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Ten Misunderstandings in the Marketing of Small and Medium Private Enterprises
Chinese private enterprises have gone through more than 20 years of hard work. These 20 years are a process of exploration in practice. Although they created many marketing miracles, they also exposed many important issues. Chinese private enterprises that have entered the marketing misunderstanding, as if they are struggling in the quagmire, although they are constantly improving, they have affected their better development. The following ten marketing misunderstandings are summarized by the author in practice. Many private enterprises have the following problems more or less: Misunderstanding 1: "Marketing strategy is only a form." There are not a few private enterprises that hold this wrong view. Companies often need to develop annual plans, long-term plans, and strategic plans. The annual plan and the long-term plan relate to the current business of the company and the working methods of fulfilling these plans. Strategic planning involves adapting companies to the advantages of good opportunities in a changing environment. The so-called strategic planning refers to the process of developing and maintaining a certain strategic adaptability between the company's goals, capabilities and changing marketing opportunities. Many private companies, even if they have designated marketing strategies, are only stuck in the stage of shouting slogans and cannot penetrate them into their own business activities. Therefore, the marketing strategy has become a thing to decorate. Because of the lost strategy, many companies have been passively adjusting their development direction in the process of competition, wasting their own superior resources, often holding their weakest eggs to touch the stones of competitors, and even went to blindly diversified No return. The profit of a large-scale food company's eyelid health products, blindly following the trend of health care products industry without any health care product management resources and experience, when they found that the so-called "profiteering" was consumed by their own marketing costs and management costs, It is already powerless. The marketing strategy is based on SWOT analysis to find the long-term development direction that suits you best. It focuses on the core competitiveness of the company. Many companies think of their own strategies when they struggle with their marketing journey and have no results. Strategy is more than just a marketing “vaseâ€. The key is to carry it through every aspect of the actual work. Misunderstanding 2: First make and then sell. Since many companies have previously achieved brilliant results through manufacturing, they still follow the previous enterprise-centric marketing model. After a brief reference to competitors' products, the technicians and leaders of the factory began to design and manufacture their own products. Then organize a man to the market to force sales. When the market sales were slow, they began to feel confused. Because of the intensified market competition, China has generally changed from the previous seller's market to the buyer's market. Consumers are the market referees, they decide the sales of products. The purely self-centered marketing concept of the enterprise has not adapted to the current market economy demand. In the age when goods are scarce, it is possible to sell what the people need and sell them. The quality of the products will be sold well, but now it is no longer feasible. Modern marketing must be consumer-centric, and must be fully researched and analyzed before product design, and the concepts of differentiation, competition strategy, market segmentation, positioning, etc. should be integrated from product design, pricing, advertising, promotion to terminal. Every step of the sale. When many products are shipped from the factory, even if such products are sold to no one knows, they will advertise indiscriminately. Fishermen understand the truth of “fishing in places with fishâ€, and many of our private companies are not clear about where their consumers are, and they are less aware of their preferences, spending power, age, gender, social orientation, etc. Content. Misunderstanding 3: First aim after shooting. Many private enterprises have spent a lot of manpower, energy and financial resources waiting for the market and there is no improvement in the market. They have set up planning departments or looking for professional consulting companies for their consultation. Only then did I understand my position and began to study the target market before I began to adjust my promotion strategy before adjusting my product features. Because of the lack of a targeted planning process before the shooting, the white bullets that I bought from my own money were wasted. As everyone knows, the biggest function of planning is to plan ahead, not the "doctor" of the enterprise. Mr. Gao Jianhua, a well-known expert in marketing strategy, said: “The biggest difference between multinational companies and domestic companies in marketing is that multinational companies focus on “underground workâ€. Their marketing is based on new product definitions and product innovations. "More vitality, more lasting; marketing of domestic enterprises is mainly market promotion. This "stage performance" is like a star, and will soon be outdated." Planning is costly, but there is no planning marketing cost. . It is time for Chinese private enterprises to get a good tutoring class. Myth 4: Marketing = Advertising + Promotion. Because of the lack of complex “underground planning workâ€, when the product is rushed to the market without any competitiveness, the burden is still given to the sales staff. In many private companies, eyesight marketing is just a "two axes." When a large number of advertisements were sent in a directionless direction, when a large number of purchases and promotions were made, the sales volume was still unsatisfactory. Dealers began to submit returns, sales elites have lost, and a large backlog of products is facing expiration. Private enterprises are once again lost in confusion. Is our price too expensive? But it’s not right, the price of others is higher than ours, but it’s very happy to sell. Is our product quality bad? We are a multi-certified company with more than a decade of