Brand Management Skills Based On Business

< p > business people think about business every day, sell what they can make money, and how they can make a lot of money. What they want is more difficult to spread and sell in the actual business operation of enterprises.

Business people do not need no external brain. They also want to get something that makes their eyes bright or even suddenly open up in the collision with the outside brain, but the beginning of all topics must be based on business.

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< p > < strong > brand consulting, which has broken away from the core of business, < /strong > /p >

< p > > a href= "http://www.91se91.com/news/index_c.asp" > business managers < /a > the reason why they like to talk about brands and want to make brands is because valuable brands can bring them better and longer business.

The external brain is more like a doctor for an enterprise. First, diagnose the symptoms of the business and then prescribe a reasonable prescription.

Now, the whole brain consultation community has a complaint that the mentality is not right. It is thought that the internal enterprises are often worse than the foreign enterprises, but they just want to hide their fears.

However, they did not think that it was precisely because of the fact that some kinds of all kinds of tramp were bluffing and swindling, which completely destroyed the appetite of the business people.

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< p > when doctors do not perform the duties of a doctor, no matter who is ill or not, they will choose to stay away from it.

The unique talk, fancy concept and so-called model, mode and theory of the "Jianghu" are the impetuous and flaunting display of sales promotion from 0 to 10 million.

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< p > external brain and enterprise should be a pair of inseparable partners in business, because business enterprises encounter strong bottlenecks in time resources, human resources and intellectual resources and so on, and there will be strong demand for outsourcing.

Outsourcing is the major trend of global business resource allocation towards high efficiency and excellent development. If enterprises want to continuously strengthen their core competitiveness, they must concentrate their best strength and resources on the enhancement of core competitiveness, and then outsource some minor links and make the effort to be "gatekeepers" of the project.

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Less than P, however, the consulting firms that have mixed up with each other have mixed up the external brain consultation industry. They either do not involve the core of the brand business, or they are too crude and arbitrary to carve and diagnose the business. They lack the static spirit to create "quiet brand". They always produce a specious "core concept" after rough analysis, then design several pictures, plan several bold activities, match with the concept, and finally attach a sheet of work fees, and announce the "successful completion" of the brand consultation work of the enterprise.

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< p > < strong > external brain < < a href= > http://www.91se91.com/news/index_c.asp > > originality > /a > strong and strategy weak < /strong > /p >.

As for the industry as a whole, the domestic brain is also generally lack of skills and mindset for intensive cultivation of the brand, and there is a general lack of consensus that P can return to the core of business.

China's top 4A advertising companies, whether foreigners, woodlouse or Chinese and Western fit, are stronger than "creativity" - creative design and creative way of communication, but weaker than "strategy" - brand business diagnosis, business breakthroughs and business based concept refining.

They are used to "with our decades of tracking research and consulting experience in a particular industry, we can see..."

The platitudes perfunctory on their strategic inaction.

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< p > the performance of this ability may not be related to < a href= "http://www.91se91.com/news/index_c.asp" > advertising company < /a >. In foreign countries, McKinsey and Roland Begg, who are good at brand front-end strategy level, are also alienated for "creativity" and "strategy" weak after entering China. This shows that the utilitarian nature of local business customers makes them have to change their business mode.

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< p > as Party B, the consulting company must comply with the changes and mindset of Party A.

The pursuit of business growth in China is generally eager for instant success. They are more keen on creative expression and dissemination, because advertising and media delivery, news speculation and participation in activities are more direct to business.

They responded quickly, and the boat was small enough to turn around. When they found the mistake, they immediately corrected and adjusted immediately. They did not care about taking a detour, and their tolerance for strategic errors was much stronger than that of pnational corporations.

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< p > Chinese enterprises are too flexible and too pragmatic to directly influence the development trend of the whole brain industry in China.

When the whole brain consultation industry is keen on creative expression and creative dissemination, impetuous concept, design style and tool wind will rise and fall. Consultants will collectively catch up with fashion, and hang some popular vocabulary with the so-called theory of self processing, and then go around everywhere.

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"P", so the Chinese brain consultation industry and the business level "strategy" are fading away. The flashy concept noise and the repeated "cooperation" experience also let business managers begin to be vigilant. They found that cooperation with consulting companies is more like "dancing with Wolves", without cooperation and tacit agreement between partners.

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