Strategic Thinking And Mode Of Industrial Marketing

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Why did it start from products without innovation, and finally become the leader of China's food industry.

Why did Galanz's price war make a world-class brand, and Changhong's price war made Chinese household appliances in a low ebb?

Why is it known that Tsingtao Brewery is the first brand of Chinese beer, but the first sales brand of Chinese beer has become Huarun snowflake?

In fact, the fundamental reason is that market competition has shifted from product marketing competition to industrial marketing competition, from the competition of terminal and customer elements to industrial competition and full value chain competition.

This requires the pformation of marketing strategy mode: the traditional product marketing strategy can only explain and guide the optimization of static and internal factors of enterprises, and lack the insight into the real rules behind sustainable growth, that is, the determinants of enterprises' success and failure -- industrial structure.

China's marketing from 4P (product, price, channel, promotion), 4C (customer, cost, convenience, communication) to 6P (customer, value, product, channel, communication, brand) and other theories, its starting point is enterprise centered closed factor planning and optimization.

This product centered marketing strategy is a marketing mix commonly adopted by Chinese enterprises.

In theory, although there are "products" in the center location for "customers", "value", "brand" and so on, but there is no essential difference between strategic orientation and autism.

China's reform and opening up has only been more than 30 years, and the industry is still in the stage of "explosive recovery".

At this stage, the most common feature of successful enterprises is to grasp opportunities quickly and optimize the efficiency of internal factors. The product marketing strategy mode just meets the core needs of enterprises at this stage.

Now, the Chinese market has entered a complex stage of intense competition. A competition that takes place in all industries with the goal of industrial dominance (resource supply, product pricing, market share, client, etc.) has begun.

Under the tide of industrial competition, the product marketing strategy which emphasizes the optimization of internal factors can no longer meet the requirements of the new competitive situation. It needs new marketing thinking and marketing methodology, that is, the industry marketing strategy mode to guide enterprises to participate in the future market competition successfully.

What is the strategic mode of industrial marketing?

Galanz in the microwave industry, Wahaha in the beverage industry, Mengniu in the liquid dairy industry, such as home, JinJiang Inn, Hanting, seven days in the economic chain hotel industry, Huarun snowflake in the beer industry, Shuanghui, Yurun in the pig industry chain, Gome and Suning in the home appliance retail industry, Dangdang in the book retailing industry......

The key words in the Chinese market are no longer the hot words in the marketing strategy of products, categories, customers, and promotions, but industries.

The marketing strategy based on the industrial market is no longer based on the traditional STP (subdivision, goal positioning) or the enterprise marketing strategy system based on a competitive element (products, customers, brands, etc.). Instead, it is necessary to study the current situation of the industry, judge the characteristics of the industrial structure, trend and driving force, and then combine with the actual situation of the enterprise to formulate the enterprise marketing strategy mode.

In short, it is a new marketing strategy model based on the objective reality of the industrial structure.

It includes three steps: market insight, competition factors and strategies (key success factors), and business models (synergy and innovation).

As a result, enterprises need to make 180 big turns in formulating marketing strategy thinking. Chinese enterprises must have a clear understanding of the characteristics of the industry market, and accurately judge the strategic focus of enterprises at different stages, so as to launch effective marketing campaigns and break through the bottleneck of rapid growth.

The basic method is: Chinese enterprises need to take the judgement of the stage, trend and development orientation of the industry as the core, reconfigure the enterprise resources according to the key success factors and core growth engines under different markets, form a strategic blueprint, and build an operation system around this basic strategy.

The "closed" marketing strategy centered on customers, value and products has come to an end in China. The marketing strategy of "from inside to outside" is the strong engine to drive the growth of enterprises and the magic weapon for the first brand of the industry.

What is the value of enterprises?

Just like traditional product strategy marketing mode can provide guidance for all enterprises, industrial marketing strategy is not a patent of scale enterprises, but can help all kinds of enterprises.

Specifically, there are strategic guidance for growth enterprises from small to large enterprises, small to large growth enterprises, and weak growth oriented enterprises, including those competing for the first position, namely, the growth of three key stages of development.

The syllogism of the industrial marketing strategy mode is a complete operation process. The key words of the three stages: market insight, competition elements and strategies (key success factors), and building business models (synergy and innovation) are indispensable to any successful enterprise.

It is worth noting that these three key words can also play a "strategic role" for enterprises of different stages of development. Venture enterprises need more market insights, and growth enterprises need to optimize their competitive factors. Scale enterprises must be the best synergy between business strategy and business models.

From scratch

The starting point of entrepreneurial enterprises is nothing more than two: innovation or imitation.

In reality, the creation of business value is more of application innovation, and the application innovation of imitators also has commercial value.

Some people say that the mode of Chinese enterprises is actually a replica of the business model of the west, especially the United States.

