Abstract: Small and medium-sized enterprises have the marketing characteristics of small scale and strong environmental adaptability. In the current environment, small and medium-sized enterprises should establish market orientation, flexibility, target market identification and personalized marketing concepts, and adopt strategies such as market segmentation, target market selection, market positioning and marketing mix; We should emancipate our minds, overcome short-term behaviors and strive for a place in the fierce international competition. Based on the concept of marketing strategy, this paper analyzes the development trend and mode of marketing strategy for small and medium-sized enterprises, and gives the specific choice of marketing strategy for small and medium-sized enterprises.
[Keywords:] SMEs, marketing, marketing strategy
1, the marketing concept of small and medium-sized enterprises
1. 1. Adhere to market orientation.
Small and medium-sized enterprises should conform to the changes of consumers and take consumer demand as the center, not only "I follow the market", but also "the market follows me". The design, price, distribution and promotion of enterprise products should take consumer demand as the starting point and adopt correct marketing methods to meet consumer demand.
1.2. Enhance the strain capacity
Small and medium-sized enterprises should make use of the advantages of small scale, strong adaptability to the environment and strong adaptability, actively seek market opportunities, seize the opportunity to adjust product structure and transfer funds, and achieve "no one has me, no one has me, no one has me, no one has me, no one has me new". Only in this way can they adapt to market changes and remain invincible in the fierce market competition.
1.3. Determine the target market.
The diversity of consumer demand makes it impossible for any enterprise to meet all the needs of consumers. Similarly, the resources of enterprises are limited, and it is impossible for any enterprise to meet all the needs of consumers. For small and medium-sized enterprises with weak financial strength and production capacity, they can neither occupy a large market nor disperse their strength in multiple market segments. Only by analyzing the market environment and their own conditions can they invest their limited resources in the determined target market.
1.4. Personalized marketing methods.
Small and medium-sized enterprises are small in scale and limited in strength, which determines that they should not adopt popular marketing methods to directly compete with large enterprises. Small and medium-sized enterprises should follow the law of wealth appreciation, adopt personalized marketing methods such as patent management, quality service, small profits but quick turnover, and occupy the market with characteristic management and superior marketing.
2. Marketing characteristics of SMEs
2. 1, small scale and strong environmental adaptability.
Small and medium-sized enterprises need lower capital and technical conditions, less investment, quick results, and many business projects to choose from, so they are easier to enter the market, and their business methods are flexible and adaptable. At the same time, small and medium-sized enterprises can quickly adjust the industrial product structure and change the production direction according to market changes, so as to quickly adapt to market demand. All these fully reflect the characteristics of quick response and strong adaptability of small and medium-sized enterprises. These are favorable conditions for small and medium-sized enterprises to seize market opportunities and adjust product structure or business scope. However, this often makes some small and medium-sized enterprises blindly follow the market because they have no clear strategic positioning, and launch whatever is hot in the market, even if it is a tiger's mouth. It is difficult for these enterprises to gain competitive advantage and their own professional characteristics. A considerable number of small and medium-sized enterprises ignore the in-depth study of the market because of the lack of stable business development direction, and only grasp the surface or short-term changes of the market, that is, make decisions in a hurry, and often get into trouble because of short-sightedness.
2.2 Close to customers, products are naturally in market demand.
The management structure is simple and there are few levels. Operators are in direct contact with customers, familiar with and understand the market, and most enterprises provide products or services according to market demand, which has spontaneous market orientation. This has played a key role in the survival and development of SMEs. Perhaps it is precisely because of "understanding" the market that many small and medium-sized enterprises ignore the in-depth research and quantitative grasp of market demand, resulting in poor scientific decision-making. As a result, some operators of small and medium-sized enterprises are too partial to their own products, often ignoring the innovation of products, technologies and services and lacking market competitiveness. This primary "market orientation" often limits the development of small and medium-sized enterprises.
