Shoe Clothing Enterprise Brand Management Focuses On "Able Person Economy"

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The Xiaobian of the network introduces the brand management of enterprises focusing on the "able man economy".

The Chinese market has a rule: an enterprise from 0 to 1 hundred million is only a quantity of accumulation, depending on the wisdom and ability of the boss, it can be realized.

Then, from 1 hundred million to 500 million, it is a threshold, which is a critical stage for the growth of enterprises. If the pition from individual entrepreneurship to team entrepreneurship can not be completed at this stage, it is very difficult for enterprises to cross this threshold.

From then on, from 500 million to 1 billion is another threshold.

In short, every 5 hundred million enterprises will have to cross a threshold.

And to cross every threshold, enterprises must carry out moderate mode pformation.

Therefore, for strategic single products, before 5 hundred million, or at the source of strategic single product development, focusing on able people rather than focusing groups is the basic feature of the strategic stage before the outbreak.

At this time, as for brand and marketing, the boss and marketing director are the most important persons.

Business owners must be able.

Why can Haier become a world-class brand, because it has Zhang Ruimin; Wahaha why can it succeed, because it has Zong Qinghou; why Lenovo can succeed, because it has Liu Chuanzhi; why Vanke can become the first brand of China real estate, because it has Wang Shi...

The core elements of the success of most of China's successful enterprises are to have an outstanding leader. At the critical moment of the development of enterprises, the power of "Heroes" is huge. This is one of the characteristics of China's economy: "able man economy".

Westerners advocate decentralization and uphold accuracy, so the western management system is standardized, clear and hierarchical.

Which position should be done at a glance?

But it is different in China.

If Chinese enterprises do not have an authoritative and strong leader or founder, such enterprises will not go far.

Authoritative management is feasible in China but not centralized.

Why? Because Chinese culture has "authoritative advocation and authority orientation".

In the early stage of strategic single product development, the core competitiveness of enterprises is actually GREE, the leader of enterprises.

This stage mainly depends on the ability of the enterprise leaders to develop. The boss centered type is the main form of organization, loose management, single mechanism, one person management and decision making. The employees of the enterprise do not have excessive demands. Under the influence of the personal charm of the business owner, they basically maintain the same heart and the same profit.

China's economy calls for capable people, and business owners must be capable people, otherwise enterprises will be dangerous.

Under the premise that the boss is capable, it is necessary for the enterprise to provide the boss with a powerful marketing director.

The sales director will set up a sales team and be responsible for marketing execution.

Marketing director is the core of team preparation.

The boss should have a strategic vision of finding opportunities.

If you are a boss, have tens of millions of dollars in hand, look around the market, look for a direction of investment, what to do? Is it to see which market is bustling, or whether others have made money, others earn, I also want to rub?

In fact, not to invest, first of all, we need to find market opportunities.

There are many market opportunities, and we must learn to distinguish which opportunities belong to ourselves, what we can grasp and what we cannot grasp.

A wise man finds gold everywhere, and smarter than a wise man, and finds out which gold is his own, and he only belongs to his own gold.

If the boss did not diagnose himself before investing, he did not clearly answer "who am I"? "Where am I now"? "Where am I going?" and "how?"

"Who am I"? First of all, investors should position themselves, do they want to be a century old shop, or do they want to earn a single ticket, then they are suitable to be an entrepreneur, or they can only be an investor, so that they can decide how they will do in the future.

"Where am I now?" the bosses should know their current situation, do deep anatomy to themselves, find their strengths and weaknesses, and choose the best way to avoid weaknesses when investing in projects.

"Where am I going?" where is the project to be chosen and what will be done in the future? Where is the market opportunity?

"How?" found market opportunities, found changes in demand structure, bosses should clearly know how to seize market opportunities, but also know the path of enterprise development?

Today's market is not lack of opportunities, but lack of vision for finding opportunities.

So how do we find opportunities?

Similarly, a demand, the same blank, some people can find it, some people will turn a blind eye to it. Some people have seen it, but have not attracted enough attention.

To find opportunities, we should maintain "three powers": insight, foresight and focus.

Discernment is to see the essence and find the law of things development through the appearance of things.

Many large enterprises start from a differentiated product opportunity perspective, and eventually develop into a commercial giant tree formed around market opportunities. Foresight is the judgement and prediction of the development trend of things; the focus is the affirmation and exploration of opportunities, and the focus of resources is on the development of opportunities.

To sum up, there are four principles to judge opportunities.

Principle 1: is the market capacity of this project or industry large enough? Is it in the face of thousands of people? Only a large enough industry, enough consumers, this project can be done for a long time before there is more room for imagination.