That's right, but it's only half right.

The other half is that in the Chinese market, China's imitators are more successful than their learning partners: learning from the CAD of the US Expedia model, learning Baidu from Google, learning eBay's Taobao, learning PPG of Land 's End, and inheriting Vancl after the fall of PPG.

The successes and successes of these imitates are successful because they are deeply aware of the customers, markets and competitions that new technologies and new models need to serve when they start their business.

These business insights are divided into six broad categories: customer insight, competitive insight, industry trend perception, enterprise capability insight, growth engine insight, business model insight.

Entrepreneurs with industrial marketing thinking have insight into the nature of the industry that pcends the market representation and have found great opportunities for their enterprises to achieve strategic growth.

Take two examples, one is the new economy, the other is the traditional industry.

When Ma Yun founded Alibaba, the supporting environment was no more than 8848 strong.

But Ma's understanding of the driving force of e-commerce is beyond that of his peers. He believes that "e-business = mouse and cement" is a wrong concept. E-commerce must be based on the value demand of buyers and sellers in the early stage: for buyers (online shoppers), this is a convenient and time-saving "look goods" channel, which is a low cost and low risk channel investment for sellers.

E-commerce will return to its convenience as a convenient trading channel when the size of online traders and online shoppers increases.

After the failure of EDI (electronic data paction system), which was co operated by Ma and MOFCOM in 1999, Ma saw the huge role and potential of the EDI platform in China's import and export trade, which is to reduce paction costs and reduce the search time of buyers. At the same time, China's huge manufacturing industry needs a platform for mutual recognition and even trading with the same huge foreign buyers.

Ma Yun, who returned to Hangzhou, founded the Alibaba.

The development history of Alibaba shows that Ma seized the essence of Electronic Commerce: information ocean, low-cost dissemination and promotion of pactions.

In 2002, Shi Yuzhu started his own business and chose the notorious health care industry. His product "brain platinum" is similar to the giant brain gold of the year, but the target customer has changed. In those days, the target customers of brain gold were students.

Even today, looking back at the product design thinking of melatonin is amazing: How did Shi Yuzhu discover or believe that opportunities exist in the market for middle-aged and elderly "insomnia" people? All of this stems from Shi Yuzhu's insight into the life style of target customers, especially the understanding of the lifeline of health products industry.

This is not a simple product marketing thinking, but an industrial marketing strategic thinking.

Later Shi Yuzhu entered the online games, which is also the embodiment of this industry marketing thinking.

It seems that in imitation (Ma Yun), it seems to be very common (Shi Yuzhu), the enterprises (brands) that have won a great victory begin with a different insight, and design a complete business body: brand name, product form, sales channel, customer development strategy, communication promotion strategy, organization team, and so on, and finally the business body will grow into a towering tree.

The insight is discovered from the usual commercial or life representation that a vein of "Jinshan" is discovered.

In fact, most business insights can start with an effective logic and methodology, that is, using the thinking of industrial marketing strategy, starting from the study of the industry that is ready to enter, and thinking about the structure, characteristics, trends and key elements of the industry, instead of focusing on their products.

From the perspective of industry, we can find the big business opportunities that can not be seen in traditional product thinking mode.

Today's industrial opportunities are not less, but more, more resources can be used, but the demand for opportunities and resources is higher.

It is no longer a daring success, but rather an industry marketing strategic thinker has more chances to succeed.

How can enterprises grow faster from small to big business? How can they run faster than their rivals?

The traditional marketing mode emphasizes the level growth (expanding sales scope, channels, target groups), but the industry marketing mode believes that only in vertical industries and mergers and acquisitions can enterprises in the growth industry stand out in the homogenized market.

The judgment of the competitive factors determines the resources input of enterprises. The resource investment determines the competitive advantage of enterprises, and the competitive advantage ultimately strengthens the resources superiority of enterprises. This is the internal mechanism of the weaker Heng Qiang and the weaker, not because of the market, but also from the accurate judgement and sustained investment of the enterprises in the key competitive elements.

The "golden monkey" in the candy industry, many of its products imitate similar candy enterprises.

But snub nosed monkey has done nothing else in China's other confectionery businesses, that is, the deepest channels of intensive farming and market sinking.

For this reason, golden monkeys are committed to the establishment of super execution: setting up the most direct outlets in the confectionery industry, salary incentive policies for the front-line managers, high frequency conference training, standardized classified terminal operation guidance and KPI (performance appraisal system).

Wahaha has no special innovative products in the beverage industry, but Wahaha has the most powerful channel operation capability in China's beverage industry, and is the two or three and four tier market.

At the same time, Wahaha builds factories extensively according to the beverage sales radius, shortening the long-distance sales cost of logistics and so on.