2.3. Specializing in one family is unique.
Small and medium-sized enterprises are weak, so they often can't manage a variety of products to spread risks, but they can concentrate on professional management by choosing market segments that can enable enterprises to give full play to their own advantages. Most small enterprises specialize in one major, and they are good at being small and specialized, small and specialized, and small and excellent. This is one of the secrets of the survival and development of small enterprises. Small enterprises always take advantage of quick response and strong adaptability to launch new products unexpectedly, occupy new markets and win consumers. This is the strategy of "small but specialized, small but refined" for small and medium-sized enterprises. One of the main characteristics of many successful small and medium-sized enterprises is to focus on small and special markets. There, small and medium-sized enterprises are often the only providers of products and technologies. The characteristics of this market are: it is closely related to people's lifestyle, the products have individuality, and the styles, materials and structures of products change rapidly; There is no need for organized research and development and product testing, because the industry is closer to users. Because of the above characteristics of this industry, it is difficult to arouse the interest of large enterprises or large enterprises are not suitable to enter this industry at all, so it has become a land for small and medium-sized enterprises to gallop. The strategy of "small but specialized, small but special" also helps small and medium-sized enterprises to avoid their own financial weakness, avoid price wars, find another way and find a road suitable for their own development.
2.4. Be brave in technological innovation and update products quickly.
Small enterprises attach great importance to technological innovation and are good at using new technologies, new processes and new materials to promote product upgrading. Most technology patents in China are developed and registered by small and medium-sized enterprises. Small enterprises are an important force and a pioneer of technological innovation.
2.5 Local processing, local sales, saving marketing expenses.
Small enterprises are distributed all over the country, which can make full use of natural resources and process and sell on the spot, which can not only alleviate the transportation tension, but also save freight and reduce product costs. Local sales combined with good after-sales service of small enterprises can win the trust of consumers and increase market share.
2.6, the competitiveness is relatively weak, vulnerable to market and external conditions.
Due to the disadvantages in production scale and capital accumulation, small and medium-sized enterprises have low labor productivity, high production costs and lack of market competitiveness. Most products and technologies are imitative, and they are in the mature or even declining period of product life cycle, so it is difficult to compete with large enterprises with sufficient funds, technology and sales network. In addition, small and medium-sized enterprises lack the financial resources to fully introduce equipment and technology, and it is difficult to undertake the tasks of basic research and scientific research innovation, which makes them at a disadvantage in market competition. Compared with large enterprises, the average life expectancy is short, the bankruptcy risk is high, and they are often at a disadvantage in price, technology or service competition. During the economic recession, the impact on small and medium-sized enterprises was particularly serious.
However, small enterprises also have some unfavorable factors, such as poor economic strength and technical strength, weak ability to resist risks, low personnel quality, low technical level, poor production conditions, outdated equipment, backward management and weak basic work of enterprises.
3. Analysis of marketing strategy model of small and medium-sized enterprises.
Marketing activity is the engine to promote the operation and development of enterprises, and the most important part of marketing activity is to formulate marketing strategy. The core of target strategy includes: market segmentation, target market selection and positioning, namely STP. On the basis of market segmentation, it is the general strategic principle of enterprises to determine the appropriate target market and then make the correct market positioning. The marketing strategy model of small and medium-sized enterprises includes the following two types:
3. 1. Gap marketing strategy
With the improvement of productivity and the rapid development of economy, the process of product development, production, maturity and replacement by new products is constantly shortened, people's consumption demand and consumption psychology are constantly changing, and the consumption level of consumers is also different. Therefore, the multi-level, diversity and difference of people's consumption demand determine that there must be gaps, gaps and blind spots in the market. Therefore, for small and medium-sized enterprises, they should give full play to their own advantages, foster strengths and avoid weaknesses, focus on small markets that are not occupied by large enterprises, or unstable markets that are occupied by enterprises, use their own advantages to meet the needs of this market to the maximum extent, take the initiative in competition, and finally seek survival and development in the cracks of large enterprises. This is the marketing strategy to fill the vacancy, also called "gap marketing", and this favorable market position is called "niche", which is the basic point to fill the vacancy.
A good "basic point of filling a vacancy" should have the following characteristics: sufficient market potential and purchasing power; Profits have the potential for growth; Not attractive to major competitors; Enterprises have the necessary paddle and ability to occupy this basic point of filling vacancies; The existing reputation of the enterprise is enough to stand up to its competitors. Small and medium-sized enterprises are limited by scale, capital and technical strength. It is inevitable to be at a disadvantage in the competition of large enterprises in the same industry. Therefore, when determining the business direction, small and medium-sized enterprises should try to avoid the hot projects concerned by large enterprises and companies in the industry, choose small "gap" products that are easy to ignore and have certain economic benefits, give full play to their flexibility and adaptability, and fill the shortage of market demand.