manufacturing history. It shouldn't be like this. Is it...? Not... Yeah. In the constant question, the answer to the question can never be found. Marketing is a combination of punches, not by one stroke and two styles to win. Only the consumer-centric marketing strategy runs through every marketing segment, and then integrates it to bring out the power of the system. Myth 5: "Good products have a good market." There is no doubt that good products are the primary foundation for marketing. But good products may not have a good market. Many private enterprises have two problems in product understanding: first, the standard of judging good products is improper; second, product design is too advanced. As many companies have mentioned in the previous article, companies themselves act as referees for good or bad products, not consumers, which is a kind of self-respect. New products are like newborn children, and their innate genes and acquired culture determine their future prospects. But many new products often have genetic defects at birth. Product quality and function are just the basic elements of a product. A good product must also have a planning gene. Before birth, we must not only clarify the future market capacity, profitability, differentiation, target market, positioning, core competitiveness, selling point and other basic contents of new products, but also pass the product testing and product testing and sales. Another type of error belongs to Qu Gao and oligotypes. Product design, quality, function, and consumption concept are too advanced. This type of error often occurs in many powerful groups or emerging companies. The chairman of a private enterprise is a Chinese in the United States. Inspired by the education of adult women in the United States, he opened the first school in China dedicated to the improvement of successful women, and hired hundreds of qualifications such as Peking University, Tsinghua University, and multinational managers. Deep experts are lecturers. The course is very good. It should be said that with the continuous improvement of Chinese women's independent consciousness, the market space is very large, but the business is bleak. First, because wealthy women improve their understanding and urgency, and secondly, the annual tuition fees of up to tens of thousands of dollars can not afford women. Many companies have excessively pursued product differentiation and over-emphasized future market space, and have developed many advanced products. The products are really good, and there are certain potential markets, but companies often exaggerate the size of the potential market and even consider the potential market as the current market capacity. Marketing is a profitable business behavior, and the high and the low will inevitably lead to the tragedy of many heroes. Market education requires a lot of money and time. Many private enterprises often invest a lot of resources. When they see the hope of autumn harvest, they become martyrs, and they have become a stepping stone for the industry. Is it a pioneer or a martyrs? It depends on the strength and endurance of the company. Advance products should be based on their own capabilities. Misunderstanding 6: "Marketing is the matter of the sales department." Marketing is the leader of modern enterprises, determining the rise and fall of a company. However, there are two kinds of unreasonable phenomena in many private enterprises: First, the sales department cannot integrate production, personnel, finance and other related departments, and various departments lack organic cooperation, resulting in waste of resources. Second, the sales department command planning department makes many planning solutions. Distorted. The marketing core organization of modern enterprises includes at least the planning department and the sales department, and the two cooperate and cooperate with each other. However, in many companies, because the "sales department is the collection department, and the planning department is the money-making department", it is favored by the sales department. The planning department was originally a department with the same function as the sales department. Instead, it evolved into a secondary department of the sales department. The planners had to distort the planning plan to cater to the sales department or under the pressure of the sales department. If the effect of the program is relatively good, the company greatly appreciates the sales department; if the effect of the program is relatively poor, the sales department will all blame the sales department, causing mutual promotion and affecting the combat effectiveness. Another phenomenon is also more common, that is, the sales department's rights are too small to coordinate the work of the relevant departments, and the work of the relevant departments cannot be adjusted in a timely manner, resulting in excessive internal friction and departmental commission. The root of the above contradiction lies in the wrong marketing concept. Marketing is the behavior that runs through the whole enterprise, rather than simply selling goods at the terminal. The planning strategy is to guide the action plan of each department, and all departments must closely cooperate and cooperate closely around this core. Misunderstanding 7: "So-and-so-so is doing this." “A certain enterprise†is often a well-known company in the industry or a company with better performance than itself. Many companies quickly follow up when their competitors start to play CCTV ads. At first glance, competitors began to promote large-scale price cuts, and they were not far behind. At first glance, the opponent hired an airborne regiment, and he did not show weakness in recruiting. What's even more ridiculous is that even the small things that the opponents made a beautiful corporate image outdoor advertising in the factory area are worthy of their own imitation. It is understandable to learn from the advanced marketing experience of other companies. However, many private companies are superstitious in the operation mode of well-known companies, and blindly copying the experience of other companies (especially competing companies) often brings huge intangible losses to themselves. Many private enterprises have learned from the advanced experience of many companies. As a result, they have become “four unlikeâ€. The advanced experience of other