Two Lines Of Attack And Defense In Deep Marketing

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Although deep marketing is very resilience.

But whether we need to form a strong assault market or build a solid defensive force to defend our positions, we need to maintain strong capabilities on two fronts: demand and competition.

Only these two fronts have different emphasis. The demand orientation focuses on the solid defense line, while the competition orientation focuses on attacking and breaking through the defensive line.

Grasp consumer demand

Just as offensive chess players are more pleasing to the eye, deep marketing campaigns and tactics are more widely spread. After all, the attack is joyful and defensive is always painful.

But like most games, such as football and basketball, there is no strong defensive ability. A conversion to attack and defense is likely to be a failure to break the enemy line and lose the city itself.

Marketing games also need strong defensive ability, and need to have a "base area" that can be relied upon.

The "base area" market is a place where enterprises are breathing down when the market is deteriorating or deteriorating in operation. Its deep marketing focuses on its defense, and the monopoly and control of the market must be formed.

But in today's market, enterprises cannot expect too much administrative or policy assistance.

The opening of the market makes it impossible for everyone to have an absolute backyard.

The aviation market, once famous for its monopoly, is unpredictable.

Air China's seat on Beijing, East China's control of Shanghai and South China's dominance of Guangzhou abruptly ended in 2004 - China Southern Airlines and Shanghai Airlines entered Beijing headquarters of Air China, and Shenzhen Airlines entered Guangzhou.

Moreover, the speed of entering each other's hinterland is just like a dust storm.

In March 2005, Air China launched the "fall" Shanghai and counterattacked the headquarters of China Eastern Airlines. In April, the news of Air China, China Eastern Airlines and Shanghai Airlines going to "take root" in the Guangzhou base of China Southern Airlines was also confirmed.

The major airlines rapidly enter the base area of each other by setting up bases.

The entrants usually suffer heavy losses.

Taking the Guangzhou base of Shenzhen Airlines as an example, the former only carried more than 110 thousand passengers on the base of Guangzhou in 2004 by operating only 12 branches from Guangzhou, with a total income of more than 68 million 40 thousand yuan.

At the same time, China Southern Airlines was forced to defer the price, taking the route from Guangzhou to Changsha as an example, from the lowest 30 percent off to 50 percent off, but the market share is still eroded constantly.

The defensive front of deep marketing is to emphasize demand orientation, consumer demand and dealer demand, and then use products, channels, prices and promotions to fight against the four weapons.

If the product is compared to a "knife", this "knife" must first have an appropriate quality foundation.

This foundation is not the manufacturer's final say, but the consumer's final say.

At this time, enterprises need to know the quality level that consumers want to achieve, so as to decide what materials and forging technology are used.

At the same time, the length, width, multiplicity, shape, color and even shape of the knives should be determined according to the needs of consumers.

If consumers demand different "knives", manufacturers will have to create different knives, machetes, short knives and long knives according to different consumer groups.

With more "knives" that meet the needs of the market, the defenders of the market can expose as few gaps as possible, and the foundation of market defense can be built to the maximum extent.

In particular, reserve defensive new products can achieve good results when large competitors introduce new products of substitution or homogeneity for competitors.

For a defense market, a deep sales channel is a powerful defense network. Intensive farming is needed. At the expense of war, the troops, materials and information must rely on the network to run, and the information of competitors and market needs feedback.

And dealers are like the forts on the network, whether or not they are strong or not.

The relationship between the fortress and the relationship between the fortress and the whole network further determines their support and protection. Among them, the relationship between the manufacturers and their offensive and defensive alliance is the key to the outcome of the competition.

Therefore, enterprises must have a deep understanding of distributors' needs and care about their problems, including survival problems and development problems, and support them with practical actions in cooperation, so as to make the channel system strong and strong.

In particular, the core channel network should have multiple interests to maintain cooperation, not just sales profits, such as establishing strategic cooperative relations and equity participation.

If the above two weapons are regarded as strategic weapons, price and promotion are two kinds of brisk and powerful tactical weapons, and they are important counteroffensive forces for fighting at close quarters.

But when the force is established, it should know the price cognition of consumers in the regional market through detailed investigation, what kind of price range corresponds to what kind of price, what kind of price level consumers can accept but not complain, and the level of consumption corresponding to different price levels.

At the same time, we should thoroughly investigate the consumption habits and consumption behaviors of different consumer groups, so as to design a promotional response plan for different competitors.

If we grasp the needs of consumers so deeply, we can quickly occupy the commanding heights in the future defensive war.

"Price trap" is one of the effective strategies.

The basic idea is to maintain a higher product premium in the regional dominant market. One side reserves the strength to prepare for the potential price reduction counterattack. On the other hand, it allows the opponent to misjudge the situation, so as to prepare for the shortage of resources, and finally attack the opponent through a sudden massive price reduction, so as to achieve "inducing the enemy to go deep and encircles and annihilate".

However, this strategy must ensure that the competitors can be solved in the short term, especially for those who have a high barrier to entry, but those with relatively low exit costs and great strength. Otherwise, they will lose both sides.

Similarly, promotion is also a short assault weapon.

When opponents invade the market, cooperate with the price reduction strategy, suddenly implement the already promoted marketing strategy.

For example, large-scale SP, on-site display, distribution of gifts, gift packages through low price packaging, quickly occupy the purchasing budget of consumers, and form a consumption vacuum within a certain time to attack competitors.

If washing products are used, if they buy the same products at low prices, they will no longer consider buying similar products in a few months.

In short, to establish a defensive front in depth, enterprises need to have an in-depth understanding of consumers in various target markets.

And in-depth understanding is based on long-term, massive, benign and interactive communication.

If we can achieve 100% effective communication arrival rate with target consumers, marketing enough depth will produce enough powerful self-defense force.

Aiming at the opponent's attack

Deep marketing shows more offensive strategies.

And even the most powerful companies need to attack, attack the enemy, and attack themselves.

Here is a brief talk about the relevant principles and strategies.

What's more, we need to point out that we should guard against attack and attack, and attack and defend. The relevant offensive principles and strategies are also worthy of a defensive way.

No.1 principle

The fundamental goal of deep marketing is to form the first advantage in the target area, then copy and extend the experience and strength of this advantage to other regions, so as to achieve the first advantageous position in a wider range.

This can be said to be the first principle of deep marketing, and other principles and strategies serve this principle.

Absolute advantage principle

The absolute superiority principle of deep marketing is embodied in two aspects: relative and absolute.

Relatively speaking, it is to concentrate forces on one point in attack, to form absolute superiority strength locally, and to quickly rip off the defensive line of the opponent. From absolute point of view, it is necessary to maintain the overall strength of the whole competition area.

In this way, we can quickly widen the gap with our competitors and make the market share more smoothly than 1.732:1's distance. It is almost impossible to defeat the other side.

Key assault principles

The key assault principles include two aspects: on the one hand, to launch an attack in the most narrow positions, which is actually the embodiment of the absolute superiority strategy, that is, to gather forces and achieve the strength of local forces; on the other hand, we should launch more important attacks in decisive positions, such as the most important target customers, key distributors, core logistics distribution centers, etc.

In a word, whether you have absolute superiority or not, you must mobilize your existing strength and create relative advantages in decisive locations.

Regional priority principle

The general marketing strategy is to seize the commanding heights in a strategic way by launching a strong whole series of commodities as strategic weapons, and launch a large-scale overall offensive to destroy the dominant area of the other party at one time.

This strategy follows the strategic route from "commodity" to "purchase rate" to "region", emphasizes the contest of overall strength, and emphasizes that first striking the opponent in breadth is the comprehensive attack strategy of "first high, then low, first, wider and deeper."

This method emphasizes relying on the excellent products based on a deep understanding of consumers and shaking their opponents on the ground.

This is why we emphasize the importance of defense in depth marketing to consumer demand.

However, this strategy requires the attacker to have a greater strength advantage compared with the other side and have the ability of long-term stalemate, so as to finally overthrow his opponent.

Therefore, more powerful enterprises such as multinational corporations are adopted.

The attack strategy of deep marketing is just the opposite, because it is often a weak strategy.

When there is no advantage in the overall breadth of the market, it will create a basic advantage through deep market and low level.

"Very coke" so, the success of the waveguide phone also started here.

Therefore, when attacking, the depth marketing emphasizes the principle of regional priority, forming advantages in local combat, and then spreading advantages.

Generally speaking, the offensive side will concentrate the most easily marketable and most popular individual merchandise in the target area, and bring the absolute advantage to the local market of a certain commodity. Its strategic line is "area" to "purchase rate" and "commodity".

Its essence is to create strategic regional and strategic products that are alone, and avoid targeting all products and all regions.

That is to say, select specific target consumers, start local battles, make breakthroughs with points, and connect for the final victory.

System competition principle

Modern commercial competition is systematic competition.

From a large point of view, it is the competition between value chains and business alliances. From a small angle, it is the competition of the whole system among enterprises.

The competition of deep marketing is not as simple as the control channel we usually see, but the competition between marketing 4P or 4C.

The success or failure of competition is the result of four functions.

At the same time, the barrel principle is also effective in the system competition. The final victory of enterprises often does not depend on the strongest P or C, but the shortest.

Three point extrusion strategy

The area where competitors conduct deep marketing attacks, especially those with strong advantages, should not be forced to attack, and the three point extrusion strategy can be used to break through.

Before attacking, we should carry out detailed investigation and research for pre attack areas, such as physical geography, business environment, population concentration, population migration rule and so on.

Then, we compare the surrounding area first and select the three most favorable areas that are similar to the triangle and encircled the area, and exploit the weakness to break the relative safety value of 40%.

After the time is ripe, from three directions to the final target area, the central authorities are pushing forward, so that the marketing system of competitors will be disintegrated in the annular area of the air.

Attack strategy of point line and surface

In the strategic layout, the target area is divided into a number of interrelated "sub regions", and each "sub region" is further divided into several supporting points that correspond to each other. Each "support point" can be linked into several closely linked "supporting lines".

The layout of each sub region should be centered on a certain central city, and the integration of the points can be achieved by distributing the distance between the distributors within a day to form a radial, concentric, circular, fan-shaped or triangular market pattern. With the main line of pportation within or between sub regions, the pportation hub cities will be crossed into a line, forming a crisscross and interlaced network structure, and eventually a deep marketing system will be formed from the point line to the line.

When the terminal control is carried out at a specific depth, a "well type strategy" can be adopted to select a layout method for a certain trade area, which is first pverse and then vertically distributed or vertically and horizontally interlaced.

This method is densely packed and has a solid network structure, and it can speed up product distribution by using consumers' psychology of pulling up retail outlets and retailers.