3.2. Satellite Marketing Strategy
In the market competition, small and medium-sized enterprises, on the one hand, should minimize the competition with large enterprises, on the other hand, they should make use of large enterprises to survive. This requires a cooperative relationship between small and medium-sized enterprises and large enterprises. Many large enterprises have product advantages and market position advantages. They are radiant "stars" in the market, but they are not omnipotent. In order to obtain economies of scale, they must get rid of the shackles of the "big and complete" production structure and turn to social division of labor and cooperation. At this time, small and medium-sized enterprises can serve them, strive for development opportunities for them, and act as their supporting roles, that is, "satellites" revolving around the "stars" of these large enterprises. This objectively provides a survival field for the survival and development of small and medium-sized enterprises, and increases the dependence of large enterprises on small and medium-sized enterprises. At the same time, small and medium-sized enterprises have created opportunities for their own survival and development because of the development of large enterprises. This is the so-called "satellite marketing" strategy, which is essentially a cooperative management strategy of complementary survival.
In the process of implementing the "satellite marketing" strategy, small and medium-sized enterprises must take into account the development trends and needs of large enterprises, strive to keep up with the development pace of large enterprises, highlight their own professional characteristics, achieve considerable economic benefits, and lay a solid foundation for strengthening their own strength.
3.3. Comparison of the two modes
Compared with "satellite marketing" strategy, "gap marketing" is a more effective strategy for small and medium-sized enterprises, which is manifested in that small and medium-sized enterprises can give full play to their own advantages, actively look for markets that are not occupied by large enterprises or unstable markets occupied by enterprises, and grasp the competitive initiative. However, it is not omnipotent. Small and medium-sized enterprises cannot blindly enter a strange market. They must go through strict market investigation and analysis, formulate appropriate strategies to give full play to their advantages, and choose the right market to succeed.
4. The development trend of the marketing strategy of small and medium-sized enterprises.
4. 1,. state analysis
Generally speaking, small and medium-sized enterprises play a very important role in promoting national economic development, maintaining market prosperity, increasing fiscal revenue, promoting employment and maintaining social stability, and are an indispensable part of the national economy. On the one hand, small and medium-sized enterprises have poor economic benefits, insufficient technical strength and low level, so it is difficult to compete directly with large enterprises; On the other hand, small and medium-sized enterprises also have their advantages in the fierce market competition, that is, they are flexible and adaptable, and can quickly enter or exit the market. Therefore, if small and medium-sized enterprises want to gain a foothold in the market competition and give full play to their advantages, they must adopt a set of effective management countermeasures and competitive strategies according to their own characteristics, so as to foster strengths and avoid weaknesses.
4.2. Existing problems
4.2. 1 Management thought is conservative and backward.
Leaders of small and medium-sized enterprises have a weak sense of market economy, marketing is not recognized and accepted by them, or marketing is wrongly equated with promotion or sales. They are still used to accepting the old administrative system and don't know much about the operation of modern enterprise marketing.
4.2.2 Marketing strategy lacks scientific theoretical guidance.
Although more and more enterprises realize the importance of marketing strategy, due to the lack of scientific theoretical guidance, they can't form planning and decision-making to adapt to the market, which is mainly manifested in: on major business strategies and production projects, they don't do in-depth and meticulous market research and scientific market prediction and feasibility analysis, but only make decisions based on some experiences, feelings and judgments, which leads to major strategic mistakes and puts enterprises in trouble.
4.2.3 The quality of marketing personnel is not high, and the professional and technical level is low.
Most marketers of small and medium-sized enterprises have not received professional training or systematic professional education in marketing, and they don't know much about modern market economy theory and marketing knowledge, so they can't adapt to the current changeable market environment.
