How To Break The Underwear Brand Quickly In The Construction Process

The two or three line brand that does not want to move forward is likely to die and decline.

Then, what can we do to make our brand break through, throw the rest of the Legion behind us, or catch up with or even surpass the existing first-line brand, and become a "rising star" and "a new force in the market"?

If the days of the two or three line brand are the worst, I believe a lot of people will resonate.

On the other hand, there is a line of brands, under the competition and pursuit of the low end miscellaneous legion, on the one hand, envy the super brand and large sales volume of the first-line brands. On the one hand, they are afraid to catch up with the later brands to encroach on the part of the market that they have not had. This day is really trembling.

The two or three line brand that does not want to move forward is likely to die and decline.

Then, what can we do to make our brand break through, throw the rest of the Legion behind us, or catch up with or even surpass the existing first-line brand, and become a "rising star" and "a new force in the market"?

In practice, there are many successful cases from the two or three line brand "coming from behind".

To sum up, there are several ways to break through quickly.

The first and two or three line brands rely on event marketing to break through. The two or three line brands are often less well-known than the first-line brands, and consumers are less concerned about the two or three line brands. The probability of designated purchases is correspondingly lower, and loyal consumers are less.

Therefore, through event marketing, we can enhance the consumer's attention and goodwill to the brand, and make the two or three line brand break through quickly.

Case: unified lubricant "Iraq war incident marketing". Before 2002, the high-end market of lubricants was occupied by several brands of multinational corporations and Sinopec.

People's impression of the lube oil products, only Mobil, Shell, the Great Wall, Kunlun and other brands, unified at that time is the second line brand.

However, the Iraq war, which broke out in March 2003, has greatly enhanced the market position of unified lubricants.

In March 21, 2003, when the Iraq war broke out, the unified lubricants seized the opportunity of CCTV's unprecedented large-scale live coverage, and launched a quick attack on the classic advertisement of "more lubrication and less friction".

Through event marketing, brand reputation and image have been improved rapidly, and lube oil has never been known as a lubricant brand.

The sales volume of unified lubricants has also soared with the improvement of popularity.

He enlightened: by skillfully using event marketing, people will grips people's attention on events to attract customers' eyeballs, and ultimately enhance their brand awareness and reputation, thus promoting market status and sales growth.

This way of relying on event marketing breakout is commonly seen in low attention industries. Consumers are less concerned about such products. Companies attract consumers' attention by events, and generate more attention than competitors.

There are three aspects that need to be paid attention to when we use the event marketing breakthrough method: first, we must identify the combination point of brand and event, and the reasons and demands for borrowing the occasion are strongly related to events.

It is impossible for consumers to be interested in your brand because of the fact that they are hard to handle and are too far fetched.

Just like a unified lubricant in Iraq's occasion, the war has meant friction, and people's desire is to eliminate friction and yearn for peace, so "less friction" has spoken out the voice of many people, and "a little bit more lubrication" has thoroughly expounded the unified brand characteristics.

Two, we must grasp the opportunities and increase the input and intensity of communication.

No matter the social events happening by accident or the events produced by enterprises themselves, they all have certain timeliness. Often, "passing the village, the shop" will enable enterprises to take advantage of opportunities.

For a few opportunities, it is necessary to make great efforts to increase communication efforts, enhance their popularity, and invest enough money in the event of the event to spread enough.

The three is to do other cooperative measures.

The speed of brand promotion promoted by event marketing is explosive, but the promotion of popularity and attention will bring the greatest help to product sales. Measures such as production and supply, logistics, investment, channel terminal construction, distributors and consumer education, promotion and sales must be done well.

The two and two or three line brands rely on product innovation to break through. In the mature industry, product homogenization is a common problem.

The concentration of the industry has reached a certain degree. The first group army has been formed. Under such circumstances, the second group's brand is hard to break through to the first group of military phalanx.

Mature industry consumers also form a certain brand loyalty, it is very difficult to impress them with general measures.

But if an enterprise develops its spirit of innovation and creativity and creates products differentiated from competitors in other industries, it will be more able to meet the needs of consumers than first-line brands, and there is still a good chance to break through.

Case: TCL mobile phone, a diamond cell phone, is a long way from now.

But he can explain the power of product innovation and tell us how to lay a solid foundation on the basis of product innovation.

Although the momentum has gradually declined after a glorious period, TCL can rely on product innovation to break through.

In 1999, China's mobile phone market was dominated by NOKIA, MOTO, ERICISSON and other international mobile phone brands. At that time, domestic mobile phones were just starting up, and TCL also launched its own cell phone products under suspicion.

Like all mobile phone brands in China, TCL phones do not have any brand advantage. They may not even belong to the two or three line brand.

But through a product innovation -- diamond on the surface of mobile phones, a diamond phone to meet the vanity of consumer fashion is launched.

Although the price of the mobile phone reached nearly $10000, there were still high income earners and female white-collar workers.

With the launch of this product, TCL mobile also launched the positioning of "China's new mobile phone". In one fell swoop, the representative of Chinese domestic mobile phones ranks among the first line brands in the mobile phone market. In the most scenic period of domestic mobile phone, TCL's mobile phone sales ranked the first in domestic mobile phone sales.