Both golden monkeys and Wahaha accurately recognize that the key competitive elements of China's food industry are channels, not products, nor brands.

Only by grasping this key competitive factor can we succeed.

The Galanz case reflects the strategic value of key competitive elements.

Galanz's price war looks simple, but it turns out that price war is a killer tactic tactic developed by Galanz under the strategic height of industry.

Galanz saw big business opportunities under the cost advantage of manufacturing in China. It adopted large-scale OEM to absorb foreign capacity, took the initiative to seize the opportunity of western industrial pfer, and completed the pfer of international microwave oven capacity with low cost and high quality.

At the same time, actively creating brand, channel and domestic consumer market, giving birth to the electromagnetic consumption habits of Chinese families at a low price, thus mastering the initiative and even dominant power of the microwave product market, repelling the multiple, high, medium and low price attacks from the brands of many countries (Japan, Korea, etc.), and finally mastering the leading power of the two domestic and international markets.

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Galanz has grasped the essence of the industry under the trend of scale: without enough market share, all the existing achievements are instant.

Galanz's victory is a typical example of winning the strategic thinking of industrial marketing.

The price war launched by China's color TV industry, such as Changhong, Konka and TCL, is also an attempt to dominate the market under the first vision of market share.

But enterprises ignore the essence of the color TV industry is the elimination of backward technology by new technology.

The consumer electronics enterprises without technological innovation "air supremacy" are simply not qualified to complete the integration of industries.

If the industry leader changes his competitive strategy at a critical moment, he will lose leadership in the scale market.

Wahaha and Galanz, when they were fighting in the industry, quickly defined the key competitive elements beyond the competitors -- golden monkey and Wahaha channel, instead of innovative products (category), Galanz's price and capacity, rather than brand and channel.

And invest most of these resources in these key competitive elements, and finally become a leader in the industry.

Through the above cases, we need to understand the secret of strategic thinking to grasp the key competitive factors: the key is not the system and integrity of marketing, but the combination and innovation of competition elements around the key button of growth logic.

The growth engines of enterprises at different stages are different: original accumulation mainly relies on product driven and channel driven; the two venture needs to carry out strategic innovation and reinventing business mode;

Critical success factors (KSF) are different in different industries and different stages of enterprise development.

It is necessary to plan the growth engine system for different stages of development in a specific way, that is, under the guidance of industrial marketing strategy, according to the different stages of enterprise development, the growth engine is selected and the key ignition button is selected.

If the growth enterprise is magnified in the industry market scale, it lacks the research and judgment of the industrial market, especially from the height of the industry to understand the reality of competition, but is trapped in the optimization of the internal product group and management efficiency. Even in a high growth industry, it will be difficult to surpass competitors and even be overtaken by the rising stars.

From weak to strong

Why have many enterprises begun to linger at a sales level? Why do some enterprises grow faster than the average industry, but still lose the first place in the industry? The key is that enterprises that can continue to grow and ultimately achieve the first industry must have the synergy of business models.

That is to say, enterprise resource allocation, brand and product structure, organizational structure, human resources and so on must be matched with the core strategic objectives of the enterprise.

The core strategic objective is that enterprises should have a clear judgement on the future outcome and key driving forces of the industry according to the industry marketing strategy mode, and then adjust and adhere to the business mode of enterprises according to this judgment.

Knowing where you want to go, all resources add strength to this direction, rather than arbitrarily changing direction, which is based on the industrial strategy of business mode synergy.

(see chart 3)

By 2005, Tsingtao Brewery (hereinafter referred to as Qingdao beer) has been occupying the first place in the industry. In 2006, Huarun snowflakes exceeded Qingdao beer for the first time, and in 2009, the snowflake beer sold more than about 2000000 tons of Tsingtao beer, forming the threshold of the first and the second.

Why did Qingdao beer lose the competition of China's beer industry integration? It is not because of capital or background, the synergy of strategy and business mode is the root cause of the decisive battle.

As far as China's beer market is concerned, the location of Tsingtao beer is middle and top grade, and the location of snow is the mainstream.

Although China's beer is gradually getting away from the low value market, the middle and high end market is also growing rapidly, but it is very small compared to the scale of the mainstream market.

Obviously, for the purpose of fighting for scale dominance, the mainstream enterprises have more strategic advantages than the medium and high-end enterprises.

The maladjustment of Tsingtao brand positioning and product positioning (i.e. brand structure) is a problem for the market integration of Tsingtao beer. Tsingtao first identified the brand strategy mode of "Tsingtao Brewery" as the core of high-end liquor, and adopted the brand combination mode of "Qingdao brand + regional brand (landscape, Hans, Laoshan) + local brand" in its acquisition and merger market, but ignored whether its brand positioning coincided with the trend of China's beer industry. This is the fundamental reason why Tsingtao's merger and acquisition can't be digested.

