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Costume Lecturer He Jun: The Secret Of Success Of Clothing Brand

2011/10/19 14:02:00 36

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As everyone knows, any entrepreneur wants to make his career evergreen and make a good plan for the company's vision. Any professional manager or trader wants to make his own business.

brand

It can achieve permanent development and glory, so as to get the joy of success. At the same time, it is one of the criteria for success.

He Jun, a peer to peer brand consulting firm, interprets the story behind the success of the brand, uncovers the secrets of brand growth, seeks the law of brand growth, controls the life cycle of the brand, and keeps your career going forever, so as to create a successful brand quickly.

In the first stage, the initial start-up period: through the focus analysis of the founders or teams, we find the opportunity to segment the market.

Develop the corresponding products, solutions, services and so on, get the first pot of gold.

Characteristic products / services are the most important.

The failure of enterprises is often the loss of advantages in products and services, such as stronger enterprises offering higher cost performance products, and other enterprises through imitation, launching similar products.

The second stage is the period of expansion.

market

Accurate analysis and operation, continuous improvement of products and services, and initial establishment of market segmentation.

Through various market means, such as alliance, price war and so on, it becomes a leader in the market segmentation and gains the excess profit of the brand.

In this stage, market control is the most important.

The failure of enterprises is often the result of market misjudgement or because of the influence of the economic cycle, and has not been able to expand the market scale.

Or in the market segmentation, several strong competitors can not defeat their opponents, but fierce competition leads to a continuous decline in profits and the loss of development momentum.

The third stage, consolidation and upgrading: enterprises become

Market segmentation

If fortune is better, leaders can go public, raise more capital and become more powerful.

However, a series of problems such as big business illness, bureaucracy and entrepreneurial elders began to emerge. Enterprises also showed gross margins declining and core personnel passing away.

At this stage, strengthening management, introducing talents and improving efficiency have become the choice of enterprises. Enterprises can continuously reduce costs, strengthen customer relations, cultivate customer loyalty, and enhance the threshold of market entry to consolidate their position.

At this stage, management will become the most important.

The confusion of management leads to the high cost, the loss of market competitiveness of foreign enterprises, the aggravation of internal consumption of internal enterprises, the failure of excellent talents, the loss of core talents, and finally the collapse.

The fourth stage, the strategic operation period: under the promotion of capital, we should conduct in-depth analysis of the upstream and downstream enterprises by optimizing the enterprise strategy, and carry out vertical integration.

At this stage, strategy has become the most important element of an enterprise. Erroneous strategy or enterprise strategy has not kept pace with the times, which may lead to the danger of excellent enterprises.

From the star enterprise of a hundred years old shop to bankruptcy liquidation, strategic error is the most important reason.

Improper strategy, such as non related diversification, eager to expand the scale of enterprises, thereby losing core competitiveness, will also lead enterprises to decline.

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The fifth stage is the period of cultural domination: at this stage, enterprises are generally star type leaders, the role of corporate culture becomes dominant, and a strong corporate culture is established to maintain the evergreen enterprise culture and corporate culture: the source of long-term development of enterprises.

It will not lead to the demise of enterprises because of changes in leaders or market changes.

Enterprises do not form a unique culture. They are likely to die quickly with the departure of leaders or the change of market technology.