterprises. The success of brand competition has made the "Hong men" wear two brands and grow rapidly as the leading enterprises in the huge men's wear market.