Do A Good Job In Marketing Management And Control The Initiative Of The Industrial Chain.

Now companies often sigh. Management Hard, sales difficulties, two main reasons are that consumers are hard to stay, customers are hard to catch, and most of them are hard to catch. enterprise The loyalty of customers or customers is very low. The crux of this phenomenon lies in the fact that enterprises lack effective control over the two. Therefore, the power of control is the market competition ability that enterprises should master when they operate.

The first thing that enterprises consider is how to develop an excellent product. When we have identified the product, then we look for customers. Distributor At that time, it was difficult, and it was easy to persuade customers and distributors to put the products on the market. The company was very busy and busy to increase production and celebrate the feast. However, the problem came again: the customers or dealers were slowly reducing or stopping the purchase, and even some commodities began to return. This situation is very common in enterprises at present. The reasons are mainly from two aspects: the products that the customers or dealers are optimistic about can not be recognized by the end consumers, the sales are blocked, or the sales are good, and the strength of the customers or dealers will be strengthened, and then the enterprises will be held back. At this point, businesses are mostly increasing support and lowering prices. If they can no longer give up dealers or customers, they will be developed separately. However, it will not be long before such a situation will happen again. In this way, the energy and financial resources of the enterprise will be consumed a lot. In fact, the ultimate reason for such a situation is that enterprises are not good at controlling customers and customers.

　　 Customer demand control is bad.

A very important factor that causes the commodity to fail to flow effectively is also easy to be ignored by most enterprises, that is, if they fall into the misunderstanding of selling products from their own warehouses even if they are sold, it is the main marketing work of enterprises to satisfy the needs of customers or downstream channel providers and make them satisfied. But the fact is, a large quantity of goods are sold to customers or dealers, but the circulation of commodities has not ended. In addition to the direct consumption of customers, most customers purchase goods after they are combined, add value and then transfer. If a builder buys a security door, it should be installed in the house, and the user is the consumer who buys the house instead of the builder. The enterprise that buys the computer chip also puts the chip on the computer. The final user of the commodity is the consumer who buys the computer, not the computer manufacturer.

What is the real sale of a product? It is the time when a product stops flowing. For example, if you sell a watch as a gift, the final product owner and user is neither the dealer nor the purchaser, but the ultimate giver of the gift. It can produce a gift recipient's favorite products, natural consumers are willing to buy, channel operators make money, and manufacturers can also deliver goods smoothly, so it is particularly important to control the demand of ultimate consumers. After noticing this problem, careful observation will find that although we often talk about meeting the needs of customers, it is often influenced by customers or dealers in the process of transferring goods from manufacturers to consumers, intentionally or unintentionally ignoring the needs of end-users, and focusing on meeting the needs of commodity transmitters.

This reason is very simple, but we often fall into this misunderstanding, which led to the commodity although the distributor is optimistic, the customer is optimistic, and can be shipped in large quantities. When the manufacturer and the dealer or the customer are full of confidence, they find that the goods can not be effectively transmitted and downward. The more distant the upstream consumers are, the easier it is.

Many B2B enterprises even think that they should focus on how to meet the needs of customers, because they are far from the ultimate consumers, and ultimately consumers can not directly contribute to the profits of enterprises. Therefore, these enterprises are trying to satisfy the various needs of customers, so that they can buy more goods. However, compared with the producers, the customers and dealers have different degrees of expertise in products. Therefore, the consumers' demand for this product does not necessarily meet the needs of consumers. They make suggestions from their own perspective, and their suggestions do not necessarily bring about real sales.

Let all enterprises pay attention to one problem: no matter what part of the industry chain you are in, how far away from consumers, do not ignore the attitude of the end consumer, because their attitude will affect and change any enterprise in the entire industry chain.

　 Customer control is not good.

What is mentioned above is the dilemma of unsalable products. Conversely, if an enterprise merely grasped the needs of consumers and made the products sell well, but lacked control over customers or distributors, the channels or downstream manufacturers might rely on the good products of the enterprises to obtain a large number of markets. After bargaining with the chips, they began to overturn the enterprises and put pressure on the enterprises to reduce the supply price and provide greater support. Otherwise, the customers could change the cooperative partners, and the channel businesses could change the products of their competitors. WAL-MART, Gome, Changhong and Lenovo in manufacturing industry belong to such enterprises. These enterprises integrate the upstream and downstream partners of the industrial chain into one part of their operation, that is to integrate the entire industrial chain. The restricted enterprises are passively adapting to customers, losing their dominant power and strategic direction. Many SMEs have gradually lost their right to speak in this process, or even gradually lost themselves and become a chess piece of their customers. When customers are abandoned, it will be difficult for them to survive alone or integrate into other industrial chains.

