Brand Marketing Is Not A Simple Thing.

Shopping malls are like battlefields. On the surface, Hello, I am good, secretly compete for each other, do not advance or retreat, passive defense is often beaten, and the initiative is not quite sure. When and where to attack competitors? These problems are not only the heart of many businessmen, but also the subjects of many marketing experts.

The market controlled by competitors should be subdivided.

We should pay attention to several principles in subdividing the market controlled by competitors.

One is the principle of measurability: that is to say, in the market controlled by competitors, consumers need to clearly respond to and explain the differences in the demand of commodities. They can clearly define, and can subdivide several small markets from the market controlled by competitors. The market scope, capacity and potential of the market after segmentation should also be quantified.

The two is the principle of occupancy: the size, development potential and purchasing power of the market subdivided by the competitors should be mastered enough in detail so as to ensure that the market is controlled by the competitors.

At the same time, they also have corresponding capabilities and resources to occupy a small market in which they are subdivided.

The three is relative advantage: the target market controlled by the competitor controlled by the plan should ensure that it has certain advantages and maintain stability in a considerable period of time, so as not to bring risks and losses to the market when attacking competitors, and ensure the long-term and stability of their own interests.

When competing with competitors, it is necessary to choose the weak links of the other side to attack. Do not choose the strength of the competitors to compete with their competitors. They must avoid the actual situation. The cost of controlling the attack is often several times higher than that of the other markets. Therefore, it is not appropriate to face the competition, but to formulate a market strategy against the weak points of the competitors, avoid them and take advantage of them, so as to improve the efficiency of resources and effectively attack the opponents.

We must carry out our own actions when attacking competitors.

Analysis shows that SWOT analysis represents an analysis of its strengths, weaknesses, opportunities and threats.

Therefore, SWOT analysis is actually a generalization and generalization of all aspects of the internal and external conditions, and then a method to analyze the advantages and disadvantages, opportunities and threats of the organization.

The analysis of strengths and weaknesses mainly focuses on their own strength and comparison with their competitors. Opportunity and threat analysis focus on the changes in the external environment and the possible impact on themselves.

Their own competitive advantage is relative. If a competitor carries out a strong counterattack strategy, he will weaken his competitive advantage.

Three key factors should be considered:

First, how long will it take to establish this advantage?

Second, what are the advantages that can be gained?

Third.

How long does it take to make a strong counterattack?

If you analyze this factor clearly, you will be clear about your position in the competition control and the establishment of competitive advantage.

The two is opportunity and threat analysis: the environment in which competitors control the market is not isolated or static, but also more open and turbulent. This change has had a profound impact on itself.

Because of this, it is necessary to carry out environmental analysis on their own.

Environmental development trends can be divided into two categories: one is environmental threat, the other is environmental opportunity, and environmental threat is the challenge of an unfavorable development trend in the environment. If no decisive strategic action is taken, this unfavorable trend will weaken its status.

Environmental opportunities are attractive markets for their actions. In this market, they will have competitive advantages.

Oneself must be clear and sober to know which aspect is more advantageous than its competitors, because only in this way can we foster strengths and circumvent weaknesses, or attack them in real terms.

In the analysis of advantages and disadvantages, we must make a detailed comparison between ourselves and our competitors from every aspect of the entire value chain.

Such as products, channels, brands, human resources, financial resources and other resources are competitive.

To judge whether or not they have a competitive advantage, they can only analyze and think from the perspective of existing customers or potential users.