5. The choice of marketing strategy model for SMEs.
Different from large enterprises, the management mode of small and medium-sized enterprises is relatively stereotyped. Small and medium-sized enterprises are faced with many uncertain factors, and their flexible organizational structure and strong market response ability determine that the implementation of marketing strategy is a creative and risky work. Therefore, we must form a unique marketing strategy from the reality of our own enterprises in order to really play the role of strategy. Specific optional marketing strategy model:
5. 1, market compensator strategy
With the development of society and the improvement of living standards, the level of market demand is gradually widened, and the individualization and diversification of consumption are developing day by day, which has opened up more living space for small and medium-sized enterprises. Small and medium-sized enterprises can be based on market characteristics and their own situation. You can choose not to challenge market leaders or follow them, but to choose market "blank spots" that are unlikely to attract the interest of large enterprises as your target market. Small and medium-sized enterprises often choose short-term profitable market segments to compete with large enterprises for resources, resulting in similar target market positioning and vicious competition at the same level. Small and medium-sized enterprises should strive to become the "leader" of a small market segment. The "blank spots" in these markets can be markets that large enterprises are unwilling to enter, markets that they can't do, or market segments that other enterprises have not considered but are not without prospects and profits. This can avoid most threats from large enterprises, and at the same time give full play to the flexibility of small and medium-sized enterprises, which can widen the gap and develop professionally.
Small and medium-sized enterprises can choose not to challenge or follow market leaders according to market characteristics and their own situation, but to choose market "blank spots" that are unlikely to arouse the interest of large enterprises as target markets. Small and medium-sized enterprises often choose short-term profitable market segments to compete with large enterprises for resources, resulting in similar target market positioning and vicious competition at the same level. Small and medium-sized enterprises should strive to become the "leader" of a small market segment.
5.2, no brand strategy
With the development of economy, the progress of science and technology and the fierce market competition, products are becoming more and more homogeneous, and it is increasingly difficult to show brand personality and shape brand image through product differentiation. A brand is a name, symbol or their combination, which is used to distinguish their respective products or services. Consumers' cognition, association and evaluation of the brand form the brand image. The quality, function, packaging, channel and price of products are easily imitated. Only the brand image exists in consumers' minds, and the success of competitors' strategy of not copying the brand will bring special benefits to enterprises. However, brand creation generally requires professional brand design, the support of product strength, a lot of advertising and public relations investment, and systematic brand management. This is something that small and medium-sized enterprises can't do. Small and medium-sized enterprises can adopt a brand-free strategy. OEM is more suitable for small and medium-sized enterprises than OEM. OEM is specially designed for enterprises with strong brands to process. The advantages of this method are as follows: first, it can avoid a lot of market risks; Second, it is easy to start, the entry threshold is small, the investment is small, and the effect is quick; Third, it is conducive to learning advanced management methods and manufacturing technologies of powerful enterprises. The disadvantages of this method are poor production stability, small autonomy of fate, thin profit and insufficient development potential. Small and medium-sized enterprises can choose to do OEM first, then do OEM and brand at the same time, and finally do brand-oriented gradual development.
The success of brand strategy will bring special benefits to enterprises, but creating a brand generally requires professional brand design, product strength support, a lot of advertising and public relations investment, and systematic brand management. This is something that small and medium-sized enterprises can't do. Small and medium-sized enterprises can adopt a brand-free strategy. OEM is more suitable for small and medium-sized enterprises than OEM.
5.3, specialization strategy
The competitive advantage of an enterprise comes from the value created for customers by its design, production, marketing, delivery, after-sales service and other business activities, and each link may become the competitive advantage of an enterprise. The resources and skills of enterprises are suitable for some market segments, but not necessarily for others. Enterprises should concentrate all their resources on their best fields and serve the most suitable market segments. Small and medium-sized enterprises can enter the market segments neglected by large enterprises and get the maximum benefits through specialized operation. Small and medium-sized enterprises should play a small role, specialize in one or two aspects, form core competitiveness and become strong enterprises.
5.4, product differentiation strategy
It is not easy to do better than competitors, and it is easy to do differently from competitors.
The differences of products include many aspects, such as different product properties, different brand meanings, different product demand concepts, different product names and categories, and different product market positioning. After all, the market has not been subdivided to the point where it cannot be subdivided. Even if it is subdivided into seamless mining in the same industry, then we will cross over and get out of this industry.
5.5. Resource concentration strategy
Concentrate all superior resources and do the core work! Just as real masters don't make moves easily, once they make moves, they must concentrate all their efforts on one point.
There is a saying in Sun Tzu's Art of War: Use weapons, surround them with ten, attack them with five, and divide them into two, so that the enemy can beat them with less, escape them with less, and not avoid them. Otherwise, you will only encounter the strength of a small enemy and the capture of a big enemy.
5.6. Market leading strategy
Regional priority, seize the commanding heights. Be a regional brand first, then a national brand.
