Building brand strategy on the importance of survival of small and medium-sized hardware companies

What are the most critical issues for doing business?

Obviously, it should not be product-oriented but market-oriented. If it is the former, it will only be self-satisfied and satisfied with the so-called technological R&D advantage, while ignoring the market effect, while the latter is the most realistic approach based on the market demand, fully tapping the interests of the company or product itself, and finally achieving consumer recognition. In particular, small and medium-sized hardware companies need to pay attention to the brand strategy.

At present, some companies have succeeded, but they do not know how successful they are. The reason is that opportunism dominates the causes. The leader of the company has strong sense of self, keen sense and strong courage. Successfully earned the first pot of gold, but today, the probability of such successful methods will only become lower and lower. Therefore, many companies have begun to care about their own development strategy.

In fact, the corporate strategy is, in the final analysis, a goal that is consistent with the circumstances in which resources and capabilities are consistent with the environment in which they operate. This goal is a corporate action program. Of course, no matter what type of company you are, whether it is an entrepreneurial enterprise, a business-conserving enterprise, a high-tech enterprise, or a traditional manufacturing enterprise, you must develop a corresponding strategy.

However, many companies are often out of the specific social environment and market environment when formulating strategies. There is a so-called strategy behind the back of the head, not to analyze the macro environment and industrial environment in which the industry is located, and analysis of competitors. It is true that in many cases, as a large-scale enterprise in most enterprises, the majority of companies use the follow-up strategy. Generally speaking, the factors of a large environment are not obvious. This includes national policies, GDP, etc. The key is to grasp A "potential" to grasp the industry's trends and opportunities from the overall.

At this time, many companies have severely aged their product lines, and many products are developed or produced several years ago or even ten years ago. They are all striving to find ways to develop the company's long-term development. What the operators are thinking all the time is how to market them. To be effective, how to change the mode of economic growth, tap potential from many aspects, and improve their own benefits.

Product is shaped, brand is soul.

In the way of the brand's survival and development, ordinary people's inertial thinking still requires a lot of hard work and hard work. It is true that the evolution from a product to a commodity until it is shaped into a brand is a complex and complicated process. It requires the sweat of a generation or even a few generations to tears. Effort is the epitome of the struggle of the era. Today, the opportunity cost of the brand should be more efficient.

With the rapid development of market economy and intensified competition, homogenized products have triggered the market's passive and demand blindness. No brand is waiting for death. Presumably, many bosses have unforgettable experiences. Strategic planning, brand promotion, management remodeling, etc. have been mentioned by many companies on the agenda. Among them, in terms of the brand of one of its core competitive advantages, it will surely support a strong market foundation.

There is a saying: In this era of "big fish eating small fish and fast fish eating slow fish," there is no more time for us to work quietly, sunrise and sunset. Since the acquisition of Yongle by the United States several years ago has become a major news event in the home appliance chain industry, Sun Weimin, the president of Suning, once said such a sentence, and it has now reached the era of “big fish eat big fish”.

It can be seen that, whether it is the role of powerful capital power reflected in the restructuring, M&A, etc., or the ever-changing changes, by forcing companies to learn how to survive, coupled with the fact that they are constantly playing the game, many of our companies should clear their minds and clear goals. More time and energy are spent on how to get out of a road of their own in the cruel fight. Therefore, integrating resources such as reorganization of mergers and acquisitions, joint construction of alliances, interaction between enterprises and other ways can often shorten the path of brand introduction. I can't make the same kind of mistake that I once only knew to pull my head down, and I didn't know to look up at the road.

Don’t you see, around us, many corporate markets have been working diligently for decades, but today’s products are still obscure, not to mention what brand, and why?

Only the subjective efforts, sometimes even the Quixote-style faction, are obstinately unaware that the industry's objective laws of operation and the multiple demands of the market have brought more choices, and they just know only in many choices. Reckless and lost the direction. Some companies are financially rich and have accumulated many years of market accumulation. However, when they enter other industries, they often lack choices, do not choose, and do not know how to choose. They only think that with their own strength and resources, they will not be able to access the network. In the end, it was exactly the tragedy of the Titanic.

The famous brand marketing expert, Mr. Yu Fei, CEO of Lange Zhiyang International Marketing Consultant Co., Ltd., has repeatedly mentioned when he was invited to lecture. The impression he remembered was that when a friend wanted to hang a picture in the living room, he asked his neighbor to help. The paintings and paintings are already on the wall and are ready to pick up nails. The neighbor said: "It's not good. It's best to nail two wooden blocks and hang the calligraphy on it." The friend listened to the neighbors' advice and asked him to help find the saw. Just saw two or three times, the neighbor said: "No, this saw is too blunt and has to grind."

