Home Textile Enterprises: Can Brand Marketing Usher In "Butterfly Change"?

Today, price wars, channel wars, and promotional wars will be the focus of home textile enterprises. Resources The profit is encroached on, and the homogenization means of marketing makes the enterprise fall into the predicament of "killing the enemy 1000 and losing 800". The author believes that under such circumstances, if China's small and micro textile enterprises want to develop, they should establish a brand concept and get rid of the mire of Chinese marketing.

First of all, enterprises should establish a sense of comprehensive marketing concept. Marketing is brand The accumulation of quantity is the brand. Marketing Qualitative change, marketing and brand are just like a person's right and left hands. Marketing war is the best integration of industry resources, while brand warfare is the integration of consumers' minds. Marketing solves the problem of the market, and the brand solves the problem of consumer loyalty.

Secondly, enterprises should prepare well for winning two wars. One is marketing war, the other is brand war. Brand war is the continuation of marketing war and the advanced form of marketing war. Objectively speaking, the marketing war has brought the industry into a mature stage of standardization, but at the same time, it has also plunged enterprises into "marketing anxiety".

Marketing means is very easy to COPY, and the brand is "steal away, do not take, learn not, can not get", is the competitor can not COPY. It is in this sense that brand is the last "firewall" for enterprises to avoid falling into the homogenization of marketing.

Finally, China's small and micro textile entrepreneurs should be aware that brands will make marketing easier. Since the brand is focused on the mental warfare of consumers, all marketing obstacles and problems will be solved once consumers have a sense of loyalty and dependence on the brand.

If marketing leads to excess sales, brand makes marketing easier. Only homogenized marketing means, there is no homogeneous brand. China is the most serious market of homogenization competition in the world. The lack of marketing in China is actually a lack of brand. And brand is "excessive marketing" left to Chinese entrepreneurs the last differential competition "firewall".

Brand survival is the fundamental solution for China's small and micro textile enterprises to get rid of the mire of Chinese marketing.

Market segmentation competition

Li Kailuo, an economic research expert of China's famous fashion industry

At present, if small and micro textile enterprises want to get more room for development, multi brand strategy can be regarded as a good development strategy. Multi brand strategy is the brand operation mode of product diversification. Its main connotation is that enterprises use different brands according to the target market, and use multiple brands to meet the different needs of different market segments.

Different brands can be positioned in different market segments, so that enterprises can occupy a larger market share. Multi brand strategy can better locate and distinguish different market segments, emphasize the characteristics of each brand product, attract different consumer groups, and thus have more market segments.

The multi brand strategy is a trend, but the extension of the brand is not an overnight effort. Multi brand building is not as simple as registering several trademarks. It is not that all resources of enterprises can become the basis of multi brand operation. Compared with the single brand strategy, multi brand strategy has its own advantages, but there are also limitations. Risk exists for everyone. An important determinant is the strategic role and status of each brand. The key to foster strengths and circumvent weaknesses lies in the implementation of scientific strategies. If a brand has the ability to act as a protective umbrella in the predetermined market, it should adhere to a single brand strategy. For companies that use brands in product or product range, increasing the number of brands appropriately will be harmless. So before deciding how many brands to use, we need to analyze the brand specific market objectives, and segment the market according to product, customer expectation or customer type. Multi brand operation needs to avoid the corresponding risks. Otherwise, the wonderful idea of "putting eggs in different baskets" can only be wishful thinking. In the increasingly fierce brand competition, enterprises should seriously consider what the driving interests of consumers are facing when buying products, and how to really get consumers' spiritual identity. Because no matter whether single brand or multi brand, the ironclad rule is that deciding the survival of the brand is not the brand itself, but the brand audience of thousands of consumers.

Do not relax overseas market

Zhu Wenxin, chief training lecturer of China research international brand management consulting organization

At present, China's home textile enterprises, after experiencing the rapid growth of the domestic market and the huge success of export, began to focus on developing the global market, especially in the developed western countries.

Therefore, small and micro home textile enterprises can increase sales and gain more profits through internationalized strategic way, at the same time, they can also help enterprises in the following aspects.

First of all, customers in different regions have different requirements for product performance and function. Through the service of different customers, enterprises can improve the design ability of new products through such learning, and innovative ideas for designing new products abroad can be transplanted to the domestic market.

Secondly, we should pay close attention to cultural differences. Every country has different cultures. Many subtle differences in cultures are seemingly impossible to find. For the United States, most Europeans (Latin and Anglo system) believe that Americans are open-minded, straightforward and easy-going through their travel experience in the United States. In fact, only the foreign companies that invest in the us know how difficult it is to adapt to the local model of the United States. The difficulty lies not in dealing with the main problems of the work, but in the details of dealing with Americans every day, and all the details are closely related to the local cultural habits.

Thirdly, cooperate directly with the best companies in the industry to avoid cooperation with second rate enterprises. Entering a new country, whether it is producing or selling products there, needs to establish contacts with local enterprises. The principle is simple: never be satisfied with contacting an enterprise, always remember to find out the leading enterprises in the local market and try to get in touch with them. Finding a second class enterprise will at best provide you with a second rate solution.

During the planning and implementation of the internationalization strategy of clothing and home textile companies that helped and instruct Europe and the United States, the author found two very important points: first, the opening up of overseas markets is a challenging task, but the difficulties are difficult to foresee, that is to say, enterprises often fail to anticipate the difficulties they will face. Second, it is not difficult to solve these problems, but enterprises need to follow several simple principles in formulating international strategies. One is to be far sighted. A successful overseas enterprise has one thing in common, that is, leaders have a sense of globalization and have a firm belief in overseas expansion. The two is to have the right sense. Leaders with global consciousness have a very unique understanding of globalization. Globalization has a good opportunity for them and their employees to develop companies and individuals. They believe that opening up their minds and participating in international market competition is the best way for individuals to improve and develop themselves, often weak enterprises and leaders who are not confident in their abilities to resist international strategy.