In the war, whoever seizes the commanding heights will have the advantage. Do big business in a small area, be a big fish in a small pond, and then evolve into a monster and walk the rivers and lakes. In this market, whoever is the first is king. Whoever takes the lead in creating uniqueness can achieve the first place from uniqueness.
5.7, blue ocean delineation strategy:
Find another way, innovate in value, and know what you should add, subtract, innovate and delete (global brand network)? Delineate the short board of your own barrel, and strive to make the long board of the barrel, so that the strong are stronger and the weak are deleted. Be in an invincible position and keep it; But the winner, attack also.
5.8. Value allocation strategy
The product profit is not general, grab the bayonet product. Uneven regional profits, seize the core area! Uneven customer profits, seize the core customers. The industry's profits are uneven, so we should seize the core profit area.
5.9. Value promotion strategy
Consumers buy the value of the product, not the cost of the product. We should enhance value and become experts in creating value. Consumers will not pay for your hard work. By increasing the added value, the product value and profit can be improved. Where does the value come from? The unique enjoyment brought to consumers by value-creating enterprises, whether material or spiritual, must be willingly satisfied by consumers.
5. 10, manpower command strategy
Flag mode ensures the command position of local commanders, stays away from the step-by-step phalanx strategy and quickly leads the target position. The phalanx layout of large enterprises, step by step, slowly and steadily, control the camp. Small enterprise flag mode, command charge, sprint in the same direction, survival of the fittest. Small enterprises need morale and flexibility to grab, and large enterprises need to occupy step by step.
6, the formulation of marketing strategy
The marketing strategy of an enterprise runs through all the marketing activities of the enterprise. Such as products, pricing, distribution, advertising, etc. All the activities of these marketing combinations must focus on the specific application of tactics in order to achieve their strategic goals. Therefore, to some extent, marketing strategy is the basis refined from tactics and a consistent marketing direction. Because strategy is the marketing orientation that runs through the enterprise from beginning to end, once it is established, it cannot be easily changed.
6. 1 SME marketing strategy formulation content:
6. 1. 1 market segmentation strategy
Market segmentation is to divide the whole market into different homogeneous small market groups according to consumers' different desires and demands for products and different buying behaviors and habits. Market segmentation is based on the differences in market customer demand and consumption behavior. Small and medium-sized enterprises can rely on the market segmentation method of modern marketing to find good development opportunities in the market. Because through market research and market segmentation, enterprises can understand the needs of different buyer groups and the current satisfaction degree, so as to find out which customer groups' needs are not met or not fully met. The market segment with low satisfaction may have the best market opportunities. When exploring new market areas, we should fully grasp the changes in market demand and achieve the following points: (1) Give full play to the advantages of being close to the market and be active in areas with rapid changes in competition; Use flexible management mechanism to enter the field that big enterprises have not set foot in; Concentrate on participating in small-batch, multi-variety and low-profit fields that large enterprises are unwilling to set foot in. With this strategy, the market risk of enterprises is relatively small and the success rate is high.
6. 1.2 target market selection and market positioning
Find out who the buyers of their products are, their geographical distribution, needs and hobbies, and the characteristics of their buying behavior, that is, the enterprise determines the specific service target, that is, the choice of the target market. Small and medium-sized enterprises must grasp the criteria for choosing the target market when choosing the target market. First, the size of the market, second, the speed of market growth, and third, the advantages of competitors. Enterprises have many opportunities and ways to enter the market. But not all opportunities and approaches are suitable for small and medium-sized enterprises. No matter how small and medium-sized enterprises segment the market, they dare to say "no" to some market opportunities. Lack of correct market definition and centralized selection will dilute the resources of enterprises, making them unable to overcome competitors with relatively concentrated resources and establish their own core market power. Market positioning Compared with competitive products, the position of a product and brand in consumers' minds. The essence of market positioning is to strictly distinguish this enterprise from other enterprises, so that customers can clearly feel and realize this difference, thus occupying a special position in customers' minds. This strategy is to take certain measures according to the operating conditions of enterprises, highlight their own characteristics and styles in a certain aspect, and show differences. Facts have proved that in a strong market, small enterprises can only gain a firm foothold by engaging in distinctive marketing methods. In the process of marketing, small enterprises should gain advantages from the following three aspects: technically, they have patented technology, proprietary technology and excellent technology to keep themselves in a leading position; In the market, occupy a specific target market, coordinate the relationship between customers and merchants, and improve the loyalty of enterprises; In the fierce market competition, we will win by developing new products with characteristics, win by high-quality service and good corporate image, and win by high quality and low price.