Huarun snowflake has made a strong strategy to attack the mainstream market from the very beginning, promote the national uniform brand of snowflakes, and reduce the sales volume of local brands within a limited time.

The snowflake's high altitude pmission has achieved the maximum regional sharing, and played a driving role in the rush of the mainstream brands.

Snowflake "first come to the first place" becomes the first brand of Chinese beer production and sales. Its marketing strategy (the strategy and business mode centered on popular mainstream liquor) is in line with the mainstream trend of China's beer market, thus forming a benign interaction between capital drive and market (sales volume) driving.

In the first half of 2010, the sales of air conditioning and parts business in the United States were 25 billion 855 million yuan, and GREE air conditioner revenue was 22 billion 972 million yuan. After that, the beautiful air conditioning industry was painted in the Red Sea market, which is considered to be a sunset industry.

The success of the United States is also the success of its business mode synergy.

From its small household appliances, the United States has set up its own business mode: the brand concept of relaxed life, cost-effective products, and harmonious manufacturers' integrated channel strategy.

The affinity of the brand image of the United States, the comfort of product industrial design, especially the high cost performance, has won the reputation for the beautiful products.

The achievement of the United States today is the natural return of the harmonious business mode constructed over the past 20 years.

In conclusion, the decision to "master contest" results in the internal synergy of business strategy and business model.

Such as home, Lenovo, Galanz, and the United States become the industry leaders, not because of the "competition factor system" or "marketing efficiency optimization", but they have constructed a collaborative business mode matching the marketing strategy and the key driving force of the pformation of the industrial structure.

The result of dislocation of industrial marketing strategy

Today, a large number of products that fail in the market are due to the dislocation of industrial marketing strategy.

In 2010, super carrier COFCO launched its important layout after the implementation of the "whole industry chain" strategy, the core brand of COFCO innovative food company, "happy" pure fruit juice and a series of products.

Yue brand and product design are exquisite, dissemination and promotion (with Kaixin net) is new and full of eyeballs, but the actual sales are flat with the advertising expenses spent.

Maternal resources are abundant, products are eye catching, and advertising costs exceed 100 million yuan. Why does this lead to such an outcome? The root cause is the "marketing myopia" caused by the product marketing mode, without the insight into the essence of China's beverage industry and the "key button".

The basic strategy of pleasure is misplaced: in the happy target market (first tier cities) and the target terminal (main channel), the high-end fruit juice market has formed two major consumer camps of Huiyuan pure fruit juice, Guangming, Wei Quan, and Guo Mei.

It is difficult to pform the cognition and habit of heavy fruit consumption group by appearing in the form of normal temperature products, but pricing the products of cold chain products.

The advertising offensive is also misplaced: the consumers' eyes of Kaixin are more products such as water-soluble C100, nutrition express, and so on, most of which are not consumer groups who enjoy the price band, and most of them are training future consumers.

The brand and product strategy are also misplaced: the brand product combination mode of "brand leading product group" is not in line with the essence of the Chinese food industry "consumer product rather than consumer brand", which causes the embarrassment of the high popularity of fruit juice brand and the low purchase of products.

If it is not backed by COFCO, I am afraid that it has entered K's strategic beverage products such as business drinks and Lantian lotus root juice.

There must be a market for "good products", which is just the reality of the shortage era.

In the era of industrial competition, it is impossible to understand whether the product's purchase button is in line with the key elements of the industry without knowing the industrial structure, and whether the product design, advertising production is exquisite or not, and the size of the market are not the factors that determine the success of the product.

New product promotion that does not conform to industrial marketing strategy will fail as well as money.

Industry thinking wins the future

Beginning in 2011, the Chinese market will soon face the next "golden 30 years": it is full of too many challenges and many opportunities.

Just as today's leading brands (enterprises) of various industries are growing up in the 10 years of this century, the future will also provide us with fertile soil for the birth of "speeding up growth" enterprises.

VANCL, founded in 3 years, has locked its sales target in the next three years to 10 billion yuan in 2010. This is not a myth or exaggeration, but an upcoming reality.

The most important thing to do is to have opportunities and resources.

But what kind of vision do you have, what kind of opportunities you will encounter and what resources you will find.

When you look at market and business with industrial marketing thinking, both entrepreneurs and entrepreneurs will seize new opportunities and accumulate new resources.

What determines opportunities and resources is not what you have now, but your strategic thinking for the future.

Therefore, it is necessary to reiterate the two core points of the industry marketing strategy:

The biggest structural driving force and nuggets opportunities of China's economy have shifted from products or categories to industries. Those who grasp the trend, structure and driving force of the industry are the last winners. The strategic thinking and mode of industrial marketing are effective weapons for all kinds of enterprises to win the new golden 30 years of China's economy.