Of course, after the appearance of the collective image of domestic mobile phones and the serious quality problems, TCL mobile phones were gradually exhausted by many domestic brands.

This also shows that the breakthrough of the two or three line brand can not be fully applied to the one service, but must continue to innovate and perfect the original system defects after breaking through, so that we can continue to move forward.

Mr Chan: product innovation is the most difficult and easy to do. The key is to see whether your innovation can meet the needs of consumers.

Product innovation is not necessarily a technological breakthrough, but is to discover the latent and implicit needs of consumers, and then design corresponding products to satisfy them.

Competitors who have no innovation ability are hard to observe and discover the potential or implicit demand of consumers. By adapting to the product innovation of consumers, the two or three line brand will be able to stand out and break through successfully.

Product innovation can be innovated from the aspects of appearance, shape, structure, internal function and volume.

New industries and enterprises with perfect product innovation processes are more capable of achieving great product innovation.

The first step in product innovation usually starts with a great idea.

Most of this idea is generated by the first-line market personnel and product designers based on the experience of the market and consumers over the years.

A lot of time is often discussed by product development and market, so that we can have a good idea.

The second step after good idea is rigorous market research and product demonstration, and further improve the style and product details of innovation.

The third step is to have R & D personnel produce samples according to the product plan, followed by consumers' trial and feedback within a small range, and further product improvement based on feedback.

Finally, the innovative products will bring the greatest impact to the market.

Not all innovative products can be successful. In fact, there are many times when new products die in cradles.

Is there enough communication with consumers?

Is product differentiation appropriate?

The improvement of other market operation measures has affected the success or failure of product innovation to a certain extent.

It is particularly important for an enterprise to grasp its degree when it operates in the market.

The three and two or three line brands rely on the breakthrough of concept innovation. The concept of brand is the core embodiment of brand positioning. A good brand concept will shorten the distance between consumers and brands and let consumers identify with you.

The innovation of concept is different from the innovation of products, which has the technical difficulty and the periodicity is relatively short. It is easy to realize immediately, and is especially suitable for industries and products with low technology content.

Case: Li Lang business casual wear "simple and not simple", "relax, no indulgence", "temperature is more elegant"...

These words have gradually become the mantra of many business people since 2002. At the same time, such a concept has also been successfully introduced into the business of men's clothing.

And a few years ago, it was a two or three line brand that no one knew. The business was mainly scattered wholesale. Many people were not familiar with the company. The days of the enterprises were very difficult. In 1996 and 1999, the profits of the enterprises had not been able to maintain the normal operation of the enterprises.

But then, through the close market investigation and the collision of consulting companies, the brand positioning and concept of "business casual wear" were put forward, and through targeted dissemination, the situation quickly opened up and the turnover doubled. The annual sales volume in 2005 has increased 10 times than that in 1997, and has become a top class brand in the Chinese garment industry.

He enlightened: the good brand concept can quickly make a new brand stand out, and it is a good breakthrough route for the two or three line brand that does not accumulate many brand assets. As long as we seriously study the market environment and competitors, as well as consumer preferences and latent demand, we should identify ourselves from the actual situation.

Moreover, if we develop our ideas and put forward a good brand concept, we will have the chance to succeed.

If you want to bring your brand concept to your company, it is necessary to make a corresponding assessment before putting forward the concept positioning. Is the market space of your concept big enough?

Is there enough differentiation?

Is it enough to attract consumers?

Is it enough to meet the needs of consumers?

Is it competitive enough to compete with competitors?

All we need to consider and pay attention to.

After the concept is put forward, the elaboration and deduction of the concept is also very important, because it can convey the brand idea to the consumer's mind.

It can be imagined that if the concept of "business casual wear" alone has no concept of "simple but not simple", the effect may be greatly reduced.

Therefore, for enterprises that rely on conceptual breakout, the most important thing is to put forward and deduce the concept.

Four, two or three line brands rely on consumers to extend breakout. When you only focus your eyes on the cake in front of you, the first tier brand competitors will become extremely powerful. Why not try to make big cakes?

When you turn your focus to your bigger and undiscovered cake, your competitors will become insignificant.

Second line brands want to get a breakthrough in this aspect, use clever methods to extend the scope of consumers, make big cakes, let their products seize the huge market blue ocean, and thus be pformed into the leading brand of the blue ocean market by a two or three line brand in the Red Sea market.

Case: Wang Lao Ji's "red storm" is hot and humid in Guangdong. People living in Guangdong are prone to get angry. In summer and autumn, they often rely on drinking herbal tea to treat all kinds of symptoms caused by excessive heat.

Among them, Wang Laoji, Huang Zhenlong, cool tea king and other famous brands occupy half of the herbal tea market.

Wang Laoji's filling herbal tea is a brand owned by Wang Laoji brand owner Guangyao group, which is leased to Dongguan GDB beverage company.

At first, the filling herbal tea also entered the pharmaceutical market. As with Wang Lao Ji and Tetra Pak, the target consumers were on the top of the fire market. The sales volume of the market has been poor, and it is not comparable to that of Tetra Pak.