From Region To Nation -- Brand Building Of Small And Medium Sized Enterprises

For small and medium-sized enterprises, after having certain reputation in a certain place, few brands do not regard national brands as their future goals.

But behind the grand goal, the hidden process is often a simple process. How can we make ourselves closer to the national brand or pform into a national brand successfully?

In my opinion, to achieve such goals, there are some problems that must be taken seriously and solved.

First, we need to reserve the necessary resources to support our nationalization process (such as talent, capital and sales management experience in the national market, etc.). The more responsible way for us is to prepare for the worst: we can defend the market in the rear area and leave some resources and platforms that we can revitalize ourselves.

Two, most of the regional brands that go to the national brand can not support themselves immediately, whether from human resources, management experience or marketing resources.

At this time, we should first model the market or backbone market, and the success rate of the market is more important than that of the national market coverage.

Three, in the selection of regional points, the following factors should be taken into account: the blind area of the opponent and the relatively weak zone; enough to sustain the level of consumption and market capacity for survival and development; and the market that is convenient for itself and has the ability to influence radiation.

That is to say, we should make the supporting factors behind our decisions more detailed and avoid the big leap forward and the lack of risk taking.

Four, after borrowing channels and repairing roads, it is more important to regulate and integrate the resources of channel providers.

If we want to pass this road to the whole country, we also need to pay attention to: first, we must guard against the choice of dealers; the two is to use good people and make good use of incentive and regulatory policies; only when these two problems are solved, can we talk about scheduling and integrating channel resources to become a national market.

Five, enterprises should not simply use a single high-end media advertising to smash brands, and combine their capabilities to make pragmatic choices.

It is possible to conduct intensive cultivation through traditional selling methods through the landing, solid shopping malls, large image shops and special counters.

Six, before stepping up the pace of nationalization, the energy of enterprises is concentrated on how to manage the original regional market. The resources of enterprises are concentrated in the original regional market, and now they are blowing the attack horn to the whole country. The market is wide and large, and the former regional market and its rear area may become empty.

Therefore, in the process of pushing forward, we must defend the original market well.

Because once the disadvantage is advanced, it is necessary to rely on the original market to bring all kinds of resources if we want to go back or make a comeback.