Because of the two sales predicament caused by the failure of customers and customers, the author gives four suggestions as follows:

　　 1. controlling consumer demand

Communicating with consumers at the end is something that companies in the industry chain must do. First of all, let consumers know that you increase control and you can also know consumers. Through the study of the end user to improve the product, it can effectively improve the market competitiveness of the commodity. For enterprises in the upper reaches of the industrial chain, the middle and downstream enterprises are located in the middle, and the enterprises in the middle of the gap are often inaccurate in connection with the products of the upstream enterprises and the demand of the final consumers. If they can not communicate with the consumers themselves, the products sold will be marginalized by the market. For example, Intel's product function is not required by computer manufacturers, but Intel directly communicate with consumers and discover their real needs before creating them. Intel has gone back to helping computer manufacturers who are not very professional in designing how to effectively integrate processors into computers, which is satisfied with natural consumers and customers.

Apple Com puter Inc launched the Macintosh (Macintosh) computer and operating system lost to Microsoft's Windows, which caused an uproar in the industry, because Apple Corp's technical strength has always been in the leading position in the industry. Its Macintosh performance is excellent. It conquers customers and conquers distributors, but it does not conquer consumers, and ultimately loses to Windows, which dealers did not initially value. The main reason for the failure is Apple's superstition in technology, which attaches great importance to the opinions of relatively professional distributors and customers, and therefore improves the performance of products. At that time, apple thought that consumers would naturally choose to take the best products and surpass their competitors if they did not consider what consumers wanted. As a result, in the praise of distributors and industry, consumers' research was ignored.

Apple Corp, which is known as an excellent product, is a product that is only qualified by the industry. The result is that it has failed to grasp the real demand of consumers. It is convenient and easy to use, but has lost to Windows, which is mediocre but very easy to operate. The market share of Macintosh is less than 5%. of Windows system. Windows

　 2. control customer lifeline

Although the demand of consumers is solved, the problem of product sales can be solved. However, because of the specific structure of supply and demand, it is very easy for downstream enterprises to replace upstream partners, while upstream enterprises have relatively hard to grasp downstream customers. If we want to firmly control customers, enterprises must seize the lifeline of customers, and the lifeblood of customers is also the ultimate consumer. Everything that an enterprise does is revolve around the ultimate consumers. We can overcome some fog and obstacles by recognizing this essence.

At this point, enterprises should control their minds from the level of communication and understanding of consumers. When customers recognize you, the more dependent you are, the less threat they will have for you. Which enterprise in the industry chain can firmly grasp the last link of the commodity movement means that it has grasped the initiative of the industrial chain, not only will not be abandoned or tied up by customers, but can integrate the entire industrial chain. Many people may think that there are not any famous B2B enterprises that have exerted a great influence on the final consumers, such as 3M, local HUAWEI and so on. However, in-depth study of these enterprises will find that they are in a variety of ways to firmly grasp the consumer to grasp the upstream and downstream customers, integrating the entire industry chain. {page_break}

The main products produced by Intel in the United States are computer microprocessors. They are directly facing the computer manufacturers. But Intel is clear that they are in the upstream of the industrial chain and are far away from consumers. The downstream customers are in the initiative position. If they can not control consumers, they will not be able to control their customers. If they can not control their customers, there will be huge risk of being replaced or even eliminated. Therefore, from two aspects, Engel has in-depth communication with consumers, finds its needs and improves product performance, is technically ahead of the competition, and on the other hand, it is trying to win customers. Now when we look at some advertisements for computer products, we often find that in advertising or at the end, a Intel advertisement will be added to tell consumers that this product uses Intel processors. In computer graphic ads and the use of an Engel processor, you will also see Intel's logo, which is Intel's strategy to catch customers. They agreed to use Intel chip computer manufacturers agreement, manufacturers in advertising for computer products to join Intel's promotional content, Intel apportion certain advertising costs or give price concessions. At first, the effect of this is not obvious, because when consumers buy computers, they mainly depend on the reputation and quality of products, prices, etc., and do not pay attention to the brand of computer accessories. But slowly, the situation has changed. When buying a computer, you never pay attention to the brand of the processor. When you buy it, you ask: is Intel Processor? Slowly, until now, the computers purchased must of course have to assemble Intel processors.

