Brand management is a big business and asset, but it is still in the primary stage. Brand strategic management in the true sense needs to comprehensively integrate business resources, systematically explore new business scope and create market competitive advantages.
Traditional marketing is challenged.
Nowadays, marketing only pays attention to the operation process of launching new products, and regards brand as a simple and extreme action instruction, which is limited to advertising, packaging and trademark promotion activities, that is, brand image management. From now on, enterprises will face such a strategic choice: how to maintain a lasting competitive advantage? How do enterprises develop new business? How can enterprises improve their profitability?
In the new economic era, high speed and fast pace are one of the characteristics of the new economic era, and speed naturally becomes an important factor in competition. Therefore, today's enterprises urgently need to reflect on their business mission and strategy and adjust their position to adapt to the changes and development of the future market. Today, competitors are ever-changing, technology is changing with each passing day, and customers are very different. If an enterprise wants to be in an invincible position for a long time, it must constantly innovate its competitive advantage and build a strong brand.
In the days of "business as usual", enterprises can succeed as long as they produce products, actively promote them and invest a lot of advertisements. This is called "marketing". This is the general marketing concept of "people on the street". Unfortunately, however, many enterprises think so and are doing so, but these marketing ideas are a recipe for disaster. At present, most enterprises have adopted a set of marketing communication "recipes" in marketing promotion activities, and compiled detailed guiding principles. For example, to promote products, we need: one scoop of press release, two TV advertisements, two grams of newspaper advertisements, one brochure and one promotion. It is difficult to create good market benefits; Or the market reaction is good for a while, but it is difficult to last. Advertising fees should not be spent in vain, but investment with specific recovery plans can be expected. Advertising communication is one of the most risky investments in modern enterprise economy. Now people can think that at least three-quarters of advertising expenditure can be said to be zero. If an enterprise spends10 million to invest in a new production line, but does not consider its return, it is uncertain that the product sales will improve. Do you think it is possible? We will definitely say "this is absolutely impossible". This kind of thing is not uncommon in marketing. The market offensive costs millions, but it is difficult to knock on the door of the market.
Nowadays, customers are faced with a wide variety of products, and the demand for product quality and service is diverse and growing, but the expectation of price is getting lower and lower.
Nowadays, due to the progress of science and technology, the homogeneity of products is getting higher and higher, and the characteristics of some distribution methods and channels are also easy to be copied and imitated. When a new product goes on the market, there will be a "big group" of similar products to follow up, carve up the market of the pioneers, force you to cut prices, confront them head-on, put you in danger, suffer from various shocks and threats, and the results of competitors' efforts to win business will gain benefits in circulation. Traditional marketing is facing unprecedented challenges.
Manage brands rather than products.
The traditional management mode is usually just to make a fuss about the product certificate, but what enterprises can't avoid is to work hard on brand strategic management. Many enterprises have product managers, but there are many problems. With the continuous expansion of more and more brands, a wide variety of products have been derived, and management functions have also been delegated to grassroots decision-making bodies. In the long run, decisions made by decision-making departments without grassroots participation are often bad for brands.
Brand is not a product, but it gives meaning to the product and determines its form, image and value. Enterprises find that brand management is strategic management and needs comprehensive and systematic planning and management. Brand poses a series of new questions to managers: How many new brands do enterprises need? How to manage the brand? How to plan brand expansion? What products and services should brand expansion include? What areas should brand expansion avoid? How to solve the contradiction between business scope restriction and maintaining sales? Stretching the front too long will weaken brand rights and interests, and vice versa. With the progress of technology, the upgrading of products and the alternation of customers, how to maintain the brand's permanent vitality, make it adapt to the development of the times and gain permanent charm? How to make the sales of multiple products under a single brand reach a comprehensive balance and maximize profits? How to optimize brand image by using the relationship between product brands? Does the brand have the potential to become an international brand? What are the advantages and disadvantages of brand internationalization? Many enterprises use the same brand. What is the difference between brand image planning and corporate image planning? Since the brand is valuable, how to measure and evaluate its value and conduct effective investigation and management? Should brand value be included in the balance sheet and its actual economic value be announced to shareholders, investors and business partners?
Its central concept is the quality of the brand, not the image of the brand. This quality needs to be defined and managed, which is the core of brand management. It needs to create new ideas and explore new methods.
In the new economic era, intangible assets determine the value of enterprises. The new economy not only shows its infinite charm to enterprises, but also puts forward higher requirements for enterprises. For many traditional enterprises, a clear understanding of the situation can better seize opportunities and meet challenges. It doesn't matter what industry the enterprise is in, nor does short-term income. The key is the intangible assets it owns. In the book Reading Value Code: How Successful Enterprises Create Wealth in the New Economy, Libert believes that there are four criteria to measure whether an enterprise is successful in the new economy era: First, the company's asset system, including knowledge, intangible assets, information, software systems, etc. It is judged by a model that reflects the modern economy; The second is to see if you dare to face risks, not only financial and physical risks, but also intangible assets; Third, adopt the most advanced technology; Fourth, the value orientation of enterprises is not only tangible assets, but also intangible assets.