6. 1.3 marketing mix strategy.
1. product strategy
The axis of small and medium-sized enterprises' management is products. With the change of external environment, small and medium-sized enterprises should make use of their own flexible characteristics to continuously carry out product innovation, which is the core and key of their product strategy. Small and medium-sized enterprises should use the world's advanced technology to carry out imitation innovation, because imitation innovation has the characteristics of strong purpose, less investment, short cycle and high success rate. Therefore, imitation innovation can win time and cost advantages for SMEs. Accumulate your own brand. Fame brings great competitive advantages to enterprises, and enterprises can use brand reputation to expand their brands at low cost. It is an important aspect of product strategy for SMEs to invest in brands and cultivate well-known brands. This is based on the rapid development of science and technology, which combines high technology with the flexibility of small enterprises. Technological innovation is the foundation of small enterprises' survival. Technological innovation not only gives enterprises a material basis for survival, but also gives them a source of power for prosperity. Materially, innovation can bring rich profits to enterprises; In corporate culture, innovation can make enterprises look brand-new and talented people come forth in large numbers. Adopting the strategy of technological innovation makes small enterprises in the field of advanced technology rise in the world and become an important and active force of technological innovation.
2. Pricing strategy
Due to the different market conditions and product sales channels, enterprises should adopt different pricing strategies, including penetration pricing, skimming pricing and satisfactory pricing. Small and medium-sized enterprises formulate specific pricing strategies according to their own characteristics and competition. Specialization and cooperation is led by large enterprises, and many small enterprises around it supply spare parts processing. Under the protection of large enterprises, they have accumulated strength and developed. Under the condition of socialized mass production, it is also an inevitable trend for small enterprises to rely on large enterprises to implement specialized division of labor and cooperation. The advantages of this strategy are: specialized cooperative production makes the product development of small enterprises specialized and ensures the sales channels; Relying on the technological advantages and development capabilities of large enterprises, we will break through the constraints of small enterprises in terms of funds, talents and equipment to form a situation of mutual promotion and coordinated development.
3. Distribution channel strategy
The scale cost of small and medium-sized enterprises is relatively high, and compared with large enterprises, they are relatively short of funds and human resources. It is impossible for a large enterprise to establish a huge and complete sales network and channel and undertake most of the marketing responsibilities. SMEs can only rely on middlemen. The market has not only a competitive side, but also a joint cooperation side. Small businesses are weak. Joint cooperation is an effective way to enhance the competitive strength of small enterprises. Joint cooperation can also complement each other and give play to the group advantages of small enterprises. There are two specific forms of joint cooperation. One is loose association, which is limited to production cooperation and professional division of labor. All enterprises participating in the joint operation retain the legal person status and operate independently in terms of capital, technology and personnel. Enterprises lack legal binding force, do not take risks and lack competitiveness. The second is close alliance, in which enterprises hold shares with each other, share profits and take risks. Its advantage is that after joint marketing, small enterprises can learn from each other's strengths and complement each other in terms of capital, technology and management, which is conducive to the formation of economies of scale and the enhancement of market competitiveness.
conclusion
In a word, small and medium-sized enterprises in China have developed rapidly, but their average life expectancy is short. This is because small and medium-sized enterprises lack systematic overall corporate strategy and marketing strategy, lack the overall situation and long-term systematic strategic guiding ideology of enterprise development, do not attach importance to the formulation of marketing strategy, and emphasize tactics over strategy.
Small and medium-sized enterprises should take corporate strategy as the guiding core and formulate and implement marketing strategy. The main components of marketing strategy include market segmentation strategy, target market selection and positioning strategy, marketing combination strategy and marketing expense budget management.
For small and medium-sized enterprises with limited comprehensive strength and poor anti-risk ability, the choice of marketing strategy is a matter of life and death. Modern enterprise management is carried out in a competitive environment, and the competitive situation and pattern restrict the effectiveness of the selection and implementation of marketing strategies for small and medium-sized enterprises. The choice of strategic model of small and medium-sized enterprises should combine their own advantages, competitive environment and competitive pattern, and choose the marketing strategy that suits them, so as to improve their competitiveness and grow into large enterprises quickly.
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