Once I bought a laptop in computer city, I met a customer who was obviously not proficient in computers. I was asking about the configuration of the shopkeeper's notebook. When the shopkeeper said that the processor was a "cool core" brand, the customer insisted that the owner's explanation would only be eliminated after Intel's processor was explained. This interlude brings me many pondering. A product brand that does not directly face consumers can exert such a great influence on consumers. It is certain that such an enterprise will not be dominated by any downstream manufacturer. He can not only dominate himself, but also lead the upstream and downstream businesses. In fact, Intel has experienced decades of development and has become a leader in the microprocessor industry. At this point, Intel does not need to sell products to enterprises, but every computer manufacturer will take the initiative to talk about it.

The above case gives us some inspiration, that is, regardless of whether the enterprise is in the front or rear end of the industrial chain, we should always grasp the minds of consumers. In order to really consume their products as a goal, this will enable the channel to flow smoothly, so as to grasp the initiative of the industrial chain and maintain the stability of sales. On the contrary, whether enterprises directly facing consumers or enterprises in the upstream industry chain, can not effectively control consumers will be passive, and even lead to channel owners or customers holding the emperor to make the situation of the princes.

The high fishing industry in Hokkaido, Japan is a typical case. Takaguchi Kenji, the boss of Gao Kou fishery, was originally an ordinary fisherman. The pillar industry in Hokkaido was fishing. So Gao Kou decided to do business in fishing nets. It purchased the largest local fishing net production enterprise, then sold it to local fishermen instead of selling it at a premium. The sale price was the lowest and the sale was hot. It soon occupied 20% of the local market share, accounting for 30% of the annual sales of the production enterprise. Takaguchi Kenji became the largest seller. At this time, Gao Kou requested the enterprise to give him the general agent of Hokkaido and give a certain percentage of sales commission. At this point, Takaguchi Kenji has mastered nearly 1/4 of the customers in the Hokkaido market. If he refuses to ask, his transfer to competitors will have a significant impact on the sales of the enterprises. Moreover, it is natural for the total rights to be handed over to the high performance fishing industry with the best sales performance. The commission rate is not too high, so the enterprise has promised Takaguchi Kenji's request. Soon, the sales of Gao Kou fishery accounted for more than 50% of the total sales of the company. At that time, Takaguchi Kenji asked the company to take part of the stock to the high fishing industry. At that time, the enterprise had already been unable to leave the sales network of Gao Kou fishery, and was forced to share some of its shares to the high fishing industry.

This is a typical case of being controlled by people who do not control the ultimate consumers. Let us imagine that if the enterprise can convey strong brand signals to consumers, then it is believed that Gao Kou can not easily leave the enterprise, because consumers recognize the brand of an enterprise, and the high export from the brand is likely to have no business.

　 3. rely on customers

The two points mentioned above are from the perspective of customers, and the next point is that enterprises need to directly influence customers or channel providers. Because even if the enterprise controls the consumer, it can only guarantee its own safety and certain initiative, but the complete control of the customer is still insufficient. Understanding consumers, producing good products and catching customers will naturally be welcomed by downstream manufacturers. However, welcome is not loyalty. In a non monopoly industry, when cooperation is enjoyable and interests are entangled, cooperative customers or channels will often hesitate to oppose the enterprise, or when the enterprise is in trouble, the customers will take the best way to save themselves and more often customers or distributors will start to bully the factory. At this time, enterprises are often very sad, because customers or channel strength is weak and can not effectively sell products for enterprises. If customers are strong enough, they may in turn hostage the enterprises.

To solve this contradiction and grasp the customers, we should implement the strategy of "empty heart, weak belly, weak bones and strong bones", that is, to help customers make money, enrich their pockets, but weaken their independence ability, and gradually form dependence on enterprises. Eventually, enterprises become the crutches for customers to earn money, and customers will never abandon to you. To do this will greatly reduce the cost of cooperation transformation and effectively control risks.

The specific method is to provide customers with various kinds of help, such as providing sales advice, information sharing, joint sales, reducing customer time cost, accelerating cash flow, reducing inventory risk, giving technical support, and even spiritual support. While helping customers make money and helping customers save money, customers gradually become dependent on enterprises, and basically can not leave such high-quality partners.

You should be able to see here that the core of the whole article is "control", controlling customers, controlling consumers and controlling various initiatives in business activities. Although it is simple to say, we all understand that, but in the actual operation of the market, for various reasons, it does not neglect the control of customers and consumers, but the intention to control is not effective. This should be highly valued by enterprises, because controlling in the market means having the initiative, and the initiative represents the vitality index of an enterprise.