The Choice Of Business Mode: Mr. &Nbsp And Post Working Methods.

To make sea cucumber and abalone business, it is easy for people to think that they are earning money.

There are many people who simply believe that they can import sea cucumbers and Bao Yuxian into the food and beverage store. After a period of time, they can import some profitable products to make money, but it turns out that this is just wishful thinking.

If even the scarce products such as sea cucumber and abalone are hard to sell high prices, will those popular shrimps and crabs sell high prices?

As a result, in order to get rid of the deeper profit trap, agents will continue to search for goods that can sell high prices, but no matter how they look, they will eventually be cut into cheap goods. This is a profit curse for catering channels, and many Chinese catering suppliers struggle in this mire.

The right and wrong business models

Drucker said,

Over the years, both the business community and academia have been able to see disputes over various business models in the media.

For example, whether the business is focused or pluralistic, there are advocates of professional development, there are advocates of pluralism; for brands, there are advocates of a single brand, there are also advocates of multiple brands; for promotion techniques, there are advocates for high prices, and those who advocate low cost access to the market; for canal expansion, there are advocates for sole agency, and there are many agents.

No matter what mode of choice it is, communication within the enterprise or with channel traders has never disappeared.

No one can give an answer that is universally acceptable. There seems to be no such answer.

Perhaps the diversity of business models is what attracts the innumerable people in the business world.

No matter how mature the industry is, even if people say the sunset industry such as washing powder, Peng Jing's new brand has come back from behind, and has made outstanding achievements. No matter how powerful the industry giant is, even if it is the Procter and gamble of the legendary unmatched enemy, there are also Unilever, Colgate, Diao, Li Bai, LaFang, Shu Lei and other large and small brands that are very moist and alive, and maintain no less than P & G growth.

Some people say that heroes don't ask where they come from.

But the path behind the success of every company and everyone is related to its source.

Different entrepreneurs have different personalities. The competitive environment they face in their business and their own capital, human resources and customer resources determine the different trend of each business mode choice.

There is no absolute right or wrong in business mode. Existence is reasonable, so long as we can survive and have the tendency of sustainable growth, it is worth affirming.

The difference is just like doing sea cucumber and abalone business. Some people easily grab huge profits. Some people are laboriously making "porters" all day long.

Exclusive agency VS many distribution

Whether it is the implementation of the exclusive agency system or the implementation of a multi agent intensive distribution system, its successful examples are numerous.

Coca-Cola, Pepsi Cola, Kangshifu, Wang Laoji and so on, whose distribution is concentrated, their business growth is moving forward with countless dealers' survival of the fittest.

When the expansion and maintenance capabilities of agents can not meet the needs of the growth of business performance, enterprises will "cut large households" and assign a regional market to several agents.

The performance of enterprises is increasing, but the way of market operation adopted by enterprises is "cold blood" utility.

With them, the turnover between agents is a human resource investment of more than ten times and tens of times higher than that of the previous company, and a greater operational risk.

In contrast, Chinese entrepreneurs of pure Chinese descent and older generation of Chinese entrepreneurs will choose more humane ways of growth when they operate in the market, such as Wahaha, Tsingtao Brewery (36.95, -0.26, -0.70%) and Li Bai.

These enterprises will also channel the sink to intensive distribution, but choose the big client system. When they find that their agents can't keep up with their own requirements, they first think of not cutting them down, but supporting their development of offline distribution and direct supply terminals, allowing them to invest with themselves and form a team to jointly develop and maintain channel outlets.

Compared to Coca-Cola, Pepsi Cola and other "cold blooded" schools, these "warm hearted" channel systems may not develop fast enough and the spirit is not strong enough, but their channels are more stable, loyalty is higher, and the situation of fleeing goods between them is very few, the life cycle of products is longer, and the speed and success rate of new product introduction are even more "cold blooded".

This is the power of pattern.

The viability and development momentum of each model are all the aftertaste.

Many problems encountered by an enterprise in its growth depend on its initial business model.

High cost and low cost cut VS

For example, the successful listing of the "fake foreign devil" at the end of 2010 illustrates the success of its business model.

The same is the sale of milk powder, the domestic dairy enterprises after the "melamine" incident basically annihilated, even if alive, it is also very difficult to live, and put out a lot of money to the terminal store as a display fee, shopping guide incentives and promotional fees, and then put their own ads, the last remaining money in his pocket is very few.

But the difference is that in 2011, the quarterly earnings report reached a gross profit margin of 80% and a growth rate of over 100%.

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Maybe it is a mistake to make a joint venture. If it is not listed, no one knows that the joint venture is so profiteering.

A gross profit margin of up to 80% indicates that the price of the milk powder of the combined price of more than 500 yuan is estimated to be less than 100 yuan.

Terminal stores like to sell customers strongly to customers because they can earn one hundred or two hundred yuan for selling a jar of milk powder, but they can not earn a few yuan for selling one brand of milk powder from other brands.

And customers like the "biotech" because of the online marketing of the joint venture and the offline nutrition consultant.

The boss of the joint venture originally sold health care products. He used a huge profit model of health care products, which opened up a new path for the sale of milk powder, though it was a kind of deception to the mothers who bought the milk powder of other health products.

