Four Major Marketing Strategy Diseases, Torture Private Enterprises Profit Model

08 November,

After the excitement period of high-speed growth, the private enterprise collectively moved towards a relatively slow growth stage. Some of the once hot and hot enterprises, because of the strategic drift nature of grasping and having projects, led to the development of enterprises, and the success rate of the two venture was far lower than that of the initial stage.

In the first place, what money was made, and no profit model was seriously considered. With simple income cost method, we could easily make profits.

Today, tens of thousands of dollars still can not get rid of the low profit magic spell.

The profit model has begun to be concerned by the bosses of private enterprises. From the US and Japan to the benchmarking enterprises in China, all of them have learned, but their successful mode is difficult to take root in their own enterprises.

The fundamental reason why we can not find our own profit pattern is that we have not figuring out the dual structure of the profit pattern.

Its business structure is made up of strategic conception, brand positioning, brand communication, product value definition and price strategy, channel investment and sales promotion. The focus of this series of work is customer demand.

To surpass competitors' actual needs and redefine customer needs to meet their potential needs is the only way for enterprises to defeat their competitors and provide differentiated customer value.

The internal management structure of the profit model is the R & D, procurement, production, quality inspection, sales, logistics distribution, after sale service and so on, which are very familiar with the management of private enterprises.

The management ideas and means represented by ISO9001 are the conventional means for every private enterprise to get through the extensive period.

Internal management is complex, controllable factors are relatively strong, as long as serious and continuous optimization process, the effect is remarkable.

Since the profit structure includes the dual structure of business and management, what is the dilemma of the majority of private enterprises? Obviously, the deterioration of the competitive environment is not the main reason for the collective decline of private enterprises, but because the business structure that they were proud of did not adapt to the rapid changes of the environment. Now there are big problems. The main symptoms include the following four aspects:

When the business environment is friendly, the boss of a private enterprise marries a Cinderella with its own business vision. The speed of enterprise development is closely related to his business judgment.

From the point of view of the business structure and management structure of the profit model just mentioned, his strategy is incomplete or even contradictory.

But because he has identified the specific target consumer groups in the business structure, a differentiated product or service mode, other short board problems are inadequate.

The huge benefits brought by the long board far offset the loss of the short board.

And when private enterprises come to the stage from behind the scenes, from the shadows, the one or two rival's shadow rivals become the target of competition in a certain industry.

Who is the real competitor? Which group of customers is their goose goose? Is the operation crisis starting from the management structure, or first to the business structure? Without the ability and courage to decide, a batch of private enterprise teams with strategic blind obedience appeared, and saw others making money.

Let others' heads make strategies for their own enterprises, save worry and save trouble, and they can do things by themselves.

Yes, even if there is no prospect of great development, even if it is hard to earn cash, why? Because there is no medium and short term strategic planning and deployment of the mobile from the pickup addendum to the tip of the needle, so it is difficult to obtain any favorable competitive opportunities.

They often lose money in order to get a business, so they have to comfort themselves by making profits on the scale and then seeking reasonable excuses.

The idea of small profits and quick turnover is deep-rooted. It is not that private enterprises are willing to lower profits, but in the absence of strategic vision, they can only make up their minds and survive before they can develop.

After the development of enterprises has reached a certain stage, private enterprises have begun to focus on their own image building.

One is to develop large customers. The evaluation system of large customers is more comprehensive. Besides product cost performance and relationship operation, their hierarchical checks system will provide relatively complete requirements for the overall quality and performance of suppliers.

Secondly, it is the pressure of competitors.

In the industrial sector, foreign giants are growing up, and domestic competitors are rising. This poses a formidable challenge to the private enterprises with limited scale and weak characteristics. There is no chance to avoid them.

As a result, many private enterprises have also solved their own brand image from VI, pictorial books, business publicity films, product manuals, exhibition images, websites and other brands.

This is a good thing. Enterprises should pay more attention to the role of communication than hang up in gray relational marketing.