Principle 2: do you have the chance to be the number one in the project or industry? You can't be the first. You have to be careful.

Napoleon is a victorious general. He summed up his successful experience and said: "my army always wins because it is always 5 minutes early when we seize the commanding heights with the enemy."

Principle 3: in the case of not being the first, you need to see whether the brand concentration of this industry is high. In the industries with high brand concentration, such as the appliance industry, the top brands can account for more than 50% of the market share; for example, the microwave oven industry, the market share of light Galanz brand is over 60%. If you say such an industry, do you want to go in again, do you have any food to eat? Of course, there is no more.

Only those industries with low market concentration may have chances as a latecomer.

If the industry is large enough, but the market concentration is very high, it is better to abandon it and turn to look for the market that can become the first. Even if the new market is not big enough, "big fish in small pond" is much better than "big fish in big pond".

Principle 4: is this project or industry compatible with the general trend of social development? Can it be done long? China's health care product market is a very difficult industry. Incandescent lamp market is a trade that will eventually be replaced by energy-saving lamps and led.

To enter such an industry, we should be careful.

Between Jing and Wei, Jingwei is not so clear.

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The key is whether we can find the point that is strong and weak.

The point is, you have to find the place you are best at.

Find out where you are best at, product development, communication and channel building. As long as you have what you are good at, you can find it and play it to the extreme, you can become stronger.

Focus on the best single point and achieve the ultimate goal. This is a major requirement for the strategic big single product cultivation stage and the high-level thinking of the enterprise.

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This is the "long plate theory".

There is a particularly popular view that the competitiveness of an enterprise does not depend on the longest barrel of the barrel, but on the shortest board, so the goal of the enterprise is to repair the short board as soon as possible.

If the shortest barrel plate is only 1/3 of the longest barrel plate, then this bucket only has the ability to hold 1/3 bucket water.

At first glance, this seems very right. The board is short, and the water is naturally dissatisfied.

In today's new economic era, to exert the strength of a strategic single product is to add its long board to infinity. As for the short board, it can solve the problem by slanting the bucket.

Contrary to the traditional view, "long board theory" advocates that the advantages of enterprises should be extended to infinitely long, so as to achieve the ultimate goal and make it an absolute advantage.

The success or failure of an enterprise is not the shortest, but how to maximize the effectiveness of the longest board.

Because long board is your strength, only by virtue can you defeat your opponent. Even if you shorten your board, you will not defeat your opponent.

That is to say, the competition between strategic single product and opponent is not shorter than the short board, but rather longer than its own long board.

Found their own long board, all marketing activities after the enterprise must focus on the long board.

Taking the long board as the fulcrum of competition, we launch a single point breakthrough.

In physics, only when the force is concentrated on one point, the smaller the force area is, the greater the force will be generated than the one on the surface. Just like the awl, if the cone head is made of the same thickness as the taper, it will be very difficult to taper the cone into the wood, but it will be effortless to conjoin the cone into a sharp point, and into the wood or even the stone.

To do marketing is like using a cone, we must create our own conical tips and make breakthroughs on the cone points. We only need to do some work, but not to do the work.

Single point breakthroughs often establish the competitive advantages of enterprises in the short term, for example, in the areas of communication, channels, regions, prices, promotions and so on, which only occupy one advantage, and are likely to achieve obvious success, even if others are not doing very well.

Don't be fooled by what systematic warfare claims. Most industries in the Chinese market have not yet reached the decisive stage.

For strategic single products, time is no longer waiting for the system, of course, we must do it, but we need to play our brightest card.

This finding of long boards, single point breakthroughs, less than the rest of the thinking, applied to the cultivation of strategic products, is mainly reflected in six single focus breakthroughs: focusing on Breakthrough Strategy single product, focusing on breakthrough opinion leaders, focusing on Breakthrough Strategy single product marketing, focusing on breakthroughs in the base market, focusing on breakthroughs in the base area channels, focusing on breakthrough talents.

Forming a pioneering team

From the discovery stage to the cultivation stage, the marketing strategy is not complicated, and the requirements for the enterprises will not be too much. It is mainly focused on two points, one is to have the opportunity to find opportunities, and the other is to have the courage to concentrate on the single point breakthrough.

At this stage, the most important thing to drive an enterprise is market opportunity, and the entrepreneurial passion and adventure spirit brought by market opportunities. "Business is more important than intelligence quotient". This is the essence of team operation at this stage.

"Gall quotient is more important than intelligence quotient".

The first point is the courage and courage of business owners.