Facts have proved that the operation of high and high beating is really much easier than making money in a low cost way, but it is also difficult to operate.

Low cost cut in is the usual way adopted by the older generation of industrial entrepreneurs in China. They play the role of "price butcher" in various industries, whether Galanz, TCL or Changhong, the outcome is often not very good.

Now, after Yu Yaochang's departure, Galanz is trying its best to reverse the low price mode and go to the high end to try to fight high, but the image of low price has made him suffer a lot.

TCL has long been successful in restructuring, and is pulling away from other home appliance companies.

As for Changhong, the rigidity and decadence of the old state-owned enterprises make it a synonym for the "processing factory" today, relying on OEM, low price private brands and government subsidies to maintain tens of thousands of people's livelihood.

In all marketing ways, the most difficult competition is to abandon profits and compete at low prices.

Agents like to pick up goods at a lower price. Customers like to buy at a lower price. As long as the price is reduced, even the sales team does not need to be set up. When the cheap news is spread out, there is a dealer picking up the goods, and advertising and promotion need not bother, because customers will rush to purchase when they see the special price tag.

Therefore, Galanz, a low price competition, did not have a sales team for a long time before. It never advertised and promoted. It only had more and more workers and factories, and a group of soft writers who had been promoting the media all day long.

Multi brand VS single brand

Now, Galanz's pformation does not mean that the low price mode has gone to the end of the road. It only means that the new Galanz commander Liang Zhaoxian is not reconciled to his father Liang Qingde as the "Porter" old way. He wants to make money in a more relaxed way. He used to sell 1 microwave ovens to make 1 yuan and now earn 100 yuan.

Of course, in order to pform, he will radically change Galanz's business mode, change from brand, product and promotion mode to the internal structure, operation and support system of the enterprise, otherwise the possibility of success will be minimal.

At least in the face of channel and terminal customers, Galanz has to learn again. It used to be in the factory to deliver goods, and now we go out to find agents and customers to buy their own goods.

In the field of brand premium competition, Galanz is still a recruits.

There are rumors that Galanz will launch a new high-end brand to start again. This is not necessarily bad news. It is enough to prove that Galanz is determined to fight for the first time.

Whether single brand or multi brand, specialization or diversification, there is a single brand specialization success, there is also a single brand diversification success; with the same business sector, many brands operate successfully, there are also many brands in many fields successfully operated.

As long as the market has related needs, competitors are relatively weak in related fields, and their capital, team and operational ability can provide strong support, which may not be unsuccessful.

The rapid rise of the United States has led many early prophets to be surprised.

Many years ago, some people said that from the expansion of electric fans to the competitive air-conditioning, washing machines and small household appliances, it must be a dead end. But today, the United States has already entered 100 billion clubs.

The United States adopted a single brand development strategy, indeed it has saved a lot of pmission costs in expanding the field of multi business, and accelerated the pace of entering the market.

In recent years, the United States has been doing two things crazily: advertising and expanding products.

Relying on this crude and almost barbaric way, it has rushed through the 100 billion yuan sales mark, proving the success of the US model.

Specialization VS diversification

But the potential risks of diversification are going hand in hand, and there is a growing trend.

The United States released the earnings report very clearly to everyone: the United States is not in all fields of success, in the field of power, its single brand strategy has been tested frequently, basically the last product is successful, because the focus of the power network outlets, an agent has the ability to cover all, to import new products, for the United States, it is only for the sales system to issue new orders notice, do not need to recruit agents to re build the sales network.

However, in the field of small household appliances, which is extremely complex in product lines, the United States is still using the usual pattern without warning. It may be digging its own grave.

In order to expand rapidly, the United States has adopted the OEM OEM operation mode.

Midea has found many OEM manufacturers in the Pearl River Delta and the Yangtze River Delta. These OEM manufacturers have not enough capacity to subcontract to smaller OEM manufacturers, so that even the small workshops of dozens of individuals are also producing OEM products for the United States.

Most of these workshops do not have quality control and quality control. No matter the quality of parts, the quality control of production process or the after-sale service, they can not guarantee the quality.

Careful people can find that in the past two years, the poisonous and beautiful rice cooker explosion in the United States has been reported frequently.

But the United States is beautiful, with abundant financial resources, it can instantly dissolve negative news from the media, and even launch industry experts and government leaders to "paint their peace" for themselves.

At present, the small household electrical appliances in the United States barely allow paper to wrap up the fire, although it is an open secret of the industry, but at least the vast majority of consumers do not know.

But from the point of view of market operation, the use of a single brand strategy in the field of small household appliances will make it more troublesome.

The biggest difference between household appliances and small household appliances lies in the channels. There are many types of channels for small household appliances, and the outlets of single channels are scattered. No agent can take all the channels and even control a single channel.

Moreover, the channel mode of small household appliances is relatively backward, basically the provincial agent, and the municipal agent has not yet grown up.

The provincial agents will control the goods, which determines that the small household appliances in the US can only cut a very small market.

If we want to improve the market share, the single product multi brand operation mode may be more suitable for the small household appliance business in the US.