It may still be a problem. When the brand image is first started, the customers and their employees will be in the bright light. The perception and evaluation will also be improved. However, with the imitation of competitors and the in-depth development of competitive warfare, it is found that these beautiful tools have not played the role of substantial market development and customer paction.

Some private enterprises have begun to slack off brand communication. It is common for a picture album to be used for three years and a website content is not updated for a long time.

The goal of brand communication should be the achievement of marketing objectives. Even if the brand positioning is at such a strategic level, the overall marketing strategy of the company should be the core.

Now most private enterprises are invent professional design companies when they are making brand communication tools. They may not have many problems in planning and presentation of single tools, but who can spend their minds and understand the strategy and marketing plan of an industrial enterprise?

Moreover, all brand communication tools are market inputs, without obvious marketing performance, so these inputs can only be self packaged, and have little impact on target customers and competitiveness! {page_break}

3, the "GIRAFFE" phenomenon after all the small organization management at the beginning and the scale increased.

The advantages of private enterprises are small and good.

Small organizations are good, several key personnel meet each day, together with the feelings and trust to fight together, the next big thing can be solved by several people.

The leadership team is capable, the personnel cooperate tacit understanding, the work is passionate, the next middle level and the staff will have the sample.

Private enterprises rely on such strategic maneuverability to overcome the huge state-owned enterprises and foreign brands that are not convinced.

However, after the scale has grown, these once proud qualities seem to disappear overnight.

The general manager became chairman of the board. His brother wanted to see him and had to make a date with the secretary.

The entrepreneurial team has become an appropriate interest. The new team of professional managers feel that they are just the best brains to work for them.

When the boss starts his business, he takes the lead and sees the market, and is a super salesperson and first-line manager. The subtle changes in the market will not escape their eyes.

Now, after leaving the line, it has changed to senior management, and has lost its strength, and its weaknesses are increasing day by day.

The lack of large organization management experience is secondary, and there is no equality of people's mind, with their own talent view, not good at stimulating ordinary people's glittering point, is the pformation from small business owner to medium sized enterprise general manager's pass.

The general manager, who is in power, keeps the enthusiasm of his work, but the complexity of the organizational structure exceeds his personal ability.

On the surface, middle and top management personnel work in accordance with the company's established strategic plan and orderly conduct. However, every company management meeting will issue new instructions, resulting in frequent and multi-directional sharp changes in strategic plans.

Just like some people evaluate Baidu, such a large enterprise is actually only Robin Li, a management decision maker. It is more difficult to maintain the leading position in the competitive environment of organizing the competition.

A little important thing is to go to a brain and then distribute it to the executive departments, which not only delays the time, but also causes a lot of wrong decisions.

Just like giraffe, its brain has only known its feet for a week.

4, huge operating pressure, resulting in marketing obsessive-compulsive disorder.

After the growth of private enterprises, if they are good in coastal cities, they will become local industrial heroes in small and medium-sized cities in the mainland.

All kinds of government departments will set out attractive conditions to encourage them to expand their scale and strive for a new level of industry. With the expansion of their dreams, some enterprises are desperate to suffer from "big head disease": large scale, low cost, greater impact and greater profits.

This kind of fanatical expansion, which only looks at the positive and negative, is no longer able to be covered by the diversification strategy. The industry scope varies according to circumstances, the product line is diverse, and all kinds of branch companies are everywhere.

When expansion has run out of accumulated profits for many years, and the new industry is still in a state of strategic deficit, the company has plunged into great risk.

Due to resource constraints and the drag of new industries, the initial strategic flexibility and the severity of combating are all greatly reduced.

Strategic tolerance leads to the conservatism of marketing strategy and the frenzy of cash flow.

As long as the price can be sold, the price will be renewed, the commitment will be higher than the price of one round, and the cash cost will soon be exhausted.

Marketing is kidnapped, the so-called strategic deployment and strategic response must be given to cheap sales, and the dream of the new industry has been stranded.

Marketing obsessive compulsive disorder is a typical symptom of strategic failure.