companies has brought much benefit to their own companies, which has made their company a mess. Because different companies' external environment, internal resources, management standards, corporate culture, and personnel quality are all different, the original environment will not be able to bear the fruits of victory after copying. When drawing on the marketing methods of other companies, it is wise to dig deep into the essence and then formulate a plan that suits you according to your own conditions. The road to Rome, the key is to find the one that suits you. In addition, beware of falling into the trap of competitive strategy. The marketing methods of many well-known companies are generally based on their own advantages, which are obviously strategic and have certain exclusiveness. Simple imitation is easy to fall into its ecstasy, like the other side instigating you to fight with your thighs with your arms, and finally dragged yourself. Marketing is like a war. If you want to get the whole war, you won't win every battle. The regular victory general who wins every battle may not be able to laugh at the end. Myth 8: "Customer is God." Many private enterprises regard "customer is God" as the Bible, read every day, and read everywhere. A business is a profitable organization, and any business activity must consider its cost. Imagine if a clothing company is willing to make a suit for the world's fattest customers if it is not for publicity needs. “Customer is God†is not inconsistent with the customer-centric thinking of modern marketing. Customer-centricity is the means of marketing, not the purpose. The target market for modern marketing does not refer to all consumers, but to a unique group that can contribute profits to the company. In reality, there is another mistake in the enterprise, focusing on customers and employees. The customer's little problem, the company will be respectful and dedication; but the salary of the employee does not matter in March. Employees are the real God of the company, or "the customer is the left hand and the employee is the right hand." Without the efforts of employees, no marketing process can be completed, and the grand strategy and strategy can only be a piece of paper. Employees are customers within the company. Only by satisfying them can they provide good services to improve sales performance. Marketing management is a kind of remote management. It can't be managed by the outlines. The focus of management should be to motivate employees and achieve self-management. According to an authoritative survey, the ratio of input to output of employees in employees and customers is 10:1. Myth 9: "Occupy the national market can win the first opportunity." Entrepreneur's subconscious has a stronger possessive and dominant desire than ordinary people. Which boss does not want his office to open all over the country? Which boss does not want his products to spread all over the Yangtze River? Of course, the boss is sensible. They hope to seize the market as soon as possible and get the first move. This is the fundamental idea. Many bosses waved their commanding sticks and quickly seized the national market. However, they often lost their lives in a year or so and re-contracted the front line to the base camp. The spread of goods throughout the country does not mean becoming a national brand. On the contrary, it is too urgent, but the speed is not up. And no matter the direct loss caused by the tossing back and forth, it will undoubtedly increase the difficulty of restarting the “sandwich rice†market. The cost of re-entering the products from the mall will double, and the local agents will lose confidence. The key is to reverse the negative impression that consumers are preconceived. When is the local head snake? When do you make a national market? It is not determined by the competitors, but has its own decisions. Enterprises should weigh the pros and cons according to their own personnel status, financial strength, product maturity and maturity of promotion experience, and do what they can. When the resources are limited, it is more than enough to be a "land snake". Once you leave the house, sometimes there is no need to exist. More importantly, after the resources are dispersed, the original market will be implicated. It is recommended that after the time is ripe, adopt the strategy of “first pilot and then promote, step by stepâ€. Misunderstanding 10: "A sheep is released, a group of sheep is also released." Some private enterprises have established a complete set of market networks after opening the market through the first fist products, and they have a large number of marketing elites, and even the brand awareness is very high. Looking at my own sales network, I began to deliver a large number of new products for my network. There was a phenomenon of “radish is not washed†and excessive brand extension. There are two major drawbacks to the rapid development of new products: one is that resources are tight, and the other is to damage the brand image. The strength of a clenched fist is different from the strength of the five fingers. Many new products are not mature in the development process, and they are rushed to the market. Once the quality problems affect the image of the brand of the mother; once the sales are not affected by the company's image and the confidence of the agents, Wahaha launched during the SARS in 2003. Kang's beneficial electrolyte drink is a big failure. The “underground planning work†before the new product is launched cannot be omitted. It is necessary to have a system promotion plan, and also pay attention to the timing and pace. Excessive brand development is another thing to watch out for. Sichuan Wuliangye Group is a well-known high-end liquor company in the country. In recent years, he has developed dozens of sub-brands. Wuliangye simply granted the right to use the brand to the cooperative enterprise. Because there were too many unauthorised management of the authorized enterprise, the Wuliangye series products were mixed and the corporate brand and sales volume suffered huge losses. After Wuliangye’s painful thoughts, he had to reluctantly cut down dozens of wineries. There is no doubt that Chinese private enterprises have a bright future, but they hope that more private enterprises will learn from history, foster strengths and avoid weaknesses, and go further.