So the neighbor left the saw to find the knife. The knife was used, and he found that the shank was broken. In order to change the blade for a handle, he took the axe in the large woods to look for the small tree. When he was about to cut down the tree, he found that the rust-filled axe could not be used. He had to wear it.

After the whetstone was found, the neighbors discovered that to sharpen the axe, they had to fix the whetstone with a wooden strip. For this reason, he went out to find a carpenter and said that carpenters had ready-made wooden sticks.

However, this time, my friend never saw his neighbor back. Of course, the painting was nailed to the wall with a nail. The next day the friend was on the street when he saw the neighbor. He was helping the carpenter to move a heavy chainsaw out of the hardware store.

Mr. Yu Fei, a well-known brand marketing expert, pointed out that companies should clearly define the direction and purpose of a brand. If the consciousness still stays busy and busy, they will not choose a good method. In the end, a busy scene will often appear in the market. From now on, we should know that everything should be about efficiency and speed, and choice is often more important than hard work. Of course, branding is the case.

Nowadays, most of the Chinese companies are in small-scale, economic activities are not large, strength is not strong, the company's business management is relatively simple, and the ability to resist risks is poor. Many companies have not been established for a long time, but also stay in the business owner. The original capital accumulation phase. Large enterprises have already implemented sufficient division of labor and achieved standardization, generalized management, and humanistic management to create wealth quickly. SMEs still rely mainly on survival to fully reflect the characteristics of the birth economy.

To be more specific, it is:

First, the upstream and downstream industries in many industries are in the Red Sea. Upstream manufacturers, the production basically follow the "big and full, small and all" approach, completely without their own characteristics and flagship products, the competition is very cruel; and the downstream distributors are basically a single brand agent, the manufacturer's The competition has spread to the downstream, resulting in many cities have many home sales companies, market sales of a Red Sea.

Second, many companies are production-led sales. The products are generally designed and produced by the factory itself, and then they are built in the country's own sales network, or they are introduced into franchisees for sale. This is very easy to bring a large amount of product backlog, direct damage to cash flow, resulting in a lot of corporate cash flow is not working.

Also, most companies' R&D and design only refer to other manufacturers and designers, and they do not really meet market demand. Manufacturers design themselves, produce their own products, and sell their own products. Essentially, they are still self-produced and self-selling models of “front shop and factory”. Due to the constraints of many factors such as ability, energy, and strength, they cannot be systematic and optimized in every module. In particular, whether the product meets the needs of the market still depends on luck.

At present, in the face of the economic crisis and the intensification of market competition, enterprises urgently need guidance from real combat marketing experts. Because most enterprises are disadvantaged compared with mega-enterprises, their foundation is poor, their foundation is thin, and their ability to resist risks is weak. They are mainly labor-intensive industries. Their products are mainly low-value-added, low-end products. They have a single product, specialization, and low technology. Most companies do not have R&D capabilities, core technologies, and independent intellectual property rights. There are also a few brands with independent brands. They mainly rely on OEM production, they have no pricing power and bargaining power, they have no market dominance, and they cannot form market monopolies and technical monopolies.

The existence of such large and small problems can be said to have severely restricted the development of enterprises and the expansion of scale.

So, how to seek effective breakthrough? In fact, it can only be solved through the innovation of marketing methods and the adjustment of technical methods. It can be said that instead of following the trend, imitating and following other people as the regional leader, do regional subdivision; do not grab the so-called first, but should be the only one of its own; do not smudge oneself with many features of its own products to increase persuasiveness, Instead, we should meticulously plan unique selling points and refine the core concepts to increase lethality. This is the first problem that we must solve today. If our own capabilities cannot be solved, we can no longer wait and see. Instead, we should take the initiative to seek out actual combat. Type-brain helped.

Mr. Yu Fei, a famous brand marketing expert, pointed out that from the perspective of the enterprise, since the marketing planning in the market is uneven, when choosing, it should be consulted with a high-quality consulting agency (such as Bluego International Marketing Co., Ltd.). The problems encountered by the company are targeted and planned. What does the company need? It is in the appeal, the channel, the terminal, the promotion, the development, the competition, and the market which are in urgent need of solution, etc. These must all be made clear. The planning object determines the planning content and must be matched.

Therefore, enterprises can only reposition themselves by adjusting their own structural characteristics; based on their own innovations and efforts; using all available resources to become leading enterprises in the industry in the region, and finding their position in the industry ecosystem; through the external market Expansion, brand building, establishment of a dominant brand with market influence and industrial chain appeal, and completion of its own value in the new industry ecosystem, in order to achieve sustainable development.