In some developed countries, the ratio of tangible assets to intangible assets of some excellent enterprises has reached 1:2 or 1:3. For companies with well-known brands, the brand value of enterprises has far exceeded their total annual sales, such as Coca-Cola, McDonald's, Disney, Nestle and so on. Many well-known brands have brought huge economic benefits to enterprises because of their wide market coverage and high social visibility. The economic value of these intangible assets is far greater than its tangible assets, and their huge property rights enhance the stamina of enterprise development and also reflect the company's economic strength.
Enterprises operate brands, not products. Brands optimize internal resource allocation and create real value for customers.
Marketing should be integrated through brand.
2 1 century will be the century for famous brands to compete for the world. China's economy has gradually integrated into the international market, facing a more intense competitive environment, and has entered the era of brand competition. Market competition is the competition of product quality, technical service and price, and the competition of all elements will be finally realized through brand competition. It can be predicted that 2 1 century will be a century in which famous brands will compete for the world. Backed by the economic strength of famous brands, dividing up the world resources and expanding the global market will be a major feature of international economic operation.
Brand strategy is the way to win the competition of enterprises. Now the competition among enterprises has changed from a single commodity quality competition to a comprehensive economic strength competition, and the comprehensive strength competition is ultimately to build their own brands. Whoever wants to be an excellent entrepreneur must understand and skillfully use brand strategy.
Enterprises create products, markets create brands, and the competitive advantages of enterprises focus on brands with market competitive advantages. Then, enterprises should not only establish a good management system and operation mechanism for producing products, but also establish a correct brand strategy, thus forming an effective market competition mechanism.
Brand strategy is not only to create famous brands, but also to create brands with lasting market competitive advantages. With a strong brand, we can form a strong market space and get more sales profits through marketing organizations as much as possible. If enterprises are eager for quick success and instant benefit, excessive pursuit of brand-name benefits and lack of strategic thinking about the future market will inevitably lead to long-term business behavior.
There are many controllable factors in the establishment of enterprise management mechanism, but the market mechanism is difficult to control, because the market is constantly changing, and the changes of consumption concept, market structure, competition pattern and social situation may change the marketing organization and strategy of enterprises. Therefore, the management of enterprises should be market-oriented, and the marketing organization and strategy should also be market-oriented and adjusted according to different periods and conditions of the market. Then, how to establish a scientific marketing strategy has become an important topic for modern marketing organizations to explore. Enterprise management is the embodiment of decision makers' thoughts and behaviors, so market management should be the concentrated embodiment of brand strategy. In order to create products with competitive advantages in the market, enterprises must formulate correct brand strategies, so as to carry out all marketing activities of enterprises in an all-round way, and convey unified personality, consistent information and unified actions through brands, so as to win consumers' cognition of brands and obtain due market effects.
The characteristics, functions and values of a product are a part of a brand, and the brand will have factors such as image, service, consumers' cognition and loyalty. The success of modern marketing not only refers to the marketing success of products in a certain period, but also refers to the management success of maintaining brand competitive advantage for a long time. Integration is not only centralized and unified, but also creates brand value in order to achieve long-term and lasting integration. All integration should conform to the purpose of brand strategy, and all marketing strategies should conform to the guidelines and principles of brand strategy, so as to carry out effective market dynamic management and formulate marketing strategies in different periods and stages according to brand strategy. Ensure the unity, correctness and systematicness of the strategy through the brand.
Marketing is not a list of strategies, but a concrete embodiment of strategies. The goal of all marketing strategies is to serve the overall strategic goal of the brand, and brand strategy is instructive and long-term. Marketing strategy is operable and phased. Marketing strategies should be integrated through brands, so that in the long run, we can build superior brands and create competitive advantages in the market. Therefore, brand strategic planning must have keen market analysis, simple and clear thinking and make correct judgments. In the face of fierce market competition, enterprises should formulate corresponding strategies to create the market, rather than operating conservatively. We believe that only by creating competitive brands can modern enterprises be invincible.
Products are produced by factories and brands are bought by consumers.
Owning a market is more important than owning a factory. We deal in brands, not just selling products.
Products are easily outdated, but successful brands can last forever.
Entering the era of brand competition, people in the current economic circles put forward that "the admission ticket of 2 1 century is a matter of life and death". However, how to create a brand and formulate a brand strategy should be the most urgent task facing entrepreneurs today. However, no matter how correct the theory is, it must also be put into practice. Without action, it is impossible to turn theory into reality. BIR brand competition solution, through practical experience to create an effective brand strategic planning system, brand competition ideas, forming a systematic solution. I believe that a brand-new concept will definitely bring brand-new changes.
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