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    Homogenization Of Business Philosophy Leads Enterprises Into Marketing Difficulties.

    2012/9/18 16:13:00 27

    ClothingClothing BrandMarketing Dilemma

    Because of its foresight, the theory will inevitably be "alarmist". Perhaps the enterprises themselves do not feel that they are facing difficulties. The author also does not think that Chinese enterprises have entered the place of "100 disaster". The change of industry and the ups and downs of enterprises are natural phenomena.

    But there is always confusion. Maybe at present, it is either light or heavy, but from the possible consequences or future trends, Chinese enterprises are faced with "the most important choice" to go, or to feather or sink.

    Therefore, we should take the "predicament" seriously and seriously and ponder. It is no longer a good thing to simply analyze the problem and solve the problem on the basis of the problem.


    The development of anything can not be separated from the historical environment.

    The marketing behavior of Chinese enterprises and the resulting marketing difficulties are largely passive and helpless. First, they are involved by the environment or their opponents, and are constrained by their own development history. They are constrained by the consequences of historical behavior and are constrained by the structural obstacles that have been formed.

    Our development history is very short, and we can not ask all enterprises to have enough wisdom and experience like HUAWEI to make appropriate choices between "long-term value" and "short-term temptation".

    We can criticize the opportunism of Chinese enterprises, and say that opportunity oriented makes it difficult to turn around after heavy burdens on short-term prosperity. But in turn, many enterprises are gaining market status and brand influence because of opportunities.


    Therefore, it is more practical to explore the causes and solutions of the microcosmic problems: what are the reasons for the enterprises' difficulties? How can enterprises develop their organizational capabilities through marketing innovation and functional construction, and then rely on organizational capabilities instead of opportunities or ideas for long-term healthy development? The reasons are always multidimensional, multidimensional and multi-level. Kotler's "eleven mistakes in Chinese marketing" illustrates the marketing problems of Chinese enterprises very clearly, but we also know that, for a historical stage, errors are not equally important and need not be solved at the same time. Finding the root causes and finding a long-term perspective based on reality, holding the nose and solving problems in development are the best choices.


    First, homogenization of business philosophy is the root cause of enterprises' marketing difficulties.


    The representation of domestic enterprises' difficulties generally follows the same vein: the earliest performance is the decline of profit margins, then the difficulty of income growth or maintenance, and finally the cash flow barrier, and the problem tends to be serious.

    Because of the deadlock in the industry competition structure, the delay time of many enterprises from "profit margin decline" to "cash flow tension" is getting shorter and shorter, and many domestic enterprises in the whole industry face problems at the same time, such as the domestic camp of mobile phone industry and color TV industry.


    The dilemma starts with homogenization of products.

    Marketing is to satisfy demand, and the homogenization of products implies the indifference cognition of enterprises to consumers' needs.

    Indeed, in the early period of time, the main contradiction of the market is that the supply of "quantity" is in short supply. Consumers' diversified demand for quality can be ignored. Whoever can expand the scale of production and reduce production costs more quickly will become the winner of competition.

    Therefore, the production of homogenized products is not a mistake at the beginning, but the market will not remain the same. With the gradual differentiation of consumer demand, consumers begin to demand differentiated products. The commonality of excellent enterprises is that they consistently pay attention to the needs of consumers, and try their best to satisfy or even create them voluntarily.


    Homogenization alone does not necessarily lead to such a disaster.

    Competitive companies also have products that are homogeneous. For example, we can hardly distinguish between Illi milk and Mengniu milk in narrow sense, but they always find broad differences, such as brand personality.

    Many enterprises lack the sense of individuality, serious strategy homogenization: advertising, terminal, price...

    Single means, competition can only become "resource consumption war": who is more ruthless, more crazy and willing to invest in competition, and those enterprises that have more promotional efforts and faster price reduction become "victors", but they are also "injured one thousand, self injurious eight hundred". Ultimately, both sides are losers, and all participants become "cash flow dependent" enterprises, resulting in the deterioration of the whole industry.

    What is frightening is that many industries are just the leading enterprises first launching the competition of low-level strategies. They lack the sense of "leader's responsibility", making the marketing difficulties of Chinese enterprises more common and more serious.


    But there is no fact that product homogeneity will inevitably lead to strategic homogenization, and the homogenization of business philosophy is the culprit.

    Many domestic enterprises are always opportunities oriented, and have not completed the pition from "opportunity based competitive advantage" to "competency based competitive advantage" in the process of growth.

    Large enterprises are based on ability. They will rely on an opportunity to create their own capabilities, and ultimately rely on the overall organization strength to deal with the uncertainty brought by environmental changes, so that the foundation industry will remain evergreen. In these enterprises' philosophy of operation, "stronger" and "bigger" are inherent unity, and we are more talking about "strengthening first" or "making bigger ones" rather than "how to grow bigger in a stronger way".

    We see that many enterprises have just shown their relative advantages in their main businesses, and then pursue other industrial opportunities. Until the main competition conditions are slightly changed, they can not cope with them, and lack of courage to examine themselves, fail to abandon themselves in strategy and abandon themselves in business philosophy. Instead, they find reasons in detail, such as poor execution of marketing teams, etc. few FOTILE like people can resist external temptation and focus on building kitchen appliances experts.


    Two, establish a business concept based on organizational competitiveness.


    Like Ford in the T model, the growth of any enterprise starts with product management.

    Only excellent enterprises can cross the gap between "product management" and "brand management" earlier than their competitors.

    This leap is a leap in essence, because product operation is only strategic competition, brand operation is the competition of organizational capabilities, and this leap is so difficult that the 25 year development of Chinese marketing seldom completed this plan.

    HUAWEI and Haier are even more worthy of our respect and expectation.


    Taking history as a mirror, we need to explore the success or failure logic of excellent enterprises in China's marketing development process so as to gain more enlightenment.

    The course of development in recent 15 years is more vivid and more representative.

    These 15 years can be roughly divided into two stages: the period of strong demand growth (the first 10 years) and the structural imbalance between supply and demand (nearly 5 years).

    In the period of strong demand growth, there are three typical market characteristics:


    First, a large number of needs are waiting to be satisfied. Almost every market is in continuous high-speed growth. As long as we catch market opportunities or even follow up too late, we will gain rapid growth.

    Some people say that at that time, enterprises chose products surprisingly simple: take a camera to Hongkong, then Japan and South Korea, and finally Europe and the United States, and see what is not on the street.

    Star enterprises have been surging since then. Chunlan air conditioning, Galanz microwave oven, sun god oral liquid, BBK repeater, sun rising ice tea, Huafeng instant noodles, Weiwei soy milk, Onie shampoo...

    "Bringing ism" is still guiding us in the new economic era to create business myths: Sohu, Shanda, Baidu, Ctrip and so on. The initial mode of success is to pform foreign products into Chinese versions.


    Second, consumer awareness has just been enlightened, and consumers are ignorant of brand awareness. Most of them simply believe that "brand = advertising, big brand = Central advertising".

    The growth of some enterprises is like myth, and simple means can achieve great success. The extreme model like Qin Chi once caused widespread madness.


    Third, business development is always slower than industrial development, which may be the most typical feature of Chinese marketing in the 10 years.

    When most enterprises are desperately looking for products, catching opportunities and advertising, the enterprises that have deep insight have realized that "mass production is based on mass distribution", and the immaturity of business seriously restricts the distribution efficiency of enterprises. So they take the lead in breaking the business constraints and reconstructing the circulation channels. TCL fought Changhong overnight, and implanted the concept of deep distribution into the marketing field.

    Unfortunately, many people think that the success of TCL is just "cutting off a batch, directly into the terminal and standardizing channel management", thus making Changhong channel circulate poorly, while ignoring the "speed impact scale" strategy on the other hand is the synergy of research, production and marketing.


    TCL started from improving the value chain synergy efficiency, and improved the speed of new product development (the turnover of varieties was doubled by two times that year).

    TCL is one of the earliest enterprises concerned with the function construction of marketing organization in China. In the same period of establishing the deep distribution mode, we should improve the coordination of research, production and marketing, and build information system.

    But in the marketing field, deep memory is still deep distribution, and on this basis, the concept of "channel is king", "terminal winning" and "network closed operation" have been put forward, which has led the trend of marketing strategy, so that other 3P in classical 4P theory has become an appendage of channel 1P.

    When more and more enterprises rely on deep distribution to grow rapidly, people can understand and believe in it.


    Judging from the market characteristics of the past 10 years, the effect of deep distribution has a lot of objective environmental reasons, but many enterprises are not aware of it.

    Unfortunately, the market is changing.

    After 10 years of prosperity, the market has quietly entered the stage of "structural supply and demand imbalance" in the past 5 years, and three new changes are gradually emerging.


    First, business is developing at a high speed.

    In the one or two tier market, new chain stores such as big shopping centers, supermarket chains, home appliances and other furniture chains appeared in large scale. In the three or four tier market, scattered individual dealers began to develop into network distributors.

    This makes the distribution mode, including logistics mode, capital flow mode and so on, has undergone significant changes, and naturally set higher requirements for the organizational capabilities of enterprises.

    Competition will no longer compare who has more human resources to cover a broader and more dispersed grass-roots market, but rather who will be more capable of standardizing the systematic management of information flow, logistics and capital flow on the industrial chain.

    Although deep distribution is not the most critical competition strategy, it is not entirely meaningless. After studying Procter & Gamble, Coca-Cola and Kangshifu seriously, we understand that, even with deep distribution, we have learned to be extensive and far from finer.


    Second, consumer awareness tends to be rational and brand consumption dominates.

    However, domestic enterprises are not only weak in brand management, but also in the "planning + advertising" stage.

    Such as Haier, Lenovo, China Mobile, Wahaha, Zhang Yu and so on are concerned about brand builders.

    Most enterprises only participated in two crisis management training after the Sudan incident, and were eager to learn event marketing after Super Girls.


    Third, with the change of values, lifestyles and ability to pay, consumer demand is rapidly differentiated from two yuan, three yuan or even more. Technological progress has accelerated the process and complexity of differentiation.

    This change is clearly beyond the imagination of enterprises, and many enterprises are unable to keep pace with them. "Big but not strong" has almost brought about a fatal blow.

    The contradiction between the structural shortage of supply and the market becomes prominent. Domestic enterprises are in a painful struggle, while foreign enterprises show greater advantages.

    Local enterprises also have a number of enterprises to rely on marketing innovation to take off: Chery QQ, Ningxia red wolfberry wine, her drink, Qi Zheng Zang medicine, South Fu battery, the United States small household appliances, Focus Media...

    But these enterprises are not only a small number, but the quality is not too high. At least they have not reached the height of the troubled predecessors.

    They still rely on a strategy to catch an opportunity, not to say that they have gone from "opportunity based" to "capability based", from "product management" to "brand management".


    Three, building the organizational capability of the system is the root of breaking through the marketing dilemma.


    We used to have a lot of success that relied on one chance and a single strategy: Ido, three plants, Xu Risheng...

    We can only think that with a certain contingency, otherwise it is difficult to explain that these enterprises remain at the summit for such a short time.

    But after all, they have succeeded. Today's market environment is full of uncertainty. Trying to rely on a single strategy to repeat those "instant heroes" or to maintain their existing market position and brand status has become more difficult.

    The growth of new heroes is so difficult that the old hero has been regrettable. Wei Wei dairy still occupies more than 80% of the soybean milk industry, but soymilk is gradually replaced by milk. BBK is still the absolute leader of the repeater market, but the repetition machine has been replaced by the digital learning machine.

    Such a case is no accident.


    Think of that joke: a person for collection.

    clothes

    A nail was fastened on the wall and hung carefully on the clothes. Every day, it was necessary to check whether the nails were strong and whether the clothes were stable. But the foundation of the wall had not wavered. Some morning woke up, and heard the wall collapse.

    On the contrary, IBM has gone through the changes of the IT industry. In the face of new economic warriors such as Microsoft and DELL, it is still standing on the side of the two sides.

    Local enterprises also have similar Heroes: in recent years, the beverage market has experienced the ups and downs of six categories, such as carbonated drinks, water drinks, tea drinks, fruit juice drinks, functional drinks and milk drinks, and faced with two strong competitors, such as "Yue", "Master Kong" and "unification".


    It is better to retire and net.

    Ability is the foundation of innovation. Only with deep organizational capability can we ensure that the organization can generate continuous innovation and form effective "strategy flow", so as to maintain sustained competitive advantage in the dramatic changes of the environment.

    We have had a lot of enterprises have created unimaginable brilliance successively, poor long win general without looking for place.

    Although we have the ability to occupy the commanding heights of strategy at a certain stage, it is difficult to form a "strategic flow" to establish a sustainable advantage, and fail to do one wave after another strategy, so as to push enterprises step by step towards stability.

    This shows that the strategy generation of enterprises relies more on the accidental creativity of heroic figures, but lacks the systematic function of organizations to support them.

    Local enterprises should learn from each other's experience and go through the tactical jungle, from opportunism to organizational capability of building the system, including market research capabilities, information management capabilities, brand management capabilities, sales management capabilities, logistics management capabilities, research and production and marketing convergence capabilities, upstream suppliers' integration capabilities, and control and control capabilities of large organizations.


    Organizational capacity building is based on the choice of business models or constraints.

    Choosing a business mode, it is also determined that enterprises must establish a matching function so that they can establish relative competitive advantages.

    ZARA, the Spanish public.

    clothing

    The brand relies on a completely fast imitation business model to build a brand of 6 billion euro annual sales. Its organizational capability matches its business mode: 3 days, it completes the imitation design of the latest styles of fashion show in Paris and Milan, completes production in 10 days and sends 650 stores worldwide.

    HUAWEI is a local enterprise worthy of our respect. In order to realize the pformation from market driven to technology driven business mode, HUAWEI has spent three years learning R & D management capabilities and research and production coordination capabilities to shorten its product development and delivery cycle.


    However, Rome was not built in a day.

    After all, organizational capability building is a long-term strategic task. Enterprises must start from reality and start from the realistic problems and seek long-term system capacity building.

    That is, as we usually say, we can not stop to repair cars, which may lose the chance of restarting. It is a realistic choice to seek development in production and to survive in development. This requires enterprises to take every step of "real benefit and long-term effect".

    Therefore, how to achieve strategic breakthroughs in the short term in order to relieve the pressure of real business and gain time and space for long-term organizational capacity building is a breakthrough for local enterprises.

    Marketing dilemma

    The starting point.


    The realistic market environment has provided strategic opportunities for local enterprises to break through.

    As mentioned above, the advent of a diversified demand era, new segments and new marketing opportunities are being created or created at any time, such as the challenge of fried noodles with fried noodles that are led by Wu Gu Dao Dao.

    The key is that enterprises should turn back to pay more attention to consumers. As Drucker said, the purpose of marketing is to have a deep understanding and understanding of customers, so that products and services are completely suitable for customers' needs.

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