In The Face Of Competitive Clothing Store, How Can We Not Be Beaten Passively?

Shopping malls are like battlefields. On the surface, Hello, I am good, secretly compete for each other, do not advance or retreat, passive defense is often beaten, and the initiative is not very sure. When and where to attack competitors?

Heart disease has also become a research topic of many marketing experts.

Strategy 1: know yourself and know each other and fight for victory.

The market controlled by competitors should be subdivided.

We should pay attention to several principles in subdividing the market controlled by competitors.

One is the principle of measurability: that is to say, in the market controlled by competitors, consumers need to clearly respond to and explain the differences in the demand of commodities. They can clearly define, and can subdivide several small markets from the market controlled by competitors. The market scope, capacity and potential of the market after segmentation should also be quantified.

The two is the principle of Occupation: the size, development potential and purchasing power of the market segmented in the market controlled by competitors should be sufficiently detailed to ensure that there is a certain amount of sales after entering the market controlled by competitors, and at the same time, they have corresponding power and resources to occupy a small market in which they are subdivided.

The three is relative advantage: the target market controlled by the competitor controlled by the plan should ensure that it has certain advantages and maintain stability in a considerable period of time, so as not to bring risks and losses to the market when attacking competitors, and ensure the long-term and stability of their own interests.

Strategy two: avoiding reality and attacking soft rib

When competing with competitors, choose the other side.

The weak links should be attacked. Do not choose the strength of the competitors to have a positive confrontation with their competitors. It is necessary to avoid the fact that the cost of controlling the attack by the competitors is often several times higher than that in other markets. Therefore, it is not appropriate to face the confrontation positively, but to formulate a market strategy against the weak links of the competitors, avoid them and take advantage of them, so as to enhance the efficiency of resources and effectively attack the opponents.

First, we should analyze our advantages and disadvantages when attacking competitors.

When attacking competitors, we must carry out their own SWOT analysis. SWOT analysis represents their strengths, weaknesses, opportunities and threats.

Therefore, SWOT analysis is actually a generalization and generalization of all aspects of the internal and external conditions, and then a method to analyze the advantages and disadvantages, opportunities and threats of the organization.

The analysis of strengths and weaknesses mainly focuses on their own strength and comparison with their competitors. Opportunity and threat analysis focus on the changes in the external environment and the possible impact on themselves.

First, the analysis of strengths and weaknesses: the so-called competitive advantage refers to a capability that surpasses its competitors, which helps to achieve its own offensive targets.

But it is worth noting that, when attacking competitors, their own competitive advantage is not entirely reflected in the higher interest rate, because there may be other competitive factors and reasons.

Oneself must be clear and sober to know which aspect is more advantageous than its competitors, because only in this way can we foster strengths and circumvent weaknesses, or attack them in real terms.

In the analysis of advantages and disadvantages, we must make a detailed comparison between ourselves and our competitors from every aspect of the entire value chain.

Such as products, channels, brands, human resources, financial resources and other resources are competitive.

To judge whether or not they have a competitive advantage, they can only analyze and think from the perspective of existing customers or potential users.

Their own competitive advantage is relative. If a competitor carries out a strong counterattack strategy, he will weaken his competitive advantage.

Three key factors should be considered: first, how long will it take to establish this advantage? Second. What are the advantages that can be gained? Third, how long does it take for a competitor to make a strong counterattack? If we analyze this factor clearly, we will be clear about our position in competition control and establishment of competitive advantage.

The two is opportunity and threat analysis: the environment in which competitors control the market is not isolated or static, but also more open and turbulent. This change has had a profound impact on itself.

Because of this, it is necessary to carry out environmental analysis on their own.

Environmental development trends can be divided into two categories: one is environmental threat, the other is environmental opportunity, and environmental threat is the challenge of an unfavorable development trend in the environment. If no decisive strategic action is taken, this unfavorable trend will weaken its status.

Environmental opportunities are attractive markets for their actions. In this market, they will have competitive advantages.

Strategy three: fast attack and pre emptive strike

Bing FA Yun: "preemptive action, later made in the people".

Whether it is in the selling point, media resources, channels or terminals of the product, it must be preemptive and aggressive.

An offensive strategy for disruptive innovation to competitors.

The effective methods of attacking competitors to control the market can be generally divided into two categories, namely, Maintenance Oriented Innovation and disruptive innovation.

Sustained innovation refers to better performance products that attract competitors to control market customers at higher prices, and also bring higher profits to customers, or expand their brand awareness through brand promotion, and invest heavily in the construction of terminals. In this entry and exit strategy, most of the winners are guardians.

Disruptive innovation is making products that are simpler and more convenient for themselves, selling them to new or less attractive customers at a lower price, or directly attacking each other by comparing advertisements and creating some troubles, and disrupting their opponents.

Position.

In this attack strategy, the attacker can often defeat the guardian.

Once this disruptive product is adopted or through public relations events in a market dominated by competitors, the attacker will start to improve the product, slowly develop to the upper level customer group, and cultivate the brand at the same time.

Therefore, the technology and products that are not good enough will eventually improve to meet the needs of customers and establish brand loyalty and reputation for consumers.

Usually, the destroyer is generally an attacker, in addition to taking destructive strategies on products, it also includes disruptive strategies and means in communication strategies, public relations events and channel strategies.

Strategy four: attack weak and concentrate attacks.

Military tactics often focus on superior forces and destroy them one by one.

There have been countless successful battles in history.

Such is the art of war, so is the commercial war.

Choose a centralized attack strategy in a competitor controlled market.

The success or failure of attack depends on choosing the right attacking strategy. Whether it's a small brand or a big brand, or a developing brand, whether it is an attacker, a small brand or a big brand, or a developing brand.

In order to achieve success in attack, we must pay attention to "strategy".

In the control of attacking competitors, we need to concentrate all resources and focus on one point, and make a weak link into a short board. Undoubtedly, the operational efficiency of the whole system will be greatly reduced or even collapsed.

Many brands adopt such a strategy to cut into the market controlled by competitors. If the front line is stretched too long in the control of offensive competition, it is bound to lead to a difficult situation.

Undoubtedly, the efficiency and effectiveness of the implementation of the attack plan will be greatly reduced.

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Strategy five: scramble for marketing, do what one can.

"Do your best" is a popular Chinese aphorism used to warn those who are aggressive.

We should pay attention to the organic coordination and coordination of attack and defense, and the timing and mode of attack are also very important, especially in the defense of attack.

Oneself is in a certain market or a product or a certain stage is itself, in another market or another product or another stage may become a defender, sometimes oneself is also a defender, to solve this relationship is their own difficulties, not good, offensive instead of causing unexpected calamity.

In Sun Tzu's art of war, the principle of employing troops is mentioned: "the ten is surrounded, the five is attacking, and the other is divided."

Having ten times the strength of the enemy will encircling him and destroy it at one fell swoop. If he has five times the strength of the enemy, he will attack him and he will be separated by two times the strength of the enemy.

It is the same principle for marketing attack.

The reason why we should do our best is to let the advantages turn to win.

Attack the market controlled by competitors by using scrambling marketing.

Attack competitors control like football robbing position, we can also call it a robbing position marketing, this is a new marketing method under free competition -- grab position marketing.

Compared with the occupying position and the static marketing way that emphasizes the internal repair only, the snatch marketing emphasizes the dynamic marketing of confrontation and extrovert.

Only by "internal training" can they have a solid foundation, but only "outside robbery" will not close the country and develop faster. Only developing themselves without affecting others is impossible in practice.

Resources are limited. Under the condition that distribution is impossible, it is far from enough to occupy only one's own position.

The key point of grabbing marketing is to seize and seize the key parts of marketing.

Especially when attacking competitors, the competition of key points is particularly important and becomes more intense.

One is to rush the standards: if you occupy the status of standard setters, then you have the right to speak in the industry, which can be integrated in the industry, and can also be trusted as an industry spokesperson in the consumer.

The two is to grab channels: in the modern commercial war, the competition between channel and terminal is more intense.

The three is to rob consumers: consumers are the ultimate buyers of products, and those who own them will have wealth.

The four is to grab the concept: the concept is a weapon to conquer the minds of consumers. In the age of fierce competition, who will first shout out the new concept, the concept will be owned by anyone.

The five is to grab resources: including industrial chain resources, R & D resources, technology resources, product resources, human resources, media resources, government resources and so on.