Wang Laoji'S Popularity Is Promoted By Traut&Nbsp; Suggestions For Chinese Brand Innovation

On September 27, 2010, Wang Laoji Herbal Tea, Jinba Men's Wear, Dong'e donkey hide gelatin, Xiangpiaopiao Milk Tea, Changjiang Motorcycle, Yanjing Beer and other products from various industries brand What kind of business is it when leaders gather together celebration Is it? no They came for Jack Trout. On this day, the "2010 China Tour" of the master of global positioning theory officially kicked off.

In fact, if you want to select the brand that has the greatest impact on Chinese entrepreneurs in the past 20 years Marketing The book "Positioning" written by Jack Trout must be arranged in a certain order. It has not only become the inspiration standard for many Chinese entrepreneurs, but also accompanied them to mature from the entrepreneurial stage. In China, Traut China is famous and developing rapidly because it helped Wang Laoji become famous.

So what unique suggestions does Jack Trout, a management master who always regards entrepreneurs as the most willing group to contact and always regards brand innovation and competition as the eternal topic, bring to Chinese enterprises?

Beyond the dilemma of innovation

Chinese and Foreign Management: You mentioned in your book the scuffle situation in the marketing of American automobile industry. Unfortunately, a similar situation has emerged in China's auto industry with the expansion of production capacity. In fact, with China's GDP ranking second in the world, overcapacity and brand wars have become common problems in many industries. What do you suggest?

Jack Trout: Indeed, I heard that there are hundreds of enterprises producing and manufacturing cars in China before. I have expressed my concern. I have long proposed that there can only be two top enterprises in an industry, and people's mental models decide that they cannot remember too many brands, at most seven. The current overproduction problem of Chinese enterprises is that they do not understand the concept of differentiation. I have been talking about a key question - not what your product is, but what kind of impression you have left on your audience. The current situation of the American automobile industry has explained everything. In fact, the book "The Dilemma of Innovation" has also pointed out that every other stage, with the upgrading of product technology, some brands with low technical content that are difficult to achieve rapid growth will be eliminated, and the remaining brands must be able to stand firm and look forward to the future.

In the United States, Gillette is such a brand. It constantly negates itself and launches brand new shaving products every once in a while. The current product has five blades. We may not even use so many blades, but you are happy that it has been changing and subverting itself. I think the most puzzling and painful thing for many Chinese enterprises is that they do not see the so-called direction. In other words, they may have read the book Positioning, but to be honest, their positioning level is still in the primary stage.

Chinese style brand road

Chinese and Foreign Management: Trout partner companies have businesses all over the world. You have rich consulting experience in many industries, and have increasingly frequent contacts with Chinese enterprises. In your opinion, what are the characteristics and weaknesses of Chinese enterprises' brand management?

Jack Trout: Indeed, like many foreigners, my deepest impression of China is that the Chinese people are serious and diligent in business. In China, Traut opened the only training institution in the world, where more than 800 entrepreneurs came to study and discuss. I am shocked that this is rare in Asia and even in the world. Therefore, it is easy to understand the rapid growth of China's GDP, because people love business.

This passion often makes me feel intoxicated and happy. On the other hand, as you know, I am good at criticism and reflection. I often find that Chinese enterprises lack the courage of originality and differentiation. In terms of the latest Internet industry, Chinese enterprises tend to copy successful foreign business models, and then there are many followers, which often increases the cruelty of competition and greatly damages the healthy competition of the industry itself.

Someone once told me that this is the influence of Chinese traditional culture. But I think there is no fundamental connection. After all, China has a large number of young and enthusiastic entrepreneurs who have received new education and training. They should understand that only effective differences are the most solid foundation for success. I want to pay strategic attention to, look for and adhere to their differences, which may be the right way for Chinese brands to succeed.

Sino Foreign Management: Do you think that China will have many world-class brands in the future with economic development?

Jack Trout: I have the honor to contact more than a dozen Chinese companies through our Chinese companies, and I have personally helped them find appropriate strategic positioning. Just kidding, the Chinese are born with the DNA to do business, but the Russians don't. But to be honest, I think that since the reform and opening up, China's economic growth has indeed made great progress, and there have also been good manufacturing enterprises in many industries, but the road of Chinese brands seems to be far away. Compared with many world famous brands such as McDonald's, Samsung, Toyota and IBM, I can only say with some regret that it is too late for Chinese enterprises to stand on the starting line. So although the total amount of economic development has increased, it may take a long time to forge a truly world-class brand.

But of course, it is not that there is no chance. After all, with the development of new technology, Chinese enterprises may have strong brands in new fields that will influence the world. I mentioned that Chinese enterprises and entrepreneurs are so young to manufacture new products for the new generation, which is a good opportunity. Chinese entrepreneurs should pay attention not to compete directly with those international brands, but to find their own unique positioning. Imitation is just a childish performance, and innovation must come from a passion and courage to break everything and subvert everything.

Chinese and Foreign Management: In your opinion, where does the so-called source of brand innovation come from? What links should Chinese enterprises pay attention to?

Jack Trout: I mentioned in Ending Marketing Chaos that we tend to ignore the truth. I often advise entrepreneurs to leave the office, go to parks, homes and supermarkets, and walk around. Instead of being busy with internal shows, they should focus on the market and customers from the outside. The reason why Apple produced the iPod and Sony produced the walkman, and why these enterprises have innovative products and changed an industry, is that they did not chase the so-called trend, but calm down to understand the market and what kind of products and services people really need, so as to provide a surprise masterpiece for everyone.

In fact, the connotation of the brand is excellent products, and the products come from the continuous renovation of technology. We talked about Gillette's 60% share earlier, because they have the most advanced technology. Every time we discuss Chinese brands, I want to ask a question: When will China's Silicon Valley appear? How can China's investment in technological innovation increase? I think, to bypass these two issues and talk about other sub topics is to abandon the essence and ignore the end.

Before we talked about the problem of overcapacity of Chinese enterprises, a very simple truth was in front of us: everyone is willing to do an industry with easy technology, but few manufacturers actually produce engines. Because engine manufacturers need a higher technical threshold. I really hope that Chinese entrepreneurs can calm down and think about the future strategic planning, rather than just pursuing a temporary market trend.

When consulting, focus on actual combat rather than reputation

Chinese and Foreign Management: It seems that you have always had doubts about the advice of large consulting companies. You have also written many articles criticizing some world-famous consulting companies. In your opinion, what kind of consulting model is most suitable for enterprises?

Jack Trout: I want everyone who knows me to know that I have been fighting against this wrong consulting model. I remember that when they cooperated with AT&T, they first invited a large consulting company. At that time, AT&T wanted to change from telecommunications to computers. The consulting company still nodded and acquiesced when it knew it was a wrong decision. The results are predictable. I dislike these consulting companies because they often just conform to the ideas of enterprises and lack the spirit of independent criticism and questioning. As a consultant, I think we must stand as a bystander and calmly analyze the situation.

I often joke that I am like a lone cowboy, always trying to eliminate those bad ideas and things. Because only by eliminating these problems can we see our own direction clearly, the key to the effectiveness of the work of consultants is to really provide entrepreneurs with a way to think about problems and help them win in the business war.

Sino Foreign Management: In your opinion, what should Chinese enterprises pay attention to when selecting consulting companies and consulting models?

Jack Trout: Of course, according to my understanding, Chinese enterprises are in a critical period of management reform, and they intensively hire consulting companies to explain their various management consulting needs. As the boss of a consulting company, my advice is: don't focus on reputation and scale blindly, but start from their practical experience.

In fact, especially in developing countries, such as China and India, I found an interesting phenomenon: the rise and expansion of family businesses have made many family businesses important clients in the consulting industry. This is a great challenge for consultants. When I was working for a diversified manufacturing enterprise in India, I found that just for the sake of brand naming, we should carry out persuasion and research in detail, which shows that as an excellent consultant, we must be able to adapt to the local culture and customs. Therefore, for enterprises seeking advice and help, in-depth communication and detailed understanding are the most important links, otherwise